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贵州茅台销售公司已完成上半年既定任务 张德芹:真正帮助经销商、消费者解决问题
Zheng Quan Shi Bao Wang· 2025-07-09 03:50
Core Viewpoint - Guizhou Moutai is undergoing a significant transformation in the liquor industry, shifting from a product-centric model to a consumer-centric approach, emphasizing both products and services to adapt to market changes [2][4]. Group 1: Market Position and Strategy - In the first half of the year, Moutai Sales Company achieved its operational goals, laying a solid foundation for further market consolidation and stable development in the second half [1]. - The company aims to enhance its service capabilities and provide emotional value to consumers, thereby winning more consumer favor [2][4]. - Moutai's market strategy includes increasing investment in brand positioning and promoting cultural experiences to offer consumers richer and more meaningful services [3]. Group 2: Transformation Initiatives - Moutai is focusing on three major transformations: shifting from a product-focused to a consumer-focused model, enhancing service quality, and adapting to new market trends [2][4]. - The company plans to address supply-demand mismatches and strengthen customer group transformations while aligning with national policy directions [4]. - Moutai emphasizes the importance of a "亲清" (friendly and clear) relationship with distributors, viewing them as partners in market expansion [5]. Group 3: Financial Performance and Shareholder Engagement - Moutai has repurchased over 5.2 billion yuan worth of shares, with plans for further repurchases between 3 billion and 6 billion yuan to enhance investor confidence [6]. - As of June 2025, Moutai has repurchased 338,210 shares, representing 0.2692% of its total share capital, with a total expenditure of 5.202 billion yuan [6]. - The market price for Moutai's products has shown stability, with the retail price for the 53-degree Flying Moutai remaining above 2,000 yuan per bottle [6][7].
陈春花:服务转型的六个准备
Jing Ji Guan Cha Bao· 2025-06-09 08:20
(原标题:陈春花:服务转型的六个准备) 经历了激烈的市场竞争之后,服务所表现出来的价值,已经不再是简单的为产品带来影响,而是在战略 层面构建起企业和顾客之间的全新关系。 (4)生产商、经销商的经营风险加剧,产品结构、市场结构、经营模式的调整已成必然; (5)只有研发能力更强、产销成本更低、与产业链构成价值网络的企业才能生存。 这些特点告诉企业,当下面临的经营环境已经发生了根本性改变。用托马斯·W·马隆的话来说就是,对 政策而言,从积极的财政政策到稳健的财政政策;对厂商关系而言,厂商关系由命令与控制转入协调与 培养。 很多企业做产品到一定程度之后发现做不动了,业务增长甚至组织发展都停滞了,原因就是没有洞悉经 营环境的根本变化,这导致其经营很容易触碰到天花板。 这种关系决定了顾客价值的真正体现,而不是企业或者产品价值的体现,因此,今天要讨论的不再是做 法的创新、理念的传播,而是企业的整体运营如何体现服务,包括企业思维习惯的转变。 · 如何看待今天的经营环境? 我们先回到市场中去思考一个问题:到底如何看待今天的经营环境。 很多人会有各种各样的判断,我对经营环境的特点进行了简单的总结: (1)市场容量有限增长; (2 ...