China Food

Interview with 400 + food industry professionals: what is the way out under the pandemic test?

 

疫情下对中国食品饮料行业的影响及对策建议。

 

今年3月以来,上海、吉林等地疫情形势严峻。在这段特殊时期,食品饮料企业如何应对外部和内部挑战,逆势而上?伴随行业洗牌加速,未来食品饮料企业又有哪些新出路,穿越周期,赢得新一轮增长?
 
为了解本轮疫情对食品饮料企业的影响,准确把握企业现状以及未来发展预判,我们与交大EMBA矢心不二研习社合作,通过电话访谈、问卷调研以及线上研讨会等形式,访问了400多位食品饮料行业专业人士,包括行业协会、企业创始人和管理层及投资人等。
 
疫情面前,考验的是企业能否有序应变的基本盘功底。贝恩认为,转危为机的应对关键在于做到“长期战略短期战术两手抓”。一方面,面对本轮疫情短期内影响,企业如何通过各类战术性手段从内部调整出发及时应对调整,例如品类调整、产品聚焦、供应链管理、员工激励及新模式启动等。另一方面,如何从战略角度释放基本盘能力,尤其是企业在此前积累和建设的各项能力,包括供应链布局、中台建设、渠道深度精耕及宅家场景习惯建设等,这些在关键时期支撑了企业能够真正做到临危不乱,随机应变,向一线授权,由内而外地激发组织能力,从而做到厚积薄发。

行业基本面:
Multiple short-term challenges, long-term energy to move forward
The food and beverage industry has been the growth hotspot in recent years. Liu Xu (vice president of China Light Industry Enterprise Investment and Development Association) pointed out: on the one hand, the Matthew effect of the industry has been further strengthened, the pilot above scale has increased, and the brand concentration has increased; On the other hand, the investment enthusiasm in the field of food and beverage has been high in recent three years. In 2021, there were 311 investments, with a total investment of 58.6 billion, but the frequency increased in the early stage (round a and before), and the single amount decreased. The growth trend continued in the first quarter of 2022: according to the data released by the National Bureau of statistics, the agricultural and sideline food processing industry increased by 6.4% year-on-year, the food manufacturing industry increased by 6.0% year-on-year, and the manufacturing industry of wine, beverage and refined tea increased by 12.1% year-on-year, higher than that of the same period last year. However, at the same time, the industry still faces multiple challenges, with rising raw material costs, fluctuations in supply chain stability, peaking flow dividends, epidemic uncertainty and other issues further highlighted. The survey shows that in April this year, only 8% of enterprises guaranteed growth, and 30% maintained stability and protected the market. Tian Ruifeng (director of industry innovation and development, China Chain Operation Association) pointed out: for chain enterprises, in the second quarter of 2022, affected by the basic people’s livelihood demand, consumers’ hoarding behavior and the transfer of other business forms, supermarkets and supply guarantee related business forms are expected to increase; The shopping center, catering and entertainment services are expected to have a great impact. The core reasons are the reduction of passenger flow and the restriction of canteen. In the survey, nearly 60% of respondents said that the industry reshuffle may accelerate in 2022. “Mr. save, post development” has become the main theme of many enterprises, especially new consumer brands. It can be seen that 2022 may be a year for the stress test of the consumer industry. In this regard, we believe that food is a track through the cycle, and such a pressure moment is the transformation opportunity for enterprises to make up their minds. After the baptism of the epidemic, the brand should return to the essence of business and strive to settle down and live. At the turning point of the times, enterprises not only need to win the battle against the epidemic in the short term, but also need to lay out the layout for long-term development, polish the second growth curve in the medium and long term, and prepare for the possible economic downturn, consumption w curve and various challenges, so as to build up strength for the long-term development.
pay close attention to the basic disk:
layout of flexible supply chain and construction of middle and Taiwan capacity
Referring to the impact of this round of epidemic on enterprises, more than 50% of respondents believed that “logistics is blocked and goods cannot be delivered to the terminal” is a difficulty that needs to be overcome.
for food and beverage enterprises, supply chain layout and energy efficiency are the core elements to win development. Therefore, in the long run, polishing the supply chain is the correct goal that enterprises must operate. Bain observed that some leading food and beverage enterprises have established a competitive advantage in the supply chain with forward-looking thinking and strategic layout vision. For example, since the outbreak of the COVID-19 in 2020, a world top 500 food and beverage company has taken “multi pronged” measures to upgrade raw material supplier reserves, production base layout, supply chain middle office building, logistics digital tracking and other aspects, and built a “normal reserves + emergency allocation” mode to effectively disperse risks and improve energy efficiency.
in today’s digital age, although the digital degree of the consumer goods industry is in a leading position compared with other industries, there is still much room for development. Enterprises can use advanced digital tools to continuously improve their infrastructure “hard core” strength. Among them, building a closed-loop flexible supply chain of infrastructure at the upper, middle and lower ends is the key. Taking Guoquan food exchange as an example, it carried out a series of infrastructure construction and digital transformation around supply chain factories, logistics cold chain and store outlets, and built a four-dimensional closed-loop of production network, warehouse distribution network, sales network and logistics network. In the face of this round of epidemic stress test, it completed supply guarantee and delivery through continuous optimization.
it should be noted that in the process of landing, enterprises should always have a clear strategic blueprint, combine large-scale and agility, implement objectives in stages and pertinently, complete internal stress test by using the challenge of epidemic situation, and accelerate digital transformation.
Basic skill evolution:
Intensive cultivation iteration
of multiple channels
In recent years, China’s consumer market and retail market have undergone unprecedented changes, from extensive operation to more subdivided intensive cultivation, including subdivided people, subdivided goods and subdivided scenes. At present, how to open up intensive cultivation in existing channels and quickly introduce emerging models has become a compulsory course for every brand and retailer. During the discussion of
, we found that enterprises that can maintain stable growth have a good foundation for channel implementation. At present, we should work with both hands:
(1) Based on a good foundation of channel implementation, we will manage by stages and regions, and strengthen the sinking market and value depression
For example, a world top 500 food and beverage company divided the epidemic mode into four stages: early warning, low-risk travel management, high-risk static management and control, and consumption rebound after unsealing. Timely monitoring, material first, national deployment and enabling front-line. Low temperature dairy enterprises represented by new hope dairy have established a value chain of serving users by ordering milk into households for many years. Under the epidemic situation, this chain that can directly reach the community and users’ dining tables has played a very important role, which not only maintains the stability of enterprise operation, but also ensures the effectiveness of users’ supply. Similarly, the high double-digit growth of a mother and child enterprise in April is largely due to the comprehensive combing of channels since the second half of last year, and then firmly adhere to doing the right thing, quickly adjust and respond to changes, and the team is enterprising and does not lie flat easily.
(2) Quickly adjust and seize the opportunities of emerging models
In this round of epidemic, the business model of community group purchase has developed rapidly. We found that the pre emptive brand is integrated into this wave, and each business person is transformed into a head, which is coordinated by the director of the business office into a central warehouse, forming an ecosystem with the local Consumer Protection Committee for the last kilometer. At the same time, we have continuously optimized energy efficiency and achieved certain results. Take yongpu coffee as an example. At first, yongpu coffee mainly used manual mode. With the increase of the number of group purchases, the brand added group purchase module to the applet and connected with ERP, making the whole group purchase process more systematic. This innovative measure not only reflects the entrepreneurial mentality of the team, but also lays a foundation for deep cultivation of community group buying. The pandemic test like
, in turn, has promoted the channel intensive cultivation and capability iteration of brands. The traditional B2C long link evolves the new business model of C2B under pressure (the burst of demand at the C-end forces the sales team to establish user-oriented performance capability). If all enterprises can further precipitate and polish this new capability and comprehensively establish a new channel model of BC integration, this may be the biggest harvest in the post epidemic era.
Strategic addition and subtraction method:
category focus, scene innovation, Brand Initiative
Under the epidemic situation, many enterprises are good at addition and subtraction. Publicis covid impact tracker 2022 points out that with the extension of residence time, consumers’ hoarding has also shifted from the basic needs of the first week to improved pleasure products (see the figure below). Retail and food enterprises also respond to changes in consumer demand in a timely manner.
The retail industry focuses on commodity transformation and upgrading (SKU simplification) and category management (category broadening). Lianhua supermarket has formulated a strategy to deal with the simplified items of “216 products at room temperature and 80 products fresh” (the goods normally sold in Lianhua store are about 20000 products and the standard supermarket is about 8000 products). The internal process should take minimalist measures to quickly introduce new suppliers and new products into the system. At the same time, we should boldly expand the categories and seize all opportunities. Since then, taking Yifen as an example, in this round of epidemic, the enterprise has observed that the structure of consumers’ categories is changing every day, responded positively and adjusted dynamically, and established the corresponding product recommendation catalogue. At first, it mainly focused on just needed commodities such as vegetables and fruits, and gradually developed to various snacks to meet the increasingly diversified and subdivided needs of consumers.
brands promote core products on a large scale, and also choose new products suitable for home innovation in the previous innovation layout. For example, in 2022, miaokolando has comprehensively laid out the cheese track with the strategy of 1 + N + X. Under the epidemic situation, cheese slices were quickly added, which was recommended by the Chinese nutritional diet guide. The nutritional breakfast scene was opened by the head of group buying food in the community. Oatly keenly and accurately judged the needs of the home scene, strengthened the strength of the retail team and strengthened the o2o layout under the repeated situation of the national epidemic from February to March this year; At the same time, the layout of new ice cream, new tea and other products that can improve “happiness” has achieved the balance between catering and retail, online and offline, and the balance between first tier cities and second and third tier cities, bringing new short-term increment and long-term full mode to the brand. Under the
stress test, the importance of brand potential energy is more prominent. Coca Cola has become a community hard currency, which comes from years of brand accumulation and the cultivation of house habits. As a new benchmark of high-end fresh milk, daily fresh language arranges the whole link guarantee in advance, and strongly implements the “fresh lead” of guarantee. It still achieves daily output and daily delivery in case of epidemic. Adhering to the original intention of the brand, the team leader has innovated the process for many times to ensure that the team leader has no worries at home. When the group purchase is performed, the team leader also gives a whole box of fresh milk with the car, so that the community leader can give it to the lonely and widowed elderly in the community free of charge. With original intention, innovation and strong execution, daily fresh language has become a new choice for Shanghainese, and the sales volume in Shanghai has doubled. The origin of all this is that “this is the responsibility that the brand needs to undertake. We focus on more than business. We should use a simple initial mind. Everything we do is for the sake of consumers”. The epidemic situation is a big test for the long-term strategy, organization and management of enterprises. Enterprises that can turn danger into opportunity have clear original mission, clear strategic layout and strong centripetal force. In the face of the epidemic, on the basis of the existing layout, do a good job in the strategic addition and subtraction method, uphold the original intention, respond in time and match accurately. ” “Right product, in the right channel, for the right consumers”, that is, “how to accurately match the right products through the right channels according to the needs of the consumption scenario”, is really easier said than done. The key lies in the strategic layout in advance and the current tactical response. This is also a new requirement for retailers and brands in this era.
Creating new value:
Keep the original intention, fear the market and return to the essence of business
The epidemic is a big test for new brands. Many capital investors gave a lot of good advice:
(1) For capital
Don’t overestimate the growth of new brands and underestimate the resilience of new consumption. Return to value, take a cautious view of the trend, understand strategic trade-offs, pay attention to industrial balance, always cash is king, guard core customers and reshape the team. These are very important reminders for everyone.
(2) For new brands,
We should have a sense of awe, keep our original intention in the epidemic, pay attention to the macro policy environment, return to the essence of business, and settle down to live. The founder of lemon Republic shared that such a hard life experience is the most valuable for young teams. Training with war is very fast for the improvement of comprehensive business ability.
(3) Do a good job in the basic skills of products and channels
The channel is ground out bit by bit. Tens of thousands of freezers can’t be paved overnight. And the stability of the dealer. If you want to press the goods, the dealer will certainly cooperate with you to press the goods. Today, many brands are taking the growth path that brands should have, and one step is indispensable.
(4) In special times, the resilience of enterprises and managers is particularly important
The toughness of the industrial chain ensures efficient production and supply. More importantly, it is the resilience of the team. Whether a team has the will and quality to persist in adversity, and whether the main operators have the ability to lead their team through the most difficult juncture determine the direction of an enterprise.
(5) Social innovation and business excellence are defining new business models
The new generation of business leaders are required to have a strong sense of responsibility and mission, take helping social development as their own responsibility, surpass traditional thinking, maximize social interests, and integrate personal interests and enterprise management into the overall interests of society. For example, oatly mentioned in the sharing that in these two months, the brand has adhered to the heart of “business for the good” and donated Oatmeal Milk to volunteers, medical institutions, colleges and universities and closed communities in the front line of the fight against the epidemic. It has no commercial purpose, but it has no intention to insert willows into the shade. Oatly donated more than 200000 liters of Oatmeal Milk, inadvertently passing the brand’s original intention of sustainable development, environmental protection and health to consumers, and also planting good seeds for the new plant-based track.
(6) Start with the end and lay out the future with structured thinking
This can explain today’s and China’s future economic development, including the development trend of our consumer industry. Hegel said that “the only lesson that mankind has learned from history is that people have not learned any lessons from history”. Through a large number of cases, we can learn valuable experiences and lessons and create more value with innovation.

The epidemic is a big test of organizational ability and a strategy course for each enterprise. Successful enterprises adhere to normal reserves and change in crisis. Adhering to the concept of sustainable development, take this crisis as an opportunity for the development and growth of enterprises, sort out a clear strategic blueprint, create a long-term basic market, and correct and iterate in time. Food and beverage is a track through the cycle. It is hoped that enterprises will grasp both long-term strategy and short-term tactics in the consumption test in 2022, stimulate the potential of the organization, and be able to tide over the difficulties and forge ahead together.

原文标题:疫情大考,有序应变
作者:鲁秀琼·;来源:矢心不二研习社(ID:Factreview),转载已获得授权。
转载授权及媒体商务合作:Amy(微信号:13701559246);
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