Shulou(Shulou.com)11/24 Report--

After 40 years of magnificent development of China's consumer industry, many enterprises in the consumer industry have succeeded by relying on population, policy or resource dividends. What kind of market will we face when dividends no longer exist, the external environment changes, uncertainty, complexity and ambiguity, and the environment itself also changes, the era of VUCA has not gone, the era of BANI has come, and the external environment becomes fragile, anxious, nonlinear and inexplicable? How do we define success? Where is the driving force for future growth? How to maintain resilient growth in the future? How do organizations adapt to increasingly drastic changes?

With this thinking, Yunji Technology gathered the strength of internal and external consultants and the wisdom of customer partners to release the "2024 Guide to Digital growth of Consumer Industry" (hereinafter referred to as "Guide") on November 22.

As the first guide manual for the consumer industry in 2024 to focus on digital growth, the Guide integrates the rich insight and profound experience of a team of 28 internal and external experts and consultants, lasting two months and a total of six chapters and 220 pages. try to explore the changing trend of environment and consumer demand from the external environment.

Welcome to follow Yunqi Science and Technology official account to reply to "Guide" and receive the electronic version of "2024 Guide to Digital growth of Consumer Industry".

The Guide puts forward the methodology of digital growth power, which decomposes the enterprise digital growth power into a flexible, decoupled and assemble "Transformers" Rubik's cube structure: growing business driving force, increasing digital operating power and increasing organizational transformation. enterprises can use this as the basic thinking framework for the construction of digital growth in the future. And selected 11 typical industries to analyze the business driving forces, trying to distinguish the relationship between the core driving forces and the current basic market; and disassembled the 10 growing digital operating forces from four digital capacity-building stages to distinguish the path of enterprise digital construction, so that enterprises can identify the goals, focus issues and core actions in different stages. And from the perspective of organizational change power, it distinguishes the four core organizational elements needed for organizational change, and distinguishes the matching of the core elements construction and the digital operation capacity construction stage.

Launch the Rubik's Cube of Digital growth

"one core, three layers, four beams and eight pillars" comprehensively disassemble the methodology of digital growth power

The "digital growth Rubik's cube" of consumer enterprises is the coupling of business driving force, digital operation force and organizational change force to form a "trinity and mutual drive" relationship. Compared with the traditional single-dimensional consideration, three-dimensional thinking has a more global perspective. Can directly understand and analyze growth driving forces, growth efficiency, robustness and self-driven growth and other issues.

The methodology mentions the enterprise-level capabilities and stages of "one core, three levels, four pillars", that is, one core, three levels, four capabilities and eight digital operating power pillars, forming a closed-loop mechanism for digital operation. through the digital operation platform to empower the organizational power of internal and external sources of growth.

Around the core of enterprise growth and consumer experience upgrading, enterprises need to pay attention to three key levels of capabilities: growth business drive layer, growth digital operation power layer, and growth organizational change layer.

For the growth business driving force layer, commodity power, channel power, terminal power and marketing power are quite different in different industries, so it is necessary to find out their own core driving forces. For example, the basic business of many consumer enterprises is channel business, but it does not mean that channel business must be the core driving force in the future. For innovation-driven brands, product power is obviously more important.

In the growth digital operating power layer, the four business drivers can be subdivided into eight digital operating forces. At the implementation level, various departments are coordinated through the formulation and decomposition of indicators. The construction of digital operation power needs to be gradually promoted in four stages: contact chain relay, intelligent decision-making power, digital operation power and business closed-loop power. In order to support the construction of digital operation power, different from the traditional business system platform, the new generation of enterprise digital system needs to have the characteristics of resource platform, business enablement, capability empowerment and new technology architecture.

In the level of organizational change for growth, Yunqi Science and Technology advocates the construction of a "two-wheel drive" model, which enables various growth sources inside and outside the enterprise to drive digital growth through the reconstruction of production relations and external ecological relations within the enterprise. Organizational change requires gradual improvement from the perspectives of tools, talents, culture and production relations, in order to better empower various sources of growth.

Deep insight

Core drivers of 11 industry / category business segments

On the whole, the consumer industry will enter an era of extreme differentiation in the future, and digitization will accelerate the speed and degree of differentiation. From the point of view of the basic disk and the speed of development, the hot and cold of each industry is uneven, and the basic plate of material consumer goods is relatively large as a whole, and they are all in the trend of medium-and low-speed or steady growth, while the categories of industry upgrading [such as high-end spirits, compound seasonings, etc.] are in the trend of medium-speed and high-speed development, what characteristics of enterprises can win in the future?

The Guide points out that from the perspective of experience, whether the driving force of construction is correct and the strength of construction determines whether an enterprise can become a leader in the industry. Centering on the core driving forces, both industry leading enterprises and non-industry leading enterprises have the opportunity to continue to develop upward and systematically build other driving forces to form a positive driving relationship with each other. in order to have the physique to become an all-around champion, and choose one or two driving forces to build deeply, you will have the opportunity to become an individual champion.

Therefore, for both head and non-head enterprises, it is the biggest challenge to find their own core driving force in the rapidly changing and increasingly complex market environment. After finding it, we can develop a unique and differentiated competition strategy with this goal. It is also the key to overtaking in corners.

In the Guide, combined with the vision and service experience of the industry, we deeply analyzed the business core driving forces of 11 subdivided industries, including spirits, dairy products, craft beer, condiments, prefabricated dishes, small household appliances, direct marketing, new energy vehicles, brand chains, and ready-made beverages. We can not only see the business points concerned by different industries, but also refer to the ideas of our predecessors and look back on ourselves. Find the fulcrum of digital power, which is more in line with the core driving force of your business.

10 increasing digital operating capacity and 4 digital capacity building stages

Decode the path of digital operation capacity construction

"you can never find a new world with a map of the past!" Standing at the current historical time, the core that consumer enterprises need to think about is how to enter the stage of business integration and operation digitization, and lay the foundation for intelligent decision-making, rather than clinging to the previous construction achievements. Even want to build and repair a single point of system to meet the needs of business integration.

The Guide provides a path for the construction of full-link digital operating power, which divides the four driving forces at the front end of the value chain [from factory to consumer consumption] into eight domain-level digital operating forces and two enterprise-level digital operating forces. at the landing level, through the digital operation support of the integration of industries, the four driving forces can be coordinated and implemented by various departments at the enterprise level. From the financial perspective of overall enterprise growth and consumer experience indicators, combined with business driving force indicators, define the overall index of digital operating power, and then gradually decompose into 10 second-level evaluation indicators of digital operating power layer, as the evaluation guide of business driving force construction.

The Guide points out that the construction of digital operating capacity embodies four stages. [1] at present, most consumer enterprises have completed the node of single-point business online; and the three stages that are about to begin: [2] end-to-end business integration and collaboration capability; [3] data-driven digital operation capability and mechanism; [4] the formation of enterprise-level intelligent decision-making capability. With the construction of back-end systems such as ERP, the procurement and production supply chain basically realizes integrated management and operation, while the front-end pan-marketing business lags behind, and basically all single systems are scattered in all stages of the value chain, so it is difficult to support business integration operation and company-level integration, and its historical mission has been completed. The new generation of enterprise digital system needs to have the characteristics of resource platform, business enablement, capability empowerment and new technology architecture, so as to support the construction of business driving force and digital operation.

Tissue matching stimulates vitality

Enable the internal and external growth sources of the enterprise

The Guide points out the purpose of 10 operational capacity construction, one is to enable internal operation organizations, and the other is to enable external sources of growth, which requires the improvement or even reconstruction of the soil that can incubate excellent digital organizational capabilities. from the tools, talents, culture, production relations of the four digital organizational elements to gradually promote the rapid development of digital organizational capacity, better empower various internal and external growth sources of enterprises, and drive digital growth.

Conforming to the four stages of the construction of digital operation power, the construction process of the four elements also needs to be carried out synchronously, so our enterprise is divided into four stages from the degree of capacity building of digital organization. that is, information organization, digital business organization, digital operation organization and digital agile organization.

And how to evaluate the effectiveness of organizational change construction? It is necessary to define the growth organizational change force index from the financial perspective of overall enterprise growth and consumer experience indicators, and then gradually decompose it into secondary evaluation indicators according to the four digital organizational elements, which can be used as the evaluation guidance for the construction of organizational change force. For example, the experience satisfaction of consumers and ecological partners; the coverage of digital tools; the effectiveness of incentives to increase the value of data assets.

In the past seven years, Yunji Technology has followed the digital growth path of many consumer brands, joined hands with many peers, challenged the impossibility of many digital fields, and jointly built various industry digital transformation lighthouse cases with industry 400 + head enterprises. some typical cases are also shown in the Guide.

From logic to thinking, from method to practice, from advocacy to landing, we hope that business owners, leaders in charge of business and digitization, research scholars, management and technical service institutions, and investment institutions in the consumer industry, from this guide, we can get ideas, methods and measures to build digital growth power for the future.

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