朱建明 Email and Phone Number

1我作为弯弓企业咨询服务有限公司的外部合伙人，专注于企业营销数字化的深度研究与新媒体传播，通过30家成功企业的案例拆解，我总结出数字化时代成功企业画像：数字中台+4支柱（1）用户数字化资产运营，（2）品牌IP化运营， （3）公域、私域和他域流量运营， （4）数字化柔性供应链。我们拥有粉丝超过10万的微信公众号“私域流量观察”，以及持续更新的“中国Martech生态图谱“。 2 作为分众传媒的资深营销顾问，我协助分众传媒联合创始人兼副总裁为战略级客户提供一体化营销解决方案。3 作为资深营销顾问，我协助广州有信科技、米多网络科技、深圳开峰科技等数字化服务企业去赢得战略重点客户订单，目前涉及的品类有白酒、啤酒、母婴、食品、护肤、彩妆、日化、小家电、大健康等。4 作为FA，我协助高潜力的科技公司对接广州原创资本、广东省文投、深圳国投资本，并联合上会会计师事务所广东分所给予投资机构一体化投后服务。(1) I’m the partner of Wan-Gong Consultant Company, focus on marketing& sales digitization researching and news media. We have deep researched more than 50 companies and summarized the successful model in the digitization era. Please refer to our WeChat official account to read several valuable articles. (2) I’m the senior marketing& sales consultant of Focus Media to cooperate with their co-founder/VP to win the strategic important customer’s order. (3) I’m the senior marketing& sales consultant of some Marketing technology (Mar-tech) service company such as You-Xin Technology, Midoo Internet Technology, Kai-Feng Technology and Jie-Cheng Technology to help them win the important orders. (4) I work as their finance advisor based on my solid relationship with some Mar-tech companies and investment capitals.

玛氏食品(中国)有限公司是一家经营宠物食品的美资公司, 1989年进入中国, 1995年在北京怀柔建厂生产销售”宝路”/“伟嘉”等品牌猫狗粮。我于2019年5月入职玛氏食品，担任全国经销商销售总监一职, 下辖7名区域经理, 1名RKA经理, 1名销售运营经理, 团队总人数212人。我的主要任务是帮助公司用高效的方式, 通过2年时间将稳定覆盖城市数量从30提升到60, 将销售额提升50%。四个月时间, 我完成了以下工作:1, 确定由厂家业务人员直接服务门店的覆盖模式向经销商服务门店的覆盖模式转型, 并梳理确定了”4+1”落地解决方案: (1) 经销商方案 (2) 门店方案 (3) 产品方案 (4) 促销方案 (5) 一线业务人员升级方案。2, 与销售运营管理部一起完成了”经销商模式转型运营推广手册”, 帮助一线业务人员高效实现公司覆盖模式转型意图。3, 与销售运营管理部一起, 针对一线业务人员能力升级需求, 设计了升级课程大纲, 身体力行并积极邀约公司内部资深同事, 为广大一线同事录制了超过20堂小视频课程并在线发布。4, 针对公司在宠物店渠道上市的新品牌, 基于我之前在母婴渠道的运作经验, 我建议公司放弃零售渠道定价策略, 使用符合”推荐”模式的定价策略, 重构了渠道留利模型, 满足了宠物渠道经销商和店家的需求。在后续的招商实践中, 新的宠物店渠道专属定价策略获得了经销商和门店的欢迎。Lead national distributor sales model transformation to expand the brands distribution both wider and deeper with sales overheads saving.Created the 4+1 transformation landing strategy to lead the whole company work together to make the transformation task successful.Restructured the value chain for new brands in special pet trade to help the new products successfully launch, which based on my sharp insight of the pet care industry.

北京惠下单科技有限公司是一家国内领先的快消行业B2B线下电商平台，目前装机量超过120万家门店，年度GMV超过150亿人民币。合作品牌超过200个，合作经销商超过4000家。腾讯在2018年5月战略投资了惠下单。我于2018年6月加盟惠下单，担任市场通路总经理一职。短短一个月，基于我对品牌商、经销商的同理心，对快消行业市场通路的深度洞察力以及“营销+互联网”的创造力，更新迭代了企业的发展战略。新战略以中国3-6线市场为核心，通过“互联网+整合供应链”的方法，将头部快消品牌的产品通过县、镇级别的数字化赋能的整合供应链合作客户，分销到400万左右的县镇村零售门店，迎合县镇村市场的消费升级势头，让当地居民在家门口可以“同品、同质、同价”购买到大品牌的货龄新鲜的正品。经过初步沟通，该战略已经获得可口可乐、蒙牛等头部企业的高度认可，同时得到国家市场监督管理总局的关注，已经在安徽省启动“正品下乡惠民工程”项目。入职以来，已经完成（1）区域拓展定位及方法论，以及配套的人员配置方案；（2）“真货下乡、放心消费”安徽阜阳市场测试；（3）业务推广（BD）团队运营管理手册及配套121个辅助工具的开发，是目前中国所有快消B2B企业中唯一的BD运营管理手册；（4）中国镇村市场RTM模式与开拓方法论；（5）建立起竞争对手研究分析体系并保持月度更新；（6）完成针对快消品牌企业eRTM的全路径数字化解决方设计并与研发部门着手关键节点产品设计。Beijing Hui-Xia-Dan technique Co. Ltd is the leading FMCG B2B platform in China, which has 1.2MM stores coverage. Tencent invested in Hui-Xia-Dan in May, 2018.Summary of the key achievements: (1) the first sales operation manual of FMCG B2B industry to help the monthly active outlets (MAO) rate from 11% to 50%;(2) the national development strategy of Hui-Xia-Dan which was the guideline of financing and budget review;(3) deep distribution eRTM model agreed by Cola/Mengniu which was tested in Henan province to earn the real profit for Hui-Xia-Dan.

战略通路事业部是我设计并在立白集团二代掌门人亲自跟进下全新组建的一级部门，二代掌门人兼任战略通路事业部总经理。我将立白集团原有的电商、CRM部门整合到战略通路事业部，解构重组为B2C2C的生意模式。我基于立白在线下的1200家经销商，150万家分销门店，通过customer portal+ OMS+ TMS数字化系统，将150万家门店与1200家经销商通过数字化系统连接起来，形成BsBsb的生意模式。后续，线上BsC2C与线下BsBsb在b和C端可以完成数字化融合，形成一个数字化的全渠道、全品类、深分销的营销生态圈，从而拓展服务于其他的行业与品类，升维打造成BsBsbsC2C的“全渠道、跨品类、跨行业、多场景”的整合数字化营销生态圈的生意模式。以此，孵化成为一家独立运营的，以IPO为目标的产业互联网生态服务企业。I set up the New Business Division in September 2016 as the deputy general manager, the successor and the CEO of Liby Enterprise Group took the general manager’s role. Based on my whole Omni-channel blueprint, I plan to build the BsBsbsC2C model through two parts in the Liby holding resources. (1) The first part is building B2B2b model in the off-line by CP (Customer Portal) + OMS (Order Management System) +TMS (Transformation Management System) +PMS (Promotion Management System) + MMS (Merchandizing Management System), which can upgrade the off-line channel to digital operation model. (2) The second part is building on-line BsC2C model based on “attracting - interaction-purchasing – sharing” cycle, which enlarges the user pool by consistent recruitment and retention. We set up the “Social CRM+ e-commerce” in WeChat system and use on-line distribution system to connect the brand, KOCs and the consumers. We encourage Liby off-line promoters and DSRs to be the KOCs, help them to recruit the new users. This BsC2C model can help Liby to build the private users’ pool.In 2019, we will encourage the store owners (the b in B2B2b model) to be the KOCs in BsC2C model. At that time, the on-line BsC2C model will combine with off-line B2B2b model to build up the BsBsbsC2C Omni-channel model finally. The BsBsbsC2C Omni-channel model can run more than 50 billion annual revenues in 2024 through integrating lots of other brands/categories based on digital operation upgraded 1200 distributors and 1.5 million digital connected stores.

作为创始人，与东莞糖酒集团属下广东时捷物流有限公司共同出资成立“东莞快达家配销有限公司”。在餐饮渠道通过整合上游产品供应商的产品与渠道促销资源，打造一个覆盖广东餐饮渠道的高效供应链平台，通过中央仓- 区域仓 – 前置仓的设置与数字化连接，将终端餐饮门店的食用油、调味品、米、面的需求直接反馈到中控平台，快速响应、及时配送，建立终端餐饮门店对快达家供应链平台的黏性；同时根据终端餐饮菜品的差异化，引入高附加值的OEM小众油品（芝麻油、菜籽油、花生油、花椒油等）与差异化调味品（急汁、鸡精、椒盐、香料等），提升结构性利润，建立了“海树”、“梓道”两个自有品牌。期望改造传统的餐饮经销模式从B2b，升级为supply chain platform 2b（S2b model）。AS the co-founder, I set up “Dongguan Kuaidajia integrated supply chain service Co. Ltd” with “Dongguan Sugar & Liquid Group Co. “.I built up a supply chain platform to connect the brands and the restaurants/ eating houses in the food & Beverage Industry, through “DC – RDC – front line mini-RDC” logistic structure and APP information connection, which could upgrade the traditional route-to-market model in the food & Beverage Industry. It was not the traditional selling model, it was based on the ending users’ needs to find the right products and deliver to them with the high efficient logistic capability. Based on the high demanding products such as Palm Oil and Soybean Oil to maintain the connection with the ending users, and I leveraged the category management concept to use the special products such as the Sesame oil, Oyster sauce, Pepper, Vinegar and Salt black bean to meet the ending users’ specific needs, which can help us to gain high margin. I designed two private brands, one was “Hai-Shu”to cover high demanding products, the other is “Zi-Dao” to cover special products.

成长为具备战略思维与大局观的大区生意负责人。基于清晰的区域定位、渠道定位、客户定位与消费者定位，设计出to C的“招募-留存”发展模式并与市场部、营养部密切配合落地，设计出 to B的母婴渠道突破战略并获得大量母婴店主的拥护，设计出“赢在广东”区域发展战略并获得了管理层的大力支持，设计出基于CRM运营流程的“导购升级”模式。以上模式最终都在全国推广，其中母婴渠道突破战略最终推广到达能婴幼儿食品亚太区域，并获得亚太区VP与全球销售VP的赞扬。4年时间，大区生意从2亿增长到12亿。广州市场份额从5%增长到25%，从第5增长到第2，仅次于美赞臣，超越了惠氏。广东市场份额从2%增长到15%，从第8增长到第3，超越雅培。自2009年开始所有经理级别员工全部由内部晋升而来。本人4年3次晋升，也是多美滋历史上的第一次。I grew as a qualified regional business owner with the excellent capabilities of the strategic thinking, leadership and organization development.Based on the clear strategy of “position”, I designed the 2C/ 2B/ Geography/Channel growth model which was fully agreed by the top management team.I demonstrated the 5-E leadership to lead my team to strict execute for excellent and consistently develop the organization from good to excellent. At the same time, I closely cooperate with other departments to continue upgrading the co-work progress for better efficiency.The excellent achievements: Dumex achieved No. 2 position in Guangzhou market from the No. 5, achieved No. 3 position in Guangdong market from the No. 8. Dumex revenue in south grew from 200 million to 1.2 billion in 4 years, average annual growth rate was 150%. I designed the trade recommendation model in MBS channel which was roll out nationally in 2010 and Asia-Pacific in 2011. I designed the Nutrition Consultant Upgrading Program and Mini-CRM Empower System which was roll out nationally in 2011. I got three promotions in 4 years which was the historic record in Dumex.Dismission reason: Want to start up my own business.

快速成长为优秀的大区销售管理负责人。基于优秀的行业洞察、客户需求洞察，配合“双赢”思维与强大的创新能力，使得南区生意增长始终位居全国第一。6个月，0投入，使得广东传统渠道高露洁三笑牙刷的数字分销率从30%上升到95%——我亲自操刀战略卖进顶新集团渠道赠品采购（一箱康师傅红烧排骨方便面配2支最好卖的高露洁三笑998N牙刷），顶新集团渠道赠品采购成本下降30%，终端小店店主获得零售价3元赠品（12.5%折扣），高露洁三笑牙刷凭借康师傅方便面的分销渠道获得了跳跃性的分销增长，最终形成多赢的局面。6个月，0投入，在广州零售渠道将权重分销率从0增长到35%——我亲自操刀战略卖进广州“好又多”连锁超市，以“市场-门店”品牌赢家概念打动采购总监，以“好又多”专属包装（开创性的设计双支装牙刷）和“底价”供货的方式，规避了高昂的开户费、进场费、条码费、DM费。当时好又多在广州的零售份额为35%，专属包装进场后，高露洁三笑牙刷在广州市场的权重分销直接跳跃到35%。I grew up as the qualified regional sales handler quickly.I kept the No. 1st growth nationally during the assignment.I took the innovation to achieve some breakthroughs.  Driven Guangdong Traditional Trade WTD distribution rate from 30% to 95% within 6 months and no extra investment, through excellent cooperating with Master Kong. Driven Guangzhou Modern Trade WTD distribution from 0% to 35% within 6 months with no additional investment, through successfully concept selling into Trust-mart. Dismission reason: Career development needs.

以校园招聘管理培训生的身份加入快消行业的黄埔军校——宝洁公司。快速学习到FMCG行业的核心知识、理论与技能，通过积极实践消化吸收成为自己的核心知识体系。良好的工作习惯受益终身。极其优异的业绩，帮助我成为2001年校招管理培训生中第一批升职的员工。在云南负责McSales I 模式实地测试收尾，启动Masstige模式实地测试；在广东负责Mcsales II模式实地测试并取得极其优异的成绩。以上项目帮助我在职业发展早期就打下了市场通路（route-to-market，RTM）和销售运营（sales operation）的坚实基础。I began my career in P&G as the management trainee from campus recruiting.I was one of the first promoted talents due to the excellent performance.I was the key project team member of P&G McSales I, McSales II and Masstige model, which helped me to master the knowledge of route-to-market and sales operation.