Wang Xiaoyou founded Wang Xiong: When net red is not a bad thing

The other side of the "big" is fragile: the supply chain of the enterprise is not solid enough, the products are not differentiated, and the construction of channels is also fragile, but it is easy to collapse. Being long may be bigger than making.

"All consumer goods are worthy of re -doing." The new consumer founder once served as the Bible, and re -transformed the consumer industry. But in fact, more and more new consumer brands have disappeared.

At the beginning of the epidemic in 2020, the new consumer brands have been singing all the way. By the first half of 2021, investors would still be real gold and silver to new consumption. However, by 2022, the situation has changed sharply, and many new consumer projects have reduced valuations, layoffs, and products to expose food safety issues. Can't help but reflect: Where is the future of the new consumer brand? How should I do new consumer brands at this stage?

Wang Xiaowou founder and CEO Wang Xiong believes that the brand has done a lot more important than the brand. The overall survey of the market for international research agencies on the market for the tiger peeling caught track shows that Wang Xiaowou "ranked first in the national tiger skin and phoenix claw sales for three consecutive years." From the beginning of 2019 to the end of the tiger skin and phoenix claws to the end of 2021, the annual sales of Wang Xiaowou's product of Tiger Leather Claw have exceeded 700 million yuan, and the repurchase rate exceeded 30%. Tiger skin phoenix claws and Wang Xiaolou have achieved certain connections in the minds of consumers.

Wang Xiong is self -evaluating. Wang Xiaowou is currently a brand between the Internet celebrity brand and big brand. In many popular dramas such as "Menghua Record", "Happiness to Wanjia", "Agarwood Like Dedication" You can see Wang Xiaolou's advertisement. He believes that the label of the Internet celebrity brand is still helpful for Wang Xiaolou. Going to the offline, the supermarket puts Wang Xiaolou in the net red area, and online traffic will also bring a certain amount of offline traffic. Therefore, he felt that being a net red is not a bad thing.

Many listed companies have been ran out of the snack field, such as three squirrels, Liangpin Shop, Yanjin Shop, Laidi, etc.; The loquat tracks include taste and Zhou Hei duck. In such a mature track, Wang Xiaolou used the single product of Tiger Leather and Phoenix to see that "all consumer goods are still worth doing it again."

After creating explosive products, how long can the explosive product be on fire? What is the next explosive product? On July 20, Wang Xiong said in an interview with the reporter of the Economic Observer that the new consumer brand should be restrained. The tiger skin and phoenix claws are still far from the ceiling. After the market penetration of the tiger skin and phoenix claws, they will find the second curve.

dialogue:

The first stage is like an old godmother

Economic Observer: Why can Tigerpi Phoenix Claws succeed?

Wang Xiong: Tiger skin and phoenix claws are a good category. The consumption process has a sense of operation. This depth of participation can bring a sense of relaxation. In addition, the phoenix claws are not strong, and the snacks such as crayfish and melon seeds have similar underlying logic.

Economic Observer: Why is other products from Wang Xiaowou and tiger skin and phoenix claws a certain distance?

Wang Xiong: Wang Xiaolou is a big single product strategy. He has been putting on resources to promote the promotion of resource on the claws of the tiger skin, but other items are not sold by the natural traffic of the brand overflowing by the brand. At the current stage of the company's development, we are still focusing on the big item of Tiger Pi Phoenix Claw.

I think phoenix claws have traditional Chinese taste memory, and there is no problem of consumer cycle. The upper limit of tiger skin and phoenix claws is very high, and the market size of the single product should be 3 billion yuan to 5 billion yuan.

When this upper limit is far away, we should still adhere to brand and product positioning, concentrate resources and energy to continue to strengthen consumer cognition. Through the category of phoenix claws, first build a channel network and supply chain, and after establishing a stable brand mentality, we will then look for the second curve or even the third curve.

Economic Observer: What does not push and do not push, what is Wang Xiaowou's decisive mechanism?

Wang Xiong: Wang Xiaolou has a thousand -person evaluation group, which is an evaluation group composed of real user structure. When a single testing user clearly chooses to buy a 70%test user, the product can be new. In the past, the products in the industry were decided by internal evaluation. This mechanism of external assessment decisions has put forward high requirements for product research and development teams, and also makes them feel interesting and challenging.

There is also the last elimination mechanism of the product inside, and those with the worst repurchase rate will be eliminated. The repurchase rate depends on the user, which is also directed by Wang Xiaolou's products, which are selected by consumers. Although the trotters that were initially made, although it is difficult to make, we see that the repurchase rate data is still good, and it is still sold.

Economic Observer: Wang Xiaolou's development strategy is more like an old godmother or three squirrels?

Wang Xiong: Old aunt is a product brand. We are now a product brand, and our first stage is like an old godmother. Three squirrels have phased growth bonus, more like a channel brand and platform brand, and there are many SKUs. At present, Wang Xiaolou's overall SKU will be controlled within 10.

Opposite the strategy is also a good strategy. It does not mean that the other party is not a good strategy as a company. There are many ways to climb when climbing. Some people choose a more vertical and steeper road, but people who are afraid of height can't go. Someone chose a gentle road, but it is slower. It does not mean that this road is better than another road. Opposite your strategy is also a very clear strategy to prove that you are a clear strategy.

In addition, we have built a factory, and we have built a medium -sized factory in Suqian. The fast -back supply chain platform of the Tmall platform and Wang Xiaolou's R & D and innovation technology center. The production capacity is about 200 million yuan. here. At present, we and our partners have also established a new factory in Jingjiang, and the production capacity reached 2 billion yuan after completion. Economic Observer: The first stage is like an old godmother, what about the next stage?

Wang Xiong: I recently drew Wang Xiaolou's growth flywheel. Good products create more revenue through the brand and channels, and more income brings more profits. The profits are allocated to R & D and brand. R & D has brought more good products. profit.

This year, we have increased investment in R & D, and the investment expenses of future hope can be 5%. But this is not to say that all profits are given good products, we still have to build channels and brands. Most companies' profits may be dividends, but all our profits in recent years have been used to build channels, brands and teams.

Economic Observer: Why do new consumer brands have reached the step of self -built factory now?

Wang Xiong: The final decision is the supply chain. If you want to provide better products, you must have its own supply chain cooperation, better product control and higher quality talents.

No growth goals

Economic Observer: What is the development goal of this year?

Wang Xiong: We will not set too high pressure. At present, do the right thing first. I will think about the "cause and effect relationship": whether the development of development is clear, the product is not good enough, the channels are not enough, and the talent density is enough. These "causes" are what I pay attention to. Manageing these "causes" will naturally bring good "fruit".

In fact, we have two purposes. One is to study how to become a national loquat snack brand, and the other is to become a beautiful organization, allowing high -density talents to obtain spontaneous growth under a comfortable working environment, under the incentive mechanism of strugglers -based incentive mechanisms, to obtain spontaneous growth , Achieve good results. Such a beautiful organization will also empower brand growth in turn.

Economic Observer: The new consumer brand goes forward to succession. Some companies feel that long -term survival or future way out is bigger. Do you think the pursuit of scale is the way out of the new consumer brand?

Wang Xiong: I do not completely think that biging is the only way out. In the past few years, we have the opportunity to develop companies quickly, whether through financing or other methods. But the other side of "big" is fragile: the supply chain of the enterprise is not solid enough, the product is not different enough, and the construction of the channel is also fragile, but it is easy to collapse.

It may be bigger than doing it. I hope to be a company that is still in a family 50 years later. For fifty years of survival, gravity will pull you. So in this process, you must shout to make a bigger yearning, but you can't be obsessed with bigger, and you must find a balance between sensibility and rationality.

Commercial competition is cruel, and retreat if you do not enter. I have asked a lot of consumer goods investors: Can you accept 20%of the growth of 20%each year? Many people cannot accept it, but I can. The annual increase of 20%for 20 consecutive years, the company has reached a scale of 10 billion yuan.

Buffett said: "It's simple to make money, but no one is willing to get rich slowly." It is important to live long. Each year is appropriately left redundant, an increase of 10-20 points. At this increase, the team has the opportunity to solve the problems in the process, and everyone has always been relatively comfortable. This is also my ideal state.

Economic Observer: In fact, Wang Xiaolou has not grown in the past two years.

Wang Xiong: No, but I did not deliberately set goals. In the year of 200 million, my target was 60 million yuan. But at the time, a super anchor said that I wanted your product, and I said it would not give you, because I only made 60 million yuan, which was impossible. When there is a dividend, it should be natural.

After 200 million, we set a goal, whether we can achieve 700 million next year. The reason is very simple. In the last month of the 200 million years, we have achieved 450 million yuan, and it is 500 million to 600 million by 12 months. We did not set a high goal. To be precise, if we were a little harder and fierce last year, we must not only do seven or eight billion. I slowed down this matter, but I think this slow is very valuable, so that I have time to grow up. The team has the opportunity to slowly set up the channel and slowly adapt to the supply chain. rise.

In a long -sized snowy track, we must particularly restrain, do not teach, not to recruit people, we have always worked. We melted more money and then replaced the money to rapid growth. Until now, we don't have a penny of investors, all on the account. I need to take each penny seriously, and the investors are very assured. At present, our investors are also long -termism, and consume consumer products must be done slowly.

Economic Observer: Some people say that consumer goods, especially food, have no competition barriers, what do you think?

Wang Xiong: Taking drinking water as an example, the difference in water may be the smallest, but it is still made big brands such as farmers and mountains and hundreds of years. Consumer products still have moats.

Wang Xiaolou has a moat triangle model: good products, deep channels, strong brands. At the product level, we work hard in raw materials, tastes, craftsmanship, and experience. At the channel level, we now have about 80,000 offline online stores, and offline sales account for nearly 70%. At the brand level, we continue to strengthen differentiated brand images and brand cognition through the drama launch, product appearance, brand story short film, etc. From the perspective of long -termism, the best thing to do these three aspects is our moat. Be a company that continues to win

Economic Observer: This is your first entrepreneurial business. From zero to create explosive products to the next development stage, has the underlying logic changed and iterated?

Wang Xiong: I recently studied Bezos. He seized the constant things in human nature: consumers need a channel, buy cheaper things, and have enough products. This is the most essential thing.

What I think is selling snacks, what is the same? Users like to eat delicious food unchanged; there must be a higher display in the shelves; the packaging is more consistent than others; The cow does not change. Sending money to the company who contribute to the company will make the company more fair, which will remain unchanged. After so many constant things insist on doing well, the company will grow up and reasonably.

Economic Observer: Now you make strategic decisions. Can anyone raise objections?

Wang Xiong: There are mechanisms, but not many people can make effective objections at present. We set up the "assuming you are CEO" in the management meeting. There were quite a lot of talk about it in the past two weeks, and it was gone two weeks later.

The company is actually relatively clear at the strategic level. I will clarify why this strategy is to do this strategy, what is the reason, what is the underlying logic, which is from. After I understand, everyone can challenge, but they finally found that if this matter has been demolished to the bottom, there is no challenge.

But this is not the best way in a company. The best company's strategy can come from the middle and high levels, and management can naturally be used. The boss has been winning the battle. One day he cared for, but there was no mechanism of check -in, which was the easiest problem.

I need to guarantee that some people can arrive at me smoothly when they are inconsistent with me. I do n’t want to be a person who brazen myself. I will make it clear before making decisions, and then do experiments first. After the data runs out to verify my judgment, I will do it according to this decision.

Economic Observer: How to build a mechanism that has been winning the battle?

Wang Xiong: By increasing the density of talent. I hope that the company can grow up, grow more high -levels from the middle level, and even change from high -level or even partners. If the company has been training opportunities, they will definitely grow up.

The best company does not rely on the founder to do a strategy. Outstanding companies such as Procter & Gamble have a set of strategic methodology. Huawei has also introduced a lot of things from IBM, including how to do strategies and how to do key nodes. Strategy is not metaphysics. Organizing culture may be metaphysics, but culture also has methods. I must explore methodology.

Economic Observer: What are the methodology of organizing culture?

Wang Xiong: I learned from Netflix to control the complexity of business, enhance the density of talents, and the culture must be turned into a process and mechanism. The values ​​of a company depend on who is promoted, who is rewarded, and who is expelled. It is determined by what distribution mechanism and process of the company owns.

The mechanism corresponds to culture. When we pursue productism, we must do user test models. When we pursue high density of talents, we must have a training method. The real happiness is to win the battle with this company and grow up together. This is the lowest level of happiness.

We have to be a company that has been winning the battle. We do not fight, but we cannot defeat the battle, so that morale can always rise, and we can do more things.

Source: Economic Observer

Edit: Xing Zhibin

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