"Yashili wants to become the leading brand of infant milk powder in China." This is the ambition of Yashili President Lu Minfang, a dairy veteran, and an important part of the international landscape of its parent company Mengniu.
Having served in Danone, Dumex and Nudidia for more than 10 years, Lu Minfang, who is responsible for the restructuring of Yashili, will become the focus of the industry on how to lead Yashili to represent the "new domestic products" and go global. The Golden Triangle system composed of brand, category, organization and channel will firmly consolidate the foundation of Yashili and help Yashili win the title.
Danone, Yashili, Mengniu brand Golden Triangle
The domestic dairy industry is going through a drastic reshuffle of "big fish eating small fish". Lu Minfang believes that as many small brands withdraw, big brands, including Yashili, will win the development opportunity. In fact, after completing several acquisitions (acquisition of Oshi Mengniu and Dumex, strategic cooperation with Alaa), Yashili has formed a pattern of both international brands (Alaa, Dumex) and domestic brands.
"In terms of brand system, Yashili already has super high-end baby and Me, middle and high end Dumex and middle end Yashili. From the price range, the price of each series of products has a competitive advantage with other products. In terms of product distribution, Alaa and Dumex focus on the first and second tier cities, Yashili focuses on the second and third tier cities, Alaa and Meizi penetrate the eastern region, and Yashili and Oshi penetrate the central region, so Yashili's layout is relatively complete in 2016." Lu Minfang said.
Organic, infant, adult consolidation category Golden triangle
In 2015, Mengniu's international territory has both deepened and achieved new expansion. By benchmarking Danone's global unified production and quality safety management system, Mengniu factory enters the promotion period of "Danone Experience"; The cooperation with Denmark ArlaFoods in the construction of modern pastures has made new progress, and Mengniu's milk source from intensive and large-scale pastures is close to 100%. Mengniu Yashili's acquisition of Danone Dumex and the opening of Yashili's New Zealand plant will be a big step forward for Mengniu's milk powder business.
In terms of organic milk powder, Lu Minfang has carried out a two-pronged strategy. One is to take advantage of the strategic cooperation with Ala to enhance Yashili's position and influence in the international brand in a short term, quickly enter the first and second tier, and occupy the high-end market of first-tier consumers and first-tier distributors. At the same time, he worked to build Regen.
In addition, Yashili adult milk powder grew by 30% in 2015, increasing its market share by two places. This year, Yashili plans to introduce adult milk powder of Ala in the second quarter, imported in original cans, starting from e-commerce channels into sales.
The three marketing divisions join hands to form the Golden Triangle
"The integration of the mother-child pipeline takes time to build." In Lu Minfang's view, last year, Yashili integrated the back office, and completed three acquisitions and cooperation, these advantages will be gradually reflected in the future of domestic brands. Through the continuous integration of global superior resources, Yashili strives to provide consumers with more diverse, better quality and more convenient "new domestic goods". Under the new pattern led by Mengniu, CofCO and Danone, Yishili selects the world's first-line raw materials, gathers the strength of international research and development, and strives to provide consumers with international quality products.
Maternal and child, e-commerce, business super construction channel golden triangle
In view of the rapid transformation of milk powder sales channels in China, Yashili grasps the opportunity and lays out the biggest channels, such as maternal and child channels, second channel e-commerce and third channel e-commerce. Win over second - and third-line consumers, third - and fourth-line consumers, and penetrate the concept of "new domestic products" into the maternal and child channels of 20% chain stores and 80% individual stores; And on the basis of the successful establishment of the e-commerce team last year, strive for the overall sales share of e-commerce channels to reach 15% in 2016.
