On February 13, on the occasion of the meeting of directors of China Dairy Industry Association, Bright Milk submitted a Proposal on "* * * Building a Harmonious Dairy Chain in China", which caused a heated discussion in the industry.
As the first listed company in the industry, Bright Dairy was a well-deserved leader in the dairy industry in China. However, with the rise of Yili and Mengniu successively, although it still keeps ahead in many fields, the sales revenue of Bright Dairy has retreated to the third place.
After the melamine incident, Sanlu with an annual output value of 10 billion was overturned overnight, and Mengniu and Yili were also involved, resulting in a sharp drop in sales, and the dairy industry in China suffered an unprecedented crisis of confidence. Before and after this crisis, many people were worried about the bright future: can this old state-owned enterprise, which has only accelerated its growth in the last two years, cope with this ever-changing crisis? But afterwards, people found that although Guangming was not spared in this crisis, the injury was not deep. By the beginning of 2009, the sales business of Bright Dairy had not only fully recovered, but even started to increase in 1 month.
Guo Benheng, president of Bright Dairy Co., Ltd., analyzed that the melamine incident was a test of the judgment, determination and execution of enterprise management in crisis management. However, in the long run, whether it can tide over the difficulties smoothly is related to the character of an enterprise. The character of the enterprise determines the reputation of consumers, and the choice of consumers determines whether the enterprise can tide over the difficulties.
The milk source revolution is not achieved overnight.
"Bright Dairy can achieve a comprehensive recovery of sales revenue quickly, which means that consumers trust the quality of bright dairy products." For this, Guo Benheng is quite gratified.
After the melamine incident, most dairy companies in China turned their attention to the milk source problem. Guo Benheng thinks this direction is right: "For the current dairy industry in China, there has always been a problem that the middle (processing) is strong and the two ends (milk source and after-sales service) are weak. The key to strict quality control is to pay attention to the problem of milk source, because the production line of dairy industry in China has reached a higher level. Taking Bright Dairy as an example, our production line can be said to have reached the advanced level in the world, and its management ability will not be worse than that of advanced peers in the world. However, there is still a big gap between the milk source in China and the world advanced level. "
Guo Benheng believes that the fundamental reason for the small and rapid recovery of Bright Dairy in the "9 1 1" incident in dairy industry is that Bright Dairy has spent a lot of money on milk source management in recent years.
On September 25th last year, half a month after the melamine incident broke out, Guo Benheng wrote an internal letter to all employees entitled "We will be together forever". The letter said: "In the face of unprecedented difficulties and challenges in the history of dairy industry in the country and even the world, some died, some suffered internal injuries, and we were only injured."
The so-called "trauma" refers to the fact that among the three domestic dairy giants, Guangming has the least categories of problem products and the most concentrated areas. There are 5 batches of yogurt products produced and sold in Beijing, and 1 batch is in Wuhan. These six batches of yogurt, the problem lies in the use of accessories-industrial milk powder link. These milk powders come from a domestic supplier. In other words, Guangming has no problem with the most fundamental milk source.
Despite this, Guo Benheng was cruel: all milk from free-range farmers would not be collected: "Without free-range farmers' milk, it means there is no second-hand milk dealer, and the melamine incident is due to the existence of second-hand milk dealers." Guo Benheng repeatedly stressed.
In fact, Bright Dairy has been far ahead in the country in controlling the source of scattered grandma. According to media reports, before September 2008, Bright Dairy had 2 10 self-operated farms and nearly 500 cooperative farms in China, accounting for the vast majority of the milk source structure, and scattered milk only accounted for about 5%. At that time, other domestic dairy enterprises, bulk milk accounted for more than 80% in their milk source structure.
According to Guo Benheng, as early as around 2002, Bright Dairy refused retail milk in Shanghai, and this move greatly improved the level of dairy farming in Shanghai: "At present, the dairy farming in Shanghai can be said to have reached the advanced level in the world, regardless of the degree of centralized cattle raising, the output of dairy cows or the quality of milk." Before 2003, many milk stations in Shanghai were small in scale, and there was no concept of long-term business integrity, so it was difficult to solve the problem of antibiotics. At that time, Guangming had already stipulated in its own enterprise standards to detect antibiotic residues and brand antibiotic-free milk. As a result, by the end of 2004, Guangming had raised cattle on a large scale in Shanghai, with more than 100 cows per household, all of which adopted mechanized milking and local cooling system.
Our enterprise standards are much stricter than the national standards.
The bright milk source revolution is only an important step in the quality management of its dairy products. There are other unique tricks in the bright quality management "package".
At present, Guangming has gradually extended the "milk source revolution" of rejecting bulk milk to the whole country, and used "ID cards" to manage cows. According to the information provided by Guangming, the so-called "ID card" refers to the code that carries comprehensive information for each cow. Through this "ID card", managers can easily and quickly grasp the family pedigree, health status, life and rest, milk production efficiency and quality of this cow, and through it, they can control the quality of raw milk and provide timely and effective services, thus avoiding fraud in raw milk to a greater extent. Through the ID card, you can also inquire about the past generations of dairy cows, prevent inbreeding, and lay the foundation for cultivating the next generation of better quality dairy cows.
According to Guangming, through the data management of ID cards, it is difficult for dairy farmers to artificially falsify and increase production, because the daily information of each cow is recorded, and the system automatically generates natural curves of various projects. If the milk volume suddenly increases or decreases, the protein content suddenly increases or the proportion of various indicators fluctuates unreasonably, the curve will have an abnormal inflection point, prompting managers to check the actual situation and take corrective measures.
In addition to establishing identity cards, the quality inspection system is also unique in the quality control of bright milk sources. "At present, the national standards for dairy products in China are relatively low. Our own quality standards are formulated according to EU standards. We also detect antibiotics, aflatoxin and nitrite in dairy products."
"Most people know the harm of antibiotics. Aflatoxin and nitrite are carcinogens, and the reason why these things are in milk is related to cows eating moldy feed." Guo Benheng said, "Insisting on detecting these toxic substances has increased the cost of Bright Dairy. With only one antibiotic, we have increased the cost by tens of millions each year compared with other domestic enterprises. Plus, after the standard is improved, Bright is priced according to quality, which is 2 cents higher than other enterprises. Our total annual cost will increase by hundreds of millions of yuan or more."
However, Guo Benheng believes that it is still worthwhile to do so: "An enterprise should always put consumers first. Without the approval of consumers, everything else is out of the question."
Game between normal temperature and milk powder market
On February 2nd, Bright Dairy announced three major market targets for 2009: in terms of overall growth, it will fully realize the recovery to growth, and exceed the growth rate of the industry by the end of the year; In terms of categories, it is stronger and fresher, breaking through normal temperature and attacking milk powder; In terms of brand, we will strengthen the bright brand and the sub-brand Jianneng to further consolidate its market position. At the same time, we launched the first domestic normal-temperature yogurt "momchilovtsi".
"Our original idea was to recover in 2007, grow in 2008 and take off in 2009. After the melamine incident, we delayed the cycle by one year." Guo Benheng repeatedly emphasized this sentence both internally and externally. In his eyes, getting through the crisis is only the first step for Guangming. The key is to "turn the crisis into an opportunity" and occupy more shares in the dairy market in China.
In fact, with or without the "9 1 1" incident of milk powder, after Guo Benheng took office, although his market share of fresh milk, fresh yogurt and fresh cheese ranked first in the country, he was not satisfied with Bright Dairy's old position in the national dairy market, especially in the normal temperature and milk powder market.
"If our bright dairy industry has advantages in quality and technology, but we have to turn this advantage into sales revenue, market share and net profit, only in this way can we be' as good as appearance', and it is not enough to be internal." Guo Benheng said so.
At the beginning of 2007, Guo Benheng, the new coach, was ordered to be in charge of the company's low development, and a storm of "change" immediately swept the light: not only did he reorganize the "matrix" organizational structure into a "line" and build a normal temperature division, but he also changed the company's original strategy of "focusing on fresh (dairy products)" to "focusing on dairy products, developing fresh products and breaking through normal temperature", and changed the previous product strategy.
The benefits brought by this reform are obvious: in 2005 and 2006, the overall growth rate of Guangming has dropped to about 2%, and the position of the top three dairy products has been squeezed by Sanlu. In 2007, the overall growth rate of Guangming has reached double digits. In 2008, its fresh milk market share reached 26%, and it still ranked first. The share of yogurt rose from 44% to 47%, and it continued to hold the top spot, while that of normal temperature milk rose from 6% to 8.
Guo Benheng was also very happy with the sales performance in 2009 1 month. "According to our statistics, our sales revenue increased by 7% in 2009 1 month, which not only achieved a comprehensive recovery, but also increased to a certain extent, which made a good start for us to fully realize our 2009 plan."
Guo Benheng was also satisfied with the promotion of the new product "momchilovtsi". According to Guo Benheng, momchilovtsi is the first normal temperature milk in China, and the source of bacteria was collected from the famous Bulgarian longevity village-Morrissian, hence the name. The sales revenue of this high-priced product 1 month exceeded10 million in more than 20 days.
■ profile
Guo Benheng, male, born in August 1963, Ph.D. in food science, party member. He is currently the general manager, deputy secretary of the Party Committee and director of the technical management committee of Bright Dairy Co., Ltd.. He is also a professor and doctoral supervisor of Jiangnan University and Shanghai Ocean University, the stationmaster of postdoctoral mobile station, the director of China Food Science and Technology Society, the vice chairman of Shanghai Food Society, the vice chairman of China Animal Products Processing Society, and the consultant of National Nutrition Advisory Committee. He used to be vice president of College of Food Science of Northeast Agricultural University, leader of provincial key disciplines, manager of new product development department of Bright Dairy Co., Ltd., director of dairy training and research center, director of production technology, director of technology center, deputy general manager and president. He has won the honors of Top Ten Scientific and Technological Elites in china dairy, Top Ten Young Economic Figures in Shanghai in 2007, National Spark Plan Leader Model, Shanghai Excellent Scientific and Technological Talents, Shanghai Spark Plan Leader Model, and Shanghai Science and Technology Entrepreneurship Leader.