On February 13, on the occasion of the board meeting of China Dairy Industry Association, Bright Milk submitted a proposal on "* * * to build 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 once a well-deserved leader in china dairy. However, with the successive rise of Yili and Mengniu, 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 yuan, was overturned overnight, and Mengniu and Yili were also involved, resulting in a sharp drop in sales and an unprecedented crisis of confidence in china dairy. Before and after this crisis, many people are 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, it was not deeply hurt. By the beginning of 2009, the sales business of Bright Dairy not only fully recovered, but even began to grow in June 5438+ 10.
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. But in the long run, whether we 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 quickly realize the full recovery of sales revenue, which means that consumers trust the quality of bright dairy products." For this, Guo Benheng is quite gratified.
After the melamine incident, most domestic dairy enterprises turned their attention to the problem of milk source. 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 high 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 China's milk source and the world's advanced level. "
Guo Benheng believes that the fundamental reason why Bright Dairy can recover quickly 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 whole country and even the world, some people died and some were internally injured, but we were only injured."
The so-called "trauma" means that among the three domestic dairy giants, the bright problem products have the least categories and the most concentrated areas. 5 batches of yogurt products produced and sold in Beijing, Wuhan 1 batch. The problem with these six batches of yogurt lies in the use of auxiliary materials-industrial milk powder. 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 is still cruel: all the milk of free-range farmers will not be collected: "Without the milk of free-range farmers, it means that there are no second-hand milk dealers, 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 bulk milk. According to media reports, before September 2008, Bright Dairy had 2 10 self-operated pastures and nearly 500 cooperative pastures in China, accounting for the vast majority of the milk source structure, and only about 5% was scattered milk. At that time, other domestic dairy enterprises accounted for more than 80% of bulk milk in their milk source structure.
According to Guo Benheng, as early as around 2002, Bright Dairy refused to retail milk in Shanghai, which greatly improved the level of dairy farming in Shanghai: "At present, dairy farming in Shanghai can be said to have reached the advanced level in the world, whether it is the concentration of cattle raising, the output of dairy cows or the quality of milk." Before 2003, many milk stations in Shanghai were small in scale, and it was difficult to solve the problem of antibiotics without the concept of long-term business integrity. At that time, Guangming had stipulated in its own enterprise standards the detection of antibiotic residues and brand antibiotic-free milk. So, by the end of 2004, Guangming raised cattle on a large scale in Shanghai, with more than 0/00 cattle per household, all of which adopted mechanized milking and local cooling system.
Our enterprise standards are much stricter than the national standards.
Bright milk source revolution is only an important step in the quality management of its dairy products. Bright quality management "package" has other unique tricks.
At present, Guangming has gradually promoted the "milk source revolution" of rejecting bulk milk to the whole country, and managed cows with "ID cards". According to the information provided by Guangming, the so-called "ID card" refers to the code that carries the comprehensive information of each cow. Through this "ID card", managers can conveniently and quickly grasp the family pedigree, health status, life and rest, milk production efficiency, quality and other conditions of this cow, and control the quality of raw milk through it to provide timely and effective services, thus avoiding the falsification of 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.
Guangming said that through the digital 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 the natural curves of various projects. If the milk quantity suddenly increases or decreases, the protein content suddenly increases or the proportion of each index 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 unique in the quality control of bright milk sources. "At present, China's national standards for dairy products are relatively low. Our own quality standards are based on EU standards. We also detect antibiotics, aflatoxin and nitrite in dairy products. "
"Most people know the dangers of antibiotics. Aflatoxin and nitrite are carcinogens. The reason why these things are in milk is related to cows eating moldy feed. " Guo Benheng said, "Insisting on testing these toxic substances has increased the cost of Bright Dairy. For antibiotics alone, we have increased the cost by tens of millions every year compared with other domestic enterprises. Coupled with the improvement of standards, Guangming 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 worthwhile to do so: "An enterprise should always put consumers first. Without the recognition of consumers, nothing else can be discussed. "
Game between normal temperature and milk powder market
On February 2nd, Bright Dairy announced its three major market targets for 2009: overall growth, it will achieve full recovery growth, exceeding the industry growth rate by the end of the year; In terms of categories, it is stronger and fresher, breaking through normal temperature and focusing on milk powder; In terms of brand, we will strengthen the capacity building of Guangming brand and sub-brands and further consolidate the market position. At the same time, the first normal-temperature yogurt "momchilovtsi" in China was launched.
"Our initial idea was to recover in 2007, grow in 2008 and take off in 2009. After the melamine incident, we postponed the cycle for one year. " Guo Benheng repeatedly emphasized this sentence internally and externally. In his eyes, getting through the crisis is only the first bright step. The key is to "turn crisis into opportunity" and occupy more shares in China dairy products market.
In fact, Guo Benheng is not satisfied with Bright Dairy's leading position in the national dairy market, especially in the normal temperature and milk powder market, regardless of whether there is the "9 1 1" incident of milk powder, although its market share of fresh milk, fresh yogurt and fresh cheese ranks first in the country.
"If we say that 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 achieve' appearance and separation', and it is not enough to be internal." Guo Benheng said so.
At the beginning of 2007, Guo Benheng, the new head coach, was appointed to take charge of the company's low-level development, and a storm of "change" immediately swept through: not only the "matrix" organizational structure was reorganized into a "line" to create a normal temperature division, but also the company's original strategy of "focusing on fresh (dairy products)" was changed to "focusing on dairy products, developing fresh products and breaking through normal temperature", which 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 top three positions of dairy products have 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%, still ranking first. The share of yogurt increased from 44% to 47%, and it continued to be the top spot. The share of normal temperature milk increased from 6% to 8.
Guo Benheng was also very satisfied with the sales performance of 5438+ 10 in June 2009. "According to our statistics, in June 2009, our sales revenue increased by 7% year-on-year, which not only achieved an overall rebound, but also increased, which made a good start for us to fully realize our plan for 2009."
Guo Benheng is also satisfied with the promotion of the new product "momchilovtsi". According to Guo Benheng, momchilovtsi is the first normal-temperature milk in China, and its germ source was collected from Morrissian, a famous longevity town in Bulgaria, hence its name. The sales revenue of this product with high market price exceeded 100000 in more than 20 days in June 5438+ 10.
■ introduction
Guo Benheng, male, born in August, 1963, doctor of food science, party member. At present, he is 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 of Jiangnan University and Shanghai Ocean University, a doctoral supervisor, a postdoctoral stationmaster, director chinese institute of food science and technology, vice chairman of Shanghai Food Society, vice chairman of China Animal Products Processing Society and a consultant of the 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 successively won the honors of Top Ten Scientific and Technological Elites in china dairy, Top Ten Young Economic Figures in Shanghai in 2007, Leader of National Spark Plan, Outstanding Scientific and Technological Talents in Shanghai, Leader of Spark Plan in Shanghai and Leader of Science and Technology Entrepreneurship in Shanghai.