Professional Documents
Culture Documents
Business Ethics and CS
Business Ethics and CS
& CSR
From Customer-To-Manufacturer to Farm-
To-Customer:
Pinduoduo’s Business Model Transformation
for
Sustainability
Summary of the case:
A fast-moving consumer goods (FMCG) company sought to enhance its sales
force effectiveness, developing four distinct training programs encompassing
selling approaches, product knowledge, customer service, and negotiation tactics.
With the objective of identifying the most impactful program before widespread
implementation, they conducted an experiment. Thirty-two salespeople were
randomly assigned to four groups, each undergoing a specific training program.
The primary focus was on assessing any significant differences in sales
performance post-training. By analyzing the outcomes of each group, the
company aimed to determine which program yielded the most notable
improvements in sales results. This systematic approach allowed the company to
make informed decisions about the most effective training strategy for
optimizing the sales abilities of its workforce.
Calculation of sale performance:-
Here are the variance for each group's weekly sales performance (Sales amounts are in Rs. thousands):-
Team 1: 78, 84, 86, 92, 69, 73, 97, 91
Xi = 69, 73, 78, 84, 86, 91, 92, 97
Mean sales (x̄ ):- (78 + 84 + 86 + 92 + 69 + 73 + 97 + 91) / 8
= 83.75
Xi - x̄ = -14.75, -10.75, -5.75, 0.75, 2.25, 7.25, 8.25, 13.25
Sum of (Xi - x̄ )2= 217.56 + 115.56 + 33.06 + 0.562 + 5.06 + 52.56 + 68.06 + 175.56
= 667.982
Variance = Sum of (Xi - x̄ )2 / n-1
= 667.982/ 8-1
= 95.426
Agenda
About our program Meeting objectives
Project timeline
03 You can describe the topic of
04 Conclusion
You can describe the topic of
the section here the section here
01
About our
program
You can enter a subtitle here if
you need it
1. What are the drivers of PDD’s business model transformation ?
Pinduoduo (PDD) is one of the fastest-growing e-commerce platforms in China. PDD
previously provided a wide range of products, including, for example, daily groceries, home
appliances, and other products with low prices. Recently, it has become the largest Chinese
agricultural-focused technology platform. The mission of PDD has been to serve all and benefit all.
Customer-to-Manufacturer Business Model
The initial success of PDD was primarily due to its customer-to-manufacturer (C2M)
business model, which directly connected manufacturers with customers. This business
model can benefit customers by providing products at the lowest price available, while
benefitting manufacturers by matching tailored products with customer requirements, thus
providing a better fit to market demand.
SWOT Analysis of PDD's Business Model Transformation
Strengths
The transformation from C2M to farm-to-customer (F2C) has helped
PDD maintain its competitiveness in price, while also improving its
image and attracting customers from tier 1 and 2 cities.
Weaknesses
The original C2M model led to a negative reputation for product quality
and limited customer reach, posing significant challenges for PDD.
Opportunities
The new F2C model has brought business opportunities to rural areas,
attracted young talent back to their home towns, and enabled PDD to
successfully overcome external challenges during the COVID-19
pandemic by providing next-day grocery delivery service.
Threats
PDD faced threats from negative reputation and limited customer
scope, which could have impacted its sustainability and
competitiveness.
About the project
The program directly connects customers with small-scale farmers, focusing on selling fresh produce to urban
customers seeking high-quality, healthy products.
Customer-Centric Approach
Focusing on farm-to-customer (F2C) has helped PDD maintain price competitiveness, improve brand image,
and attract urban customers.
Economic and Social Impact
Rural Development
The transformation has brought business opportunities to rural
areas and attracted young talent back to their home towns.
Pandemic Resilience
PDD's new model enabled it to overcome challenges during the
COVID-19 pandemic by providing next-day grocery delivery,
aligning with the "farm-to-table" trend.
333,000.000
01 Mars
Despite being red, Mars is
02 03 04 05 06 07 08 a very cold place
09 10 11 12 13 14 15 Mercury
Mercury is the closest
16 17 18 19 20 21 22
planet to the Sun
23 24 25 26 27 28 29 Venus
30 31 Venus is the second planet
from the Sun
Checklist
Strategy 1 Strategy 2 Strategy 3 Strategy 4
01 02 03 04
KPI dashboard
New customers
75% Mercury is the closest
$28.87
planet to the Sun avg. price per unit
Sales increase
25% Venus is the second
30 days
avg. days on market
planet from the Sun
Market reach
50% Saturn is the ringed
45 shops
planet and a gas giant retailers
Status report
15% 30%
Mercury Mars
Mercury is the closest Despite being red, Mars
planet to the Sun is a cold place
20% 35%
Venus Saturn
Venus is the second Saturn is the ringed
planet from the Sun planet and a gas giant
Follow the link in the graph to modify its data and then paste the new one here. For more info, click here
RAID summary
Risks Assumptions
Mercury is the smallest Saturn is the only planet
planet with rings
Issues Dependencies
Mars is actually a cold Neptune is the fourth-
place largest planet
Where we are Where we want to be
Mercury is the closest planet to Venus has a beautiful name and
the Sun and the smallest one in is the second planet from the Sun
the Solar System
Upcoming events
● They’re simple
● You can organize your ideas clearly
● You’ll never forget to buy milk!
Venus
Venus is the second planet
from the Sun
Mercury
Mercury is the closest
planet to the Sun
Strategic process
01 02
Initial strategy Operations
Mercury is the smallest Jupiter is the biggest planet
planet of them all of them all
03 04
Financial plan Benefits
Despite being red, Mars is a Saturn is a gas giant and has
very cold place several rings
A picture always
reinforce the concept
Vectors
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“Venus is the
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second planet from
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75%
“Mercury is closest
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