Internet technology has brought us unprecedented new changes, bringing joy to some and worry to others. In the traditional supply and marketing field, Alibaba and JD.com have appeared... B2B! Thank goodness, you're here!! 1 Every technological revolution greatly enhances productivity; the steam engine brought the Industrial Revolution, the electric light and telephone brought the Electrical Revolution... And every transformation leads to a redivision of labor in society, becoming more segmented and more efficient collaborative entities! New divisions of labor evolve into new business technologies and business civilizations, and the two promote each other... "Revolution" is a heavy word, like the phoenix nirvana, reborn from fire. Will it be different this time? The Internet has arrived! For traditional supply chains, the social division of labor is the same; no matter what technology emerges, it only makes the division of labor more refined and efficient. This is the law of economic development! In the existing supply chain, manufacturers, distributors, and terminals form an efficient collaborative whole; the problem is that the birth of Internet technology has made the existing collaboration system relatively heavy and inefficient, so transformation becomes an unstoppable trend. 2 What Do Alibaba and JD.com Intend? All Internet companies are now obsessed with connecting online and offline, losing sleep over it! So their lifeline lies in the integration of online and offline! In the entire supply chain, terminal stores are closest to consumers; they can provide traffic for online platforms, and also display products more vividly and offer experiences that the internet cannot perfectly provide. More importantly, they enable offline payments and the accumulation of real transaction data... So what will Alibaba and JD.com do? It's simple: by looking at a series of Internet companies' operational tactics, one can predict their behavioral paths. The author believes they will seize terminals at all costs, and the most effective strategy is to intervene in the distributor link of the supply chain. The reason is simple: if all distributor services are seen as commodities, in the context of e-commerce impact, for terminals, these services are indeed high-frequency, pain-point, and rigid-demand products, with low prices and more diverse services. Terminal stores will seek cooperation on their own. Using the emperor to command the princes is a common tactic of Alibaba and others; will manufacturers dare not comply? Some may retort that big brands won't, unless you bring them incremental growth. Note the current environment! International big brands are anxious! In an era of oversupply and against the backdrop of national supply-side reform, what choice do you think they will make? 3 How Will Alibaba and JD.com Play? Two moves! Break and establish... Break! That is, shatter the original supply model and establish a new supply collaboration relationship. In their words, it's called dimensionality reduction attack, which means attacking the core point in the entire chain, replacing it, and occupying its central position! And you have no idea what it's doing, because the original offline business logic cannot explain its behavior at all. To destroy you, no reason is needed. Establish! In the formation of the new supply chain, then upgrade the dimension connection. What is dimension upgrade connection? It is to connect various service modules with two large networks centered on the two ends, forming a brand-new collaboration system! Some may not understand. For example, based on terminal needs, there are product vivid display services and props, promotional activities, store design, goods exchange, etc.; for manufacturers, brand planning, brand promotion, market research, data needs, logistics, and other segmented service modules... Does this mean distributors have no place? No, they just play a marginalized functional role in the entire network module system. Distributors' resources cannot be wasted; they will be reorganized to play new functions, becoming more efficient. In the future, distributors may become brand owners, logistics providers, or store training managers, among multiple roles. There is much room for imagination here, essentially depending on the distributor's competitive advantages, resource combination methods, or direction of transfer! Teacher Liu Chunxiong has conducted in-depth research on the B-side. Based on market conditions, he first proposed two new concepts: centralized e-commerce and distributed e-commerce. Centralized e-commerce means the whole country shares one platform, like JD.com and Taobao; distributed e-commerce means each region forms a platform, and then the whole country forms a large platform. Currently, distributed B-side e-commerce is in full swing, but what has attracted attention is the centralized B-side e-commerce that hasn't started yet. 4 Centralized vs. Distributed: Who Will Reign? The author believes that distributed e-commerce exists only as a transitional phase and will eventually be merged. The reason is simple: on the internet, internet brand development paths tend toward monopoly, with two giants dominating, often ending in integration. The reason is also simple: capital will not continue to pay for the massive consumption caused by confrontation! Look at the mergers of Didi and Kuaidi, 58.com and Ganji, Youku and Tudou... 5 Imagination of Future Business Forms In the future, there will be no distinction between online and offline; it should be a blend of separation and integration, intermingling, becoming a multi-level, multi-functional new market form. It will be more efficient, more complete, and competition will intensify. This is the so-called business ecosystem... This is the Internet era, an era where the strong get stronger and the weak get weaker! -END- Content Selection Reply with the following keywords to query and read related articles: Sales Supervisor, Second-tier Management, Regional Manager, Distributor Management, New Channels, City Manager, Competition, 2015, Manufacturer-Distributor Game, Product Stagnation, Terminal Visit Management, Route Management, Deep Distribution, Internal Management, Sales Skills, Profit Improvement, Recruitment, Distribution, Daily Management, Team Motivation, Channel Promotion, Sales Misconceptions, New Product Launch, Township Market, New Product Pricing, Sales Target Achievement, Forcing Orders, Market Visit Inspection, Baijiu, Beer, Sales Increase, Agency Products, Channel Crossing, KA, Terminal Vividness, New Market, Market Operation, Learning, Book Recommendations, Inventory Management, Sales Novice, Consumer Promotion, Execution, Old Products, Perishable Goods Handling, Model Market, Investment Promotion, New Media, Distributor Development, Performance Appraisal, Assessment, Annual Planning, Shopping Guide, Morning Meeting, Display, Transformation, Inventory Pressure, Holidays, Distributor Cost Control Channel Operation, Marketing Theory and Laws, Brand Truth, Order Meeting, Team Management, Training, Work Report, Work Report.