Boss, to be precise, this email is not a simple conference application, but a battle report compiled by our marketing center. Yes, we have faced challenges this year, but it's not that our people aren't working hard enough; it's that the battlefield has changed. If our strategy this year continues to focus on expanding distribution points, pushing more inventory, increasing displays, and running more promotions, the decline this year is almost inevitable. Therefore, to find the right growth methods and path, this email is to ask for your approval—we must attend the 11th CFC Conference from March 16-18.
We don't lack people We just don't know where to aim You must have also felt that despite our team and channel partners working harder in the past two years, growth has become increasingly difficult. We are struggling to maintain the price system of our big single products. To increase sales volume, we have to accept a war of attrition with our big single products. Terminal sales efficiency is getting worse. In the past, products would sell once they were on the shelf. Now, with the same expenses, displays, and promotions, the results are vastly different from before. In the past two years, new channels have emerged rapidly—instant retail, flash warehouses, content e-commerce, and regional B2B—and we have been quick to engage with all of them. But we always seem like outsiders, unable to quickly grasp the ropes, and the results are not good enough. Several times, we've woken up early but arrived late to the market. However, we believe this is not a problem unique to our company, but rather that the competitive logic of the entire FMCG industry is being rewritten. So, our application to attend CFC this time is not simply to listen to a few lectures, but to find a correct direction worth aiming at and focusing on. Our company is full of talent and strong in strength. We have immense confidence and determination, but we still need to see clearly where the direction is, what others are doing, and why they can succeed, so we know where to start making changes.
This CFC We plan to bring back three core answers Our idea is to treat the opportunity to attend this CFC conference as a business trip to a war zone, or a training exercise for core cadres. Our core task is to find and bring back answers to three questions.
Advancing towards the C-end: What exactly needs to change in the sales system? How to change it? The theme of this CFC conference is "Advancing towards the C-end." When we saw this theme, we felt a sense of clarity, as if a bottleneck was beginning to loosen. Indeed, our large team has always been working around B-end partners. But today's growth is clearly not driven by the traditional B-end, but by the pull initiated by the C-end. However, for our traditional organization, completing this transformation is a significant challenge. Therefore, we must find the correct answers to the following questions: From being channel-centric to user-centric, which parts of our sales system need to be changed? How can we make changes without disrupting the organization or halting business operations?
Instant retail: How to connect, how to run, and how to avoid burning money? We noticed that this CFC includes segments like the "Instant Retail Supply Summit Forum" and the "Warehouse-Store Product Matchmaking Session," indicating that it will not just discuss trends but will bring to the table how to connect supply, select products, and run models. At last month's business analysis meeting, we already identified instant retail as the most important growth avenue for the future. So, at this conference, we hope to learn real methods and details:
- What product mix, inventory structure, and fulfillment design are more suitable for instant retail?
- How should the division of labor among distributors, platforms, and warehouse stores be defined?
- How should expenses be invested to avoid becoming a "traffic tax"? How can we achieve both volume and profit growth?
- New zero-supply relationship: Who should we cooperate with and ally with? The conference agenda includes supermarket adjustments, TOP distributor growth cases, and matchmaking dinners, which look rich but also somewhat messy. After analysis, we believe that the zero-supply relationship is undergoing revolutionary changes. Manufacturers, distributors, and retailers all need to be consumer-centric. We need to redesign the division of labor, reposition industry roles, and redesign the value chain to form a new zero-supply relationship that is more adaptable to the future. "Who are our enemies and who are our friends? This is the primary question in market competition." Therefore, we need to figure out through this CFC conference: Today, which retail systems are changing? Which distributors are upgrading? Who should we cooperate with and ally with? Where should we invest our resources next?
Why did we choose the CFC conference? There are many industry conferences, but we didn't pick one randomly. We chose CFC because it meets our requirements in at least three aspects.
Past event highlights
Large scale: We can see the real face of the industry The conference has disclosed an attendance of 3000+, with an exhibition area of 6000m2+. This means it's not just single-point experience sharing, but brands, distributors, retailers, platforms, and service providers appearing together on the same chain. For our marketing center, the information density is high enough, which is more important than just understanding a viewpoint.
Solid topics: Focus on tactics, not just principles We studied the entire agenda, from the main forum to sub-forums, closed-door meetings, and five channel matchmaking dinners. Essentially, it's designed around multiple growth scenarios. Therefore, as long as we study seriously, we can not only recognize trends but also convert them into methods and actions. This can lay a foundation of consensus on direction and methods for our growth next year.
Abundant resources: We can connect with multiple incremental channels at once From the guests and coverage, brands, retailers, platforms, data and service providers, and distributor groups are all in the same space. The past attendee lineup also sufficiently demonstrates CFC's "industry density"—it's not single-point experience sharing, but aligning brands, retail, and distributors on the same chain. The greatest value of this resource density is not "it sounds reasonable after listening," but being able to "connect with people and link up matters on-site," and then start working directly.
Boss, we believe this round of changes in the FMCG industry will be very brutal. If we fail to get close to the C-end, it won't just be a slowdown; we will completely lose the qualification for future survival and competition. Attending the CFC conference will allow us to guess less and make fewer mistakes at this critical turning point. Through a few days of the conference, we can fill in the direction, methods, and resources all at once. So we suggest we must go this time. Please approve the participation quota and budget. Our marketing center will proceed with a project-based approach, ensuring that after the conference, we achieve implementation, results, and growth.
[Advancing towards the C-end] The 11th China FMCG Conference Time: March 16-18, 2026 Location: Chengdu, China