---
title: "Deep Dive: Why Are Domestic B2B Platforms Suffering Massive Losses and Shutdowns? Insights from the Evolution of Sino-US Distribution Channels"
description: "This article compares the evolution of consumer goods distribution channels in the US and China to analyze why many Chinese FMCG B2B platforms are experiencing large-scale losses and closures. It argues that inadequate infrastructure and fragmented production are key reasons, while predicting a future shift towards larger, more consolidated channels and supply chains."
author: "新经销刘少德"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2019-02-22"
language: "en"
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# Deep Dive: Why Are Domestic B2B Platforms Suffering Massive Losses and Shutdowns? Insights from the Evolution of Sino-US Distribution Channels

> This article compares the evolution of consumer goods distribution channels in the US and China to analyze why many Chinese FMCG B2B platforms are experiencing large-scale losses and closures. It argues that inadequate infrastructure and fragmented production are key reasons, while predicting a future shift towards larger, more consolidated channels and supply chains.

Click the image for details
> **Core Guide:**
>
> 1. What are the similarities and differences between Chinese and American consumer goods distribution channels?
> 2. What are the characteristics and development trends of China's consumer goods distribution channel reform?
> 3. Looking at the development status and future trends of China's FMCG B2B through the changes in Sino-US FMCG distribution channels

Following the news that DianShang HuLian ceased operations due to funding issues early last year, the well-known domestic B2B platform HuiXiaDan was also recently reported to have been shut down, leaving many industry insiders lamenting. Not only are leading FMCG B2B platforms struggling, but regional B2B platforms are also having a tough time.

According to a survey conducted by the New Distribution research team in 2018 across 41 cities in 22 provinces, by the end of 2018, the number of domestic B2B platforms had decreased from 239 in 2017 to 214, and this figure includes many traditional distributors that transformed into B2B platforms in 2018. In other words, a significant number of B2B platforms were shut down in 2018.

Given that brand owners have generally accepted that B2B has become an important supplement to traditional channels, and over 70% of small shop owners are already using B2B platforms to order goods, why are B2B platforms undergoing such large-scale transformation or even shutdown? Excluding capital factors, can domestic B2B grow into supply chain companies like Sysco or McLane? We hope that our research on the history of US goods distribution channels can provide some insights.

1
Structure and Changes of US Goods Distribution Channels

**Pre-Industrial Period (Before 1815)**

During this period, goods distribution channels were mainly divided into two categories: handicraft manufactured goods (consumer goods) and agricultural products. The sales of handicraft factory products concentrated in the Northeast, as well as the raw materials, tools, and equipment needed for production, were coordinated by sedentary merchants located in port cities. These merchants bought and sold all kinds of goods, performed all commercial functions, and combined import/export, wholesale, retail, freight shipping, banking, and contracting. The circulation of Southern agricultural products was coordinated by British merchants, who, while consigning these goods, also directly purchased other daily necessities from them.

After the mid-18th century, as tobacco cultivation moved inland, some British merchants also began to set up permanent shops (sedentary merchants) in these areas to coordinate the circulation of agricultural products.

During this period, the distribution channels for US goods were basically dominated by merchants, covering wholesale, retail, logistics, transportation, financial advances, market operations, etc., all personalized, by buying the ownership of goods and then reselling them. At the same time, the distribution channels during this period also exhibited short and narrow structural characteristics.

**Early Industrialization (1815-1950)**

After the end of the War of 1812, the recovery and prosperity of trade with Europe, coupled with the enormous influence of the British Industrial Revolution and the improvement of domestic transportation conditions, accelerated US economic development, and the industrialization process in the North began. This period of US industrialization can be divided into three stages:

Early Industrialization (1815-1850): This was the startup period of US industrialization, with the domestic market continuously expanding and transportation and communication infrastructure beginning to be built.

The most significant change in US goods distribution channels during this period was the specialization of full-time merchants. First, wholesale and retail separated from traditional merchant functions, and then within wholesalers and retailers, specialization based on product categories emerged. Subsequently, financial, transportation, insurance, and other commercial functions also became specialized. This specialization of commercial functions, especially the separation and specialization of wholesale and retail, is known as the First Distribution Revolution.

After wholesale and retail became independent from full-time merchants, they further specialized by product category. That is, wholesalers often dealt in only a few types of products, and due to the influence of transportation and communication infrastructure, these specialized wholesalers basically operated in an agency form without owning the goods. The initial form of retail specialization was the grocer, but as trade patterns evolved, urban grocers gradually transformed into specialized stores dealing in a few product categories, while rural retail stores remained primarily general stores. **The distribution channels for consumer goods during this period are shown in the figure below:**

After 1815, a new type of specialized intermediary, the "packer," appeared in US northeastern port cities. They bought goods in large quantities from domestic wholesalers, importers, and auction houses, then broke bulk and repackaged them, selling to small rural shopkeepers, purchasing agents for plantation owners, and local retailers.

Since manufacturers were still small and scattered during this stage, goods circulation was still dominated by intermediaries, but these intermediaries were functionally specialized wholesalers. Comparing the distribution channel structures for agricultural products and industrial manufactured goods during this period, we can conclude that the former was dominated by large agents, while the latter was dominated by specialized importers and domestic agents, and both increased in length and width, which is actually the result of intermediary specialization. The full-time merchants who once dominated consumer goods distribution in the pre-industrial era, after divesting wholesale, retail, transportation, and other functions, gradually evolved into specialized financial service providers.

Mid-Industrialization (1850-1890): This was the acceleration period of US industrialization, with transportation and communication infrastructure being built.

This period marked the completion of US transportation and communication infrastructure. The formation of the national railway network and telegraph network not only unblocked bottlenecks in logistics and information flow in goods circulation, greatly improving efficiency and reducing costs, but also enabled the formation of a unified domestic market, providing market security for the development of goods circulation. These infrastructure developments led to another transformation in the structure of distribution channels. First, in agricultural product distribution channels, railways improved transportation efficiency and accuracy, and the telegraph enhanced merchants' ability to respond to risks. Additionally, this period saw the emergence of another important type of wholesaler—commodity exchanges—which provided mechanisms for standardizing agricultural product transactions and mitigating market risks for agricultural product dealers.

In the FMCG distribution field, changes were also occurring. First, by the 1870s, almost all wholesalers had transformed into dealers owning the goods they handled. Second, these modern dealers established extensive purchasing networks, buying directly from domestic and foreign manufacturers, and then supplying rural general stores and urban specialized retail stores through sales networks. These changes were the result of improved logistics and information infrastructure.

Due to these changes, competition within the wholesale industry intensified, and some wholesalers began sending large numbers of salespeople deep into rural markets to grab market share. The pervasive penetration of wholesalers into rural areas eventually led to the extinction of small peddlers active in rural markets. From the mid-1860s through the rest of the 19th century, these dealers dominated the circulation of consumer goods in the US economy.

In summary, during this period, both agricultural and consumer goods distribution channels in the US were dominated by modern dealers, with agricultural product dealers evolving from former agricultural product agents, and consumer goods dealers evolving from former agents and packers.

Subsequently, in the late 1880s, US consumer goods distribution channels underwent another transformation due to the rise of large retailers and integrated manufacturers. Notably, during this stage, with the completion of transportation and communication infrastructure, US economic development accelerated. Around the 1880s, US manufacturing output surpassed agriculture, and the mass production system was basically established. This transformation not only created distribution problems for industrial goods but was also one of the fundamental causes of structural changes in consumer goods distribution channels.

Late Industrialization (1890-1950): This was the completion stage of US industrialization, with mass production and distribution systems maturing, and market structure moving from competition to monopoly.

After the 1880s, the factory system of mass production was established in the US economy, accompanied by accelerated urbanization and rising consumer spending. Against this backdrop, consumer goods distribution channels achieved another transformation, marked by the challenge that department stores, which emerged in the 1860s, began to pose to wholesalers' dominance in distribution channels.

The emergence of department stores was a natural response to urbanization and industrialization. Department stores established purchasing organizations comparable to wholesalers, buying directly from manufacturers and selling directly to consumers in central cities. Moreover, department stores collected customer feedback to relay to manufacturers for product improvement, while enhancing customer loyalty. Since department stores sold to final consumers, they also placed more emphasis on advertising than wholesalers, which spurred the emergence and growth of the advertising agency industry. However, department stores were mainly concentrated in central cities, so they did not have a significant impact on wholesalers in rural markets. The huge impact on wholesalers came from mail-order stores that emerged after department stores.

From the end of the 19th century until the 1920s, when automobiles became popular and road networks were improved, mail-order stores had a huge impact on rural general stores and wholesaler networks. At the same time, in industries and regions not yet occupied by large retailers, chain stores began to appear and gradually exerted enormous influence.

After the 1920s, with the decline of rural markets, large mail-order stores also began to establish hundreds of chain retail stores. By the 1930s, department stores also began to open branches in suburban areas for chain operations. Also in the 1930s, another revolutionary new retail format—the supermarket—was born and accelerated the development of chain stores. By 1939, there were 5,000 supermarkets in operation in the US, accounting for 20% of total grocery store sales. These emerging large retail institutions, due to their large organizational scale, basically purchased directly from manufacturers and sold directly to consumers. Some large retailers even owned their own factories, entering the production field. In 1879, the ratio of manufacturer sales directly to retailers versus through wholesalers was 1:2.4, but by 1929, this ratio had increased to 1:1.16.

In the consumer goods channels of this period, due to the rise of large retailers using chain operations, the hierarchical structure of channels was greatly shortened, and the width structure widened. Manufacturers became increasingly dependent on large retailers, but manufacturers also gained brand reputation through advertising and other marketing means, which also enhanced their influence in distribution channels.

**Post-Industrial Period (After 1950) Distribution Channel Structure**

After World War II, especially with the information revolution characterized by computer applications in the 1960s, a series of changes began in the retail sector. On one hand, with the widespread use of computers, traditional retail formats underwent information technology transformation, chain store networks expanded rapidly, and retail market concentration increased. On the other hand, the information revolution and rapid economic development also gave birth to a series of new retail formats. These new retail formats—vending machines, convenience stores, discount stores, shopping centers, multimedia pickup points, and large specialty stores known as "category killers"—rose rapidly, challenging traditional formats while also rapidly expanding their scale. Both changes in the retail sector had the same consequence: retailers became larger, more organized, and more conglomerated.

These changes in retailers strengthened the trend that had already emerged in the previous stage of squeezing out traditional wholesalers and dealing directly with manufacturers. Therefore, to perform some functions of traditional wholesalers, large retailers set up their own wholesale institutions, achieving backward integration into wholesaling. At the same time, small and medium-sized retailers squeezed out by large retailers also organized themselves, forming joint wholesale institutions through horizontal alliances, implementing voluntary chains to compete with large retailers.

**From the development and changes in the structure of US consumer goods distribution channels, we can summarize the following characteristics and patterns:**

**1. Productivity and production relations determine the structure of channels to a certain extent**

In the early industrialization period, productivity was underdeveloped, and social supply was insufficient. The direct consequence was that all intermediate links in goods circulation were contracted by one or a few individuals, and wholesalers also held multiple positions in terms of function. However, with the improvement of productivity brought by industrialization, specialized wholesalers and retailers began to appear. In terms of product categories, wholesalers also gradually shifted from full-category sales to fewer but more refined categories. A unified national market began to form, and with it, retail channels such as hypermarkets, chain stores, supermarkets, and chain stores rose in the channels.

**2. The lower the concentration of production, the more dispersed the channels; conversely, the more concentrated the channels**

So we see that in the early industrialization period in the US, due to the small and scattered state of manufacturers, the mainstream of goods circulation was still a large number of wholesalers. With the improvement of productivity brought by industrialization, industrial capital gradually transitioned from free competition to oligopoly. The marginal cost of unit products for some enterprises continued to decline, and their bargaining power over upstream raw material suppliers strengthened, gradually eliminating some enterprises with low productivity. Upstream production began to concentrate, and channels also began to move from dispersion to concentration, which made it easy for the US to produce large channel and supply chain companies like Sysco and McLane.

**3. The pursuit of monopoly profits drives enterprises to penetrate the entire industry chain, and channel players from different backgrounds coexist and develop**

The development process of channel players is a process of continuous game-playing with brand owners. Whether distributors or retailers, they will choose to penetrate upward or downward to expand operating profits. For brand owners, the more concentrated the channels, the stronger their willingness to build their own channels.

2
Evolution of China's Consumer Goods Distribution Channels

**Looking back at the domestic market, what characteristics do China's goods distribution channels have? Let me first share the history of channel reform in China's consumer goods distribution field:**

**Supply and Marketing Cooperative Stage (1979-1989)**

At the beginning of reform and opening up, the long-suppressed market consumer demand was suddenly released, and the domestic economy began to recover. However, the supply and marketing cooperatives under the state-owned system remained the main channel for consumer goods to flow to the market. In the circulation market, retail small shops were scarce, and occasional small shops sold very few goods with limited categories, mainly daily necessities for families.

**Large Wholesale Stage (1984-1999)**

Marked by the entry of foreign brands such as Coca-Cola, P&G, and Unilever into China, regional large wholesale markets began to appear domestically, such as the Wuxi Guangyi Non-Staple Food Wholesale Market established in 1992 and the Hunan Gaoqiao Large Market radiating to Central China. These wholesale markets were mostly located in provincial capitals. Brand owners typically used provincial agents, passing through layers of wholesale to reach prefecture-level or even county-level wholesale markets, and finally to small shops. At this stage, wholesale markets were the main link for goods flowing to small shops, and small shops often went to wholesale markets to purchase goods themselves.

**Large Distribution Stage (1994-2009)**

With the accelerated penetration of foreign FMCG brands in the domestic market, private productivity and consumption capacity were further released. A large number of excellent private enterprises began to appear, such as Nongfu Spring and Jinmailang, and competition intensified. Some enterprises, based on wholesale markets, began to gradually penetrate lower-tier markets through agents.

Currently, most distributors over 50 years old originated from this era. They obtained product agency rights from brand owners and began wholesaling goods to smaller wholesale markets. At this stage, second-tier distributors became the main channel for small shops to purchase goods.

**Deep Distribution Stage (2004-2019)**

With consumption upgrades and the emergence of personalized consumer demands, more and more niche brands began to appear, further intensifying market competition. More and more brand owners began to popularize the agency model of deep distribution. Fixed areas, fixed visit routes, and fixed salespeople became the main means for brand owners to build markets, and salespeople directly became the main channel for small shops to purchase goods.

**Large Channel, Large Supply Chain Stage Represented by B2B (2014-)**

The development of mobile internet led to the emergence of internet-based distributors and professional TP providers. The popularization of mobile information technology and the younger age of shop owners made one-stop online purchasing increasingly in demand. Small shop owners began ordering online, and B2B platforms from different backgrounds (native B2B platforms, retail B2B platforms, and distributor B2B platforms) began to appear and develop rapidly.

**From the evolution of domestic FMCG distribution channels, we can summarize the following characteristics and patterns:**

**1. The high fragmentation of the production end makes China's consumer goods distribution channels also highly fragmented**

Due to policy reasons, the development status of our consumer goods distribution channels is greatly misaligned with our productivity. Since reform and opening up, the market economy has developed for only over 40 years. The huge population and consumer demand accumulated under the planned economy system were completely released in a short period. The differentiated demands of consumers in different regions and age groups led to high fragmentation at the upstream production end, typically marked by the prevalence of unbranded goods in markets such as Shandong, Henan, Shanxi, Hebei, and Northeast China. The fragmentation of the production end also led to the fragmentation of the channel end, meaning that highly fragmented upstream brands need equally fragmented channels for distribution to meet various differentiated consumer demands. At present, this state will continue for a long time.

**2. Traditional retail stores remain the main channel for consumers to purchase goods, and traditional trade channels dominate the consumer goods distribution landscape**

With the penetration of e-commerce and market sinking, national supermarkets and hypermarkets have begun to appear in townships and even some rural areas. B2C e-commerce represented by Pinduoduo has also accelerated coverage of lower-tier markets. However, traditional trade channels remain the largest channel for consumer goods, especially FMCG.

**China's FMCG channels still mainly rely on traditional trade**

**More than half of FMCG companies have traditional trade sales accounting for over 60% of total sales**

Data source: Public information

According to relevant data, in 2015, modern distribution channel shipments accounted for 41.5% of FMCG shipments, online channels accounted for 6.9%, and traditional distribution channels (traditional trade) accounted for as high as 51.6%. From the perspective of brand owners, more than half of FMCG companies have traditional trade sales accounting for over 60% of their total sales. Among them, food, beverage, and alcohol companies rely most on traditional trade, with 40% of such companies having traditional trade sales accounting for over 80% of total sales, and 57.1% having over 60%.

**3. Unbalanced regional development and incomplete transportation and information infrastructure are objective reasons for high distribution costs for brand owners and difficulty in achieving national coverage**

From the current market coverage status of mainstream FMCG brands, even global first-line brands like Coca-Cola have not yet completed coverage of the national market. Incomplete transportation and information infrastructure and high distribution costs are the main reasons. Therefore, most brand owners have to rely on the "distributor-wholesale market/wholesaler" channel structure to cover retail stores in lower-tier markets.

3
From the Differences in Sino-US Distribution Channels, Look at the Development Status of Domestic B2B

By observing the consumer goods distribution channels in China and the US, it is not difficult to find differences between the two. This difference directly leads to the current situation where the US has formed large channel and supply chain companies represented by Sysco and McLane, while domestic China still mainly relies on traditional trade channels.

From another perspective, we can also analyze the reasons for the large-scale losses or even closures of current B2B platforms. Looking at the future from the present, we can predict the future development and competitive landscape of B2B based on the evolution of productivity and production relations.

Why are domestic FMCG B2B platforms suffering large-scale losses or even closures? New Distribution believes that **essentially, it is because the current domestic transportation, information, and other infrastructure cannot meet the needs between current productivity and production relations. In short, the current consumption habits and levels, population distribution, productivity levels, logistics, warehousing, and distribution capabilities in China are insufficient to meet the requirements of large supply chains and large channels represented by B2B.**

Comparing the changes in consumer goods distribution channels between China and the US, one of the most intuitive differences is that the US supply chain has developed for over 200 years. Whether it is the upstream production end, the midstream channel end, or the downstream consumption end, they have all moved from initial dispersion to concentration. During this process, infrastructure construction such as warehousing, logistics, and transportation, and even laws and regulations, have been further improved. Brands covering different levels of the national market have emerged. On this basis, a channel structure with large supply chains and large channels as the mainstay, supplemented by small wholesalers, gradually formed.

In contrast, in China, after reform and opening up, the huge population base released enormous consumption power in a very short period, prompting both policy and supply chain ends to invest main energy into production, while neglecting infrastructure construction, especially in the northwest and southwest regions.

On the other hand, a series of factors such as China's leapfrog economic development, absolute global leadership in mobile internet technology, and rapid development of B2C e-commerce eventually gave birth to FMCG B2B. The incomplete infrastructure led a large number of entrepreneurs to invest a lot of time, money, and experience into infrastructure such as warehousing, distribution, and information. In the early development stage, the method of exchanging market subsidies for rapid growth further pushed most native B2B platforms into long-term losses...

But this does not mean that B2B is a false proposition, because both from the production end and the demand end, China's circulation market has begun to change. For example, China has officially entered an aging society, a large number of agricultural population is transitioning to urban population, the trend of chain operation of traditional retail small shops is gradually forming, and consumption upgrades are spreading from first- and second-tier markets to third- and fourth-tier markets. Based on this, New Distribution makes the following predictions for the future circulation pattern of China's FMCG:

**1. China's production relations will evolve from small and scattered "small peasant economy" to a more concentrated "industrial economy," and production concentration will promote the gradual evolution of China's channel pattern towards the "era of large channels and large supply chains"**

From a policy perspective, supply-side reform has accelerated the concentration of "land," the most core production factor, at the production end. Land resources are flowing back from farmers to large groups and enterprises with state-owned backgrounds.

On February 19, the "Opinions of the Central Committee of the Communist Party of China and the State Council on Adhering to the Priority Development of Agriculture and Rural Areas and Doing a Good Job in the 'Three Rural' Work" pointed out that the comprehensive reform of supply and marketing cooperatives should continue to be deepened, and regulations for supply and marketing cooperatives should be formulated. Support supply and marketing, postal services, agricultural service companies, and farmer cooperatives in carrying out agricultural technology promotion, land trusteeship, substitute farming and planting, unified pest control, drying and storage, and other agricultural production services. What signals are revealed behind the policy? The agricultural population will gradually be separated from land, and land use efficiency will be improved through large-scale and specialized production, while also facilitating the informatization and intensification of agricultural production.

From a demographic perspective, urbanization has accelerated the transfer of agricultural population to cities, and the hollowing out of rural areas will become more obvious. The consumption capacity of lower-tier markets continues to weaken, and the number of traditional retail small shops will continue to decrease. The proportion of traditional channels to FMCG in market channels will gradually decrease, which will further promote the concentration of distribution channels. In higher-tier markets, the trend of chain operation of retail small shops will become more obvious, and stores with poor management will be further eliminated.

From the perspective of brand owners, with the completion of logistics, information, and other infrastructure, large brands will gradually complete coverage of lower-tier markets. Large-scale production will gradually reduce the marginal cost of unit products for large brands, further eliminating some small and medium-sized brands, and upstream will become more concentrated.

From the current circulation status of FMCG, in the past, multi-level circulation existed because each link could obtain considerable profits. With the compression of operating profits, channels will naturally be compressed, and the entire channel structure will inevitably move towards flattening and concentration.

**2. Multiple types of channels and supply chains will coexist and develop for a long time**

Although the concentration of production and consumer markets can promote the gradual concentration of channels, the imbalance of regional development and consumption differences are objective realities, which means that the coexistence of large supply chains and small, scattered wholesalers will also be a long-term process.

From a demand perspective, large channels and large supply chains meet common, universal needs, while small, scattered wholesalers meet personalized needs of different regions and different groups. Large channels and large supply chains are more likely to give birth to national brands and enterprises, while regional differences in consumption mean that small-scale, personalized supply chains must rely on small, scattered wholesalers.

**3. Due to the pursuit of monopoly profits and economies of scale, penetration of various links in the industry chain will accelerate**

The game between brands and channels has always existed. When brands are strong, they have stronger bargaining power over channels, and vice versa. Due to the pursuit of monopoly profits, the concentration of production or channels will lead to penetration upstream or downstream in the industry chain. That is, brand owners will start building their own channels downstream for retail, while channel players will extend upstream to OEM/ODM to develop private label products.

From this perspective, in the future, brand owners will definitely penetrate the retail format by entering chain retail or new retail formats (unmanned convenience stores, unmanned shelves).

For B2B, as a representative of new productivity and production relations, the construction of warehousing, distribution, information, and other infrastructure cannot be achieved overnight. From this perspective, industry losses represented by native B2B platforms may continue for a long time in the future. Analogous to US supply chain companies, China's B2B will also form an oligopoly situation with multi-background participants competing, including distributor-type B2B, retail-type B2B, and native B2B. In this process, investment and mergers and acquisitions will be the most effective means for domestic B2B platforms to expand.

For regional B2B platforms that have already emerged and developed deeply, the core competitiveness of each platform lies in obtaining basic users and store traffic through deep regional cultivation, obtaining product agency rights upstream, continuously optimizing product structure and strengthening product selection capabilities, and enhancing services to cultivate self-sustaining capabilities. **After all, at this stage, survival is more important than anything else!**

**Extended reading of New Distribution B2B theme series articles:**

New Distribution will hold the **2019 (5th) FMCG + Internet Conference** during the Chengdu Spring Sugar and Wine Fair from March 16 to March 18. This conference will focus on the topic of **"Breaking the Game"** and conduct in-depth discussions with many brand owners, supply chain service providers, distributors, retailers, etc.

Compared with previous conferences, this summit will be fully upgraded. In addition to the original topics such as **channel innovation, city distribution logistics, and distributor transformation**, it will also add multiple parallel forums such as **new marketing cases, IP + FMCG empowerment, community group buying, and innovative retail**. Through three days of ten high-density, high-quality expert sharing and exchanges, it is believed that every brand owner and distributor can learn the latest business models, expert opinions, and practical methods, find new tools and methods for breaking the game in 2019, and return to the track of rapid growth.

Review of previous conferences

**-END-**


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