Click "Read Original" for details Today, the digital era we refer to generally means the post-information society, a new era following the industrial age and the information age. This is a new concept proposed by Professor Negroponte of MIT in his 1997 book "Being Digital." Then, during these years of rapid economic development in China, Jack Ma stood up and said that digitalization is the biggest opportunity we are certain of. Many people regard this as truth, and I would not deny it, because today, as FMCG practitioners, we can all see the huge role digitalization plays in business. Although the big shots make sense, ideals are full, but reality is skinny. Digital transformation must inevitably start from the top-tier first- and second-tier markets to drive the follow-up of third- and fourth-tier markets. Moreover, in the process of promoting digital transformation, since there are no reference standards or benchmark cases, pioneers can only cross the river by feeling the stones, inevitably encountering obstacles and taking detours. Among current traditional consumer goods companies, some forward-looking individuals recognize the importance of digitalization and begin to drive their digital transformation. However, facing such an environment, it is impossible to achieve in one step; it requires a time cycle to gradually popularize and release. This is a process that cannot be accomplished overnight! To date, although everyone is still in the exploratory stage, obvious flaws can be found in the digital transformation of some consumer goods companies. For example, many companies in the process of digital transformation prioritize connecting enterprise management and internal digital systems, which is clearly not feasible. You must know that as a consumer goods company, the business system includes not only the enterprise itself but also multiple links such as supply chain, distributors, and terminals. In promoting digitalization, the enterprise inevitably needs the cooperation and collaboration of other nodes. However, many companies, during transformation, take it for granted that once digital transformation is finally completed, it will bring huge benefits to the entire top-to-bottom system, and naturally they will get cooperation. But they forget that whether it is distributors or terminal outlets, the primary issue is survival; future benefits are uncertain and too far away. To put it bluntly, distributors and terminals cannot afford to delay; they need to see immediate results. Regardless of the tools and methods used by the enterprise, digital transformation is a long-term process, and distributors and terminals cannot wait that long. If you cannot affect their current business, you cannot ask them to cooperate with your transformation when they have not profited in the short term, even if it is only slightly inconvenient. No matter what tools or methods, if they cannot help distributors and terminal outlets solve the ultimate problem of making money, they will not use any tools or methods, which directly leads to the failure of transformation. Therefore, the biggest difficulty and resistance in digital transformation actually comes from the change in distributors' thinking. You must make distributors feel tangible benefits through digitalization to possibly drive it, or even accelerate it. How to find this benefit through digital tools, or how to guide distributors and terminals to cooperate with enterprise transformation through reasonable benefit incentives, requires our deep thinking and discussion. To find answers to these questions and effectively help FMCG enterprises and distributors solve the pain points in digital transformation, and find new growth points in the digital era market, New Distribution will hold the "2021 China FMCG Marketing Digitalization Opening Course" from December 2 to December 4, with the theme "Methods, Tools, Practice." It not only provides innovative marketing ideas for enterprises but also, through the personal experiences of excellent digital software tool service providers, combined with implementable, executable, and replicable customer cases, truly helps FMCG enterprises find the second growth engine to achieve business breakthroughs in 2021! Once the tip is adopted, a payment of 400-2000 yuan will be made.