---
title: "Founded 6 Years, Only One Brand, Becoming a Local Dairy Distributor Giant: How Did This Post-90s Achieve It?"
description: "From the rise of e-commerce to the outbreak of community group buying, the iteration speed of markets and channels is accelerating. Many older distributors are stuck in the past, while a group of post-80s and post-90s are rising rapidly, doing better business. Liu Fen, general manager of Hubei Quanjielai Trading Co., Ltd., is a post-90s distributor who started her business in 2014,代理蒙牛一个品牌, and in six years became a top dairy distributor in Hubei, winning the 2020 Mengniu Outstanding Contribution Award."
author: "周群"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2021-05-12"
language: "en"
canonical: "https://xinjignxiao.com/en/articles/founded-6-years-only-one-brand-becoming-a-local-dairy-distributor-giant-f27cccab/"
markdown: "https://xinjignxiao.com/en/articles/founded-6-years-only-one-brand-becoming-a-local-dairy-distributor-giant-f27cccab.md"
original_source: "https://mp.weixin.qq.com/s/Z3wVcaOBuqFEF_xhk98Rmw"
translation: "https://xinjignxiao.com/zh/articles/%E6%88%90%E7%AB%8B6%E5%B9%B4-%E4%BB%85%E5%81%9A%E4%B8%80%E4%B8%AA%E5%93%81%E7%89%8C%E6%88%90%E4%B8%BA%E6%9C%AC%E5%9C%B0%E4%B9%B3%E5%93%81%E5%A4%A7%E5%95%86-%E8%BF%99%E4%BD%8D90%E5%90%8E%E5%A6%82%E4%BD%95%E5%81%9A%E5%88%B0%E7%9A%84-f27cccab.md"
attribution: "New Distribution — https://xinjignxiao.com/en/articles/founded-6-years-only-one-brand-becoming-a-local-dairy-distributor-giant-f27cccab/"
usage_policy: "https://xinjignxiao.com/ai-policy.txt"
---

# Founded 6 Years, Only One Brand, Becoming a Local Dairy Distributor Giant: How Did This Post-90s Achieve It?

> From the rise of e-commerce to the outbreak of community group buying, the iteration speed of markets and channels is accelerating. Many older distributors are stuck in the past, while a group of post-80s and post-90s are rising rapidly, doing better business. Liu Fen, general manager of Hubei Quanjielai Trading Co., Ltd., is a post-90s distributor who started her business in 2014,代理蒙牛一个品牌, and in six years became a top dairy distributor in Hubei, winning the 2020 Mengniu Outstanding Contribution Award.

From the rise of e-commerce in the early years to the outbreak of community group buying, it can be seen that the iteration speed of markets and channels is getting faster and faster. Faced with such changes, many older distributors still have an outdated understanding of business, clearly unable to keep up, and their business is declining. At the same time, a group of post-80s and post-90s are rapidly rising, and their business is actually doing better. They all share a common trait: they have ideas, are open to new things, and respond to rapid market and channel changes far better than traditional older distributors. Ms. Liu Fen, general manager of Hubei Quanjielai Trading Co., Ltd., is a post-90s distributor with ideas, thoughts, and the courage to try. She started her business in 2014,代理蒙牛一个品牌, and in six years became a top dairy distributor in Hubei, winning the 2020 Mengniu Outstanding Contribution Award.

Recently, New Distribution talked with this post-90s distributor about how she rapidly grew her business in just six years, hoping her thoughts and practices can bring some inspiration to more distributors.

**-01- Under the epidemic, "exceeding 100%" of annual goals**
Quanjielai Trading was established in 2014, when Liu Fen had just gotten married, and her family was in the Liby distribution business. After graduating from university, she didn't want to work under the halo of her parents, so she decided to start her own business and founded Quanjielai Trading.

With 2 million yuan in startup capital, Quanjielai took on the agency for Mengniu in Yunmeng County. Although it was a small county with a population of less than 600,000, Liu Fen led a brand-new team, relying on hard work, and gradually found a way. By 2018, the business scale exceeded 20 million yuan.

2018 was the first turning point for Quanjielai, when it obtained the agency for Mengniu in Xiaogan city. At that time, the Xiaogan market was in chaos, with poor channels and price systems, but Liu Fen relied on her own thinking and team strength to formulate a series of measures, ultimately making the Xiaogan market successful.

**In terms of sales promotion, Quanjielai has a bottom-line principle: all goods are not allowed to appear in terminal warehouses. The store's display volume determines the stock, and the company will irregularly check store inventory.**

**Moreover, all stores must surpass competitors. Quanjielai will sort out stores that are weaker than competitors every month, and set corresponding comeback rewards until they surpass competitors.**

As for the required expenses, unlike most trading companies that hide manufacturer expenses, **Quanjielai's annual investment is only partially covered by the manufacturer; Quanjielai itself also invests a sum of money.** In short, the core principle of in-store execution is that all goods must be visible in store displays, and expenses are not a concern for salespeople.

The improvement of systems and team collaboration allowed Quanjielai's business in Xiaogan to quickly get on track, with organizational structure, staffing, and sales all expanding by more than double.

The 2020 epidemic was the second turning point for Quanjielai. During the epidemic, Liu Fen took the lead in Hubei to launch unmanned sales and community delivery models. She found residential areas with dense populations, set up tents at the entrance, placed goods at the guard's post, equipped with alcohol disinfectant and payment QR codes, so consumers could scan and pay for milk themselves.

During the epidemic, she also proactively built groups, developed group leaders to sell goods, and Quanjielai handled delivery. This model has continued to this day, with small shop owners as group leaders, and Quanjielai proactively helps small shops build sales mini-programs, so that shop business is not only offline but also online.

These innovative measures during the epidemic also enabled Quanjielai to complete tasks exceeding 100% in Central China, and received high recognition from Mengniu, which proactively promoted it in the region.

After two years of polishing, Quanjielai has grown from weak to strong, with business scale multiplying several times, and won the 2020 Mengniu Outstanding Contribution Award, which only 10 people nationwide received, and it is also the only distributor in Central China to win this award in recent years.

**-02- Standardization of business processes is the best motivation for employees**
After the business grew, many people told Liu Fen to learn to be inscrutable with employees. But as a post-90s, Liu Fen's personality is straightforward: right is right, wrong is wrong.

At Quanjielai, Liu Fen respects every employee. In her view, employees may not do well, but essentially they are also contributing to the company. Even if problems arise, **one-on-one communication is the best way to resolve issues. Talk it out, don't let employees guess the boss's mind, so employees can work with confidence.**

For example, if an employee slacks off when not busy, many bosses would directly criticize or secretly investigate and tell the supervisor to deduct performance. Liu Fen's approach is to ask, "Have you become more efficient recently, and now you have extra time to slack off?" She addresses the issue directly, so employees don't speculate and don't have psychological burdens.

In addition to spiritual support, Quanjielai is also generous in sharing profits. Liu Fen uses a performance plan of basic salary + commission + performance + subsidy + immediate reward. Most distributors do the first part; what makes Quanjielai different is the immediate reward.

**When Quanjielai needs to fully invest in something at a certain time, such as a single-product breakthrough, the immediate reward is set at a relatively high level, and importantly, salespeople get rewards based on how much they sell, and returns are also counted in the reward sales.**

For example, when promoting a new product, the commission is 5 yuan per box. If a salesperson sells 2,000 boxes and returns 500 boxes, the reward is calculated based on 2,000 boxes, i.e., 10,000 yuan, and the loss from returns is borne by the company.

Of course, some distributors might worry about salespeople overstocking. Quanjielai also has corresponding strategies. Quanjielai has a complete standard process: **The first step when entering a store is to choose a location, the second step is to arrange the display, the third step is to set up ground promotion, the fourth step is to determine the proportion of each single product, and the fifth step is to have clear standards for how many products each store can hold based on the store's situation.**

**Standards are only one part; Quanjielai also has a dedicated inspection department that inspects stores. Products are not allowed in store warehouses, and whether the display quantity meets standards must be checked, which basically eliminates unreasonable overstocking. In Quanjielai, the main reason for product returns is that new products need a cultivation period, and some stores may indeed not be able to sell them, causing returns.**

**For returned products, there are also hard standards: salespeople must return them 1-2 months in advance. For example, if the normal return date is October, Quanjielai will start returning in August and September.** Early returns, when the product is not yet a large-date product, allow the company to start promotions and gifts, handling it as a large-date product to speed up sales. Moreover, for products returned to KA stores, from store salespeople to shopping guides, there are corresponding commissions, so returned products are basically processed quickly.

All salesperson rewards are backed by a set of standardized processes, and the cost of returns is also calculated within the standardization. For example, when Mengniu wants to launch a new product, there are different purchase levels, and distributors get different prices. Quanjielai basically takes the highest level, at the lowest purchase price.

**Assuming a purchase price of 35 yuan per box as the base, the calculation is: team commission 5 yuan per box, terminal profit 8 yuan per box, terminal extra incentive 3 yuan, then based on a 40% return rate, 5 yuan per box is needed for handling, leaving 5-10% profit for the company, and finally the terminal retail price.** Through the standardization of business models, employee rewards and company costs are under control, so employees dare to work boldly.

Liu Fen told New Distribution that the average salary of Quanjielai employees is significantly higher than peers in the local area, and excellent employees can even double their salary. This is also the reason the team is united.

**-03- Facing the impact of community group buying, distributors cannot panic**
With the advent of community group buying, many distributors are at a loss, thinking that the state must crack down on it and strictly control prices, channels, and cross-regional sales.

Liu Fen's thinking is different from most distributors. In her view, new retail formats are a product of industry development. For brand owners, it is also a channel, just like e-commerce in the past.

Whether this channel is recognized or not, it is a trend, and trends are irreversible. You cannot go against the laws of nature. **What distributors need to consider is how to coexist with these platforms and do better business. If a distributor needs these platforms to disappear to do business, elimination is inevitable.**

Facing the impact of emerging channels like community group buying, distributors must first recognize themselves. Existence is value. The distributor group will not disappear. Each new format is just a challenge.

Quanjielai's approach to community group buying is **differentiation. In promotions, it's not just price promotions, but adding consumer experience and interaction. In terminal incentives, it's also about interacting with store owners, not just transactions.**

**For example, when promoting a single product, in addition to price discounts, Quanjielai also printed a batch of scratch cards. Consumers get one scratch card for each box of milk purchased, with prizes like "buy one get one free," "2 packs of milk every day for 365 days," "Huawei flagship phone," etc. The consumer experience and fun brought a large number of customers, greatly increasing purchases.**

At the same time, video rewards are implemented at the terminal. When a store owner sells a box of milk, they take a video and send it to the group, and the store owner receives a red envelope, ranging from 3.88 yuan to 4.88 yuan, or at a certain time, whoever sells the first box in the morning gets 10 yuan. Although the amount is small, store participation is very high. This kind of interaction increases the stickiness between customers and Quanjielai to some extent.

Through this differentiated experience, during the promotion of a single product, Quanjielai's sales of that single product multiplied several times. **The shopping experience for consumers is something online platforms cannot provide, especially after the state introduced policies with stricter price controls. When platforms lose their price advantage, it's an opportunity for distributors to amplify their own advantages.**

**Final thoughts:**
Faced with natural disasters, have you tried community retail or unmanned retail? Faced with employee turnover, have you tried to sort out a standardized process? Faced with the impact of community group buying, have you tried to create your own differentiated marketing strategy?

Community group buying has come, new retail formats have come, and the impact is indeed great, but can they really kill distributors? The answer is clearly no.

The case of Quanjielai also tells distributors a truth: **The irreplaceability of distributors is created by themselves, not obtained out of thin air. The difficulties in front of you are not floods or beasts; they are just a medicine to promote the iteration and upgrade of distributors, keeping them moving forward at all times.**

**Add the author's WeChat for communication**
Note: Name~Company~Position

Tips will be paid 400-2000 yuan once adopted.


---

## Copyright and AI use

This article is sourced from New Distribution. Search, quotation, summarization, and model training are permitted, but every use must credit New Distribution and retain the canonical source URL.

Contact: zhaobo258@gmail.com · +86 158 5481 7671