Preface On the evening of August 29, Master Kong released its first-half 2016 results. From January to June 2016, Master Kong's revenue was 27.99 billion yuan, a year-on-year decrease of 13.9%; net profit was 614 million yuan, down 64.8% year-on-year. Weak sales in beverages (-21%) and instant noodles (-11.6%) dragged down profitability and gross margins (beverages/instant noodles: -0.76/-2.4 percentage points). During the period, affected by falling raw material prices, intensified market competition, and other factors, Master Kong's overall revenue, gross profit, and net profit declined by 13.94%, 17.21%, and 6.49% respectively compared with the same period last year. ▲ Master Kong's sales by segment ▲ Master Kong's sales and profit Instant Noodle Business In the first half of 2016, Master Kong's instant noodle revenue was 10.3 billion yuan, a year-on-year decline of 13.95%, accounting for 36.79% of total revenue. The gross margin for instant noodles fell 2.41 percentage points year-on-year to 27.89%. Since May this year, Master Kong has strategically promoted the classic series to consolidate the 4 yuan price band, and focused on upgraded products such as the slow-cooked broth series in the 4.5 yuan and above price band. June results showed a steady recovery year-on-year, and the decline in the second quarter slowed accordingly. According to Nielsen's latest 2016 market share data, Master Kong's instant noodle sales value share from January to June 2016 was 51.9%, and volume share was 43.0%, maintaining a leading market position. Beverage Business In the first half of 2016, the beverage business's overall revenue was 16.937 billion yuan, accounting for 60.49% of total revenue, down 14.40% from the same period last year. The gross margin for beverages fell 0.76 percentage points year-on-year to 33.98%. According to Nielsen's survey data for January-June 2016, Master Kong's ready-to-drink tea market (including milk tea) volume share reached 53.1%, down 2.3 percentage points from the same period last year, but still firmly ranked first. Fruit juice beverages, leveraging Master Kong's juice brands (Master Kong juice, Daily C, Legendary Clear Drink, Rock Sugar Series, and Qing Yang Guo Hui) and Pepsi's Tropicana brand, achieved a 17.0% share of the overall juice market, ranking second. The share of milk-containing ready-to-drink tea reached 15.4%, ranking second; packaged water share was 14.5%, ranking third. Convenience Food Business The convenience food business achieved revenue of 62,821 thousand US dollars in the first half, a year-on-year decline of 6.08%, accounting for 1.50% of total revenue. The gross margin for convenience foods rose 2.11 percentage points year-on-year to 35.35%. According to the latest Nielsen data, the traditional biscuit market performed poorly in the first half. In the second quarter of 2016, the overall biscuit market volume declined 2.1% year-on-year, and sales value declined slightly by 0.6%. Among them, sandwich biscuits saw a more significant decline, with volume down 3.6% and sales value down 3.2% year-on-year. Overall, Master Kong's first-half revenue was 27.99 billion yuan, with net profit of 614 million yuan, and all three business segments performed poorly. In contrast, Uni-President's first-half revenue was 11.713 billion yuan, but net profit reached 775 million yuan. Master Kong's sales were more than double Uni-President's, but its net profit was lower. Is this a comeback by Uni-President, or a symptom of Master Kong's structural adjustment? Market Share and Profit under the Master Kong-Uni-President Battle Since the last century, when both Taiwanese brands entered the mainland market, and through subsequent "product clashes" and the long-running "price war," Master Kong and Uni-President have been inadvertently "bundled" together. Today, their biggest competition is in instant noodles and beverages. Instant Noodle Market In the first half of 2016, Uni-President's instant noodle revenue was 4.01 billion yuan, up 9.8% year-on-year, with a market share of 20.8%, an increase of 2.8 percentage points from the same period last year. In the first half of 2016, Master Kong's instant noodle revenue was 10.3 billion yuan, down 13.95% year-on-year, with a market share of 51.9%. Beverage Market Due to the still-unrecovered overall macro economy in China, as well as abnormal weather in the second quarter—lower summer temperatures and higher rainfall— In the first half of 2016, Uni-President's beverage revenue was 7.448 billion yuan, down 8.2% from the same period last year. In the first half of 2016, Master Kong's beverage business revenue was 16.937 billion yuan, accounting for 60.49% of total revenue, down 14.40% from the same period last year. Master Kong's Extensive Factory Construction to Increase Market Share Since entering the mainland market in 1991, Master Kong quickly built production lines, expanded sales outlets, and pushed channel penetration down to township-level third- and fourth-tier markets, gradually enhancing production and distribution capabilities. As a result, Master Kong seized the decade of rapid growth in instant noodles and beverages in the mainland market. Compared with Master Kong, Uni-President has been more conservative in building factories. To date, Uni-President has over 30 production bases in the mainland, only one-third of Master Kong's. The rapid layout of factories gave Master Kong a head start in market share. Conservative investment in factories has limited Uni-President's business scope to some extent; for the same products, Uni-President's market share is much smaller than Master Kong's due to production and distribution issues. Uni-President Adheres to Value Marketing, Pursuing High Profits In the instant noodle sector, from 2011 to 2015, Master Kong and Uni-President's market shares remained relatively stable, but analyzing the instant noodle market battles over these years, Uni-President's focus has gone beyond mere "boring" market share. In contrast, Master Kong, in order to compete with local brands in lower-tier cities, has gone to great lengths to control costs internally and achieve low prices. Master Kong has won over mass consumers, but before the next consumption upgrade, Master Kong is unsure how many of its price-sensitive consumers in its sales channels will accept higher-priced products again. Uni-President has adopted the opposite strategy. In the category of Laotan Sauerkraut Beef Noodles, Uni-President firmly holds the top spot, and "Tang Daren" has maintained double-digit growth. Uni-President has continuously launched new instant noodle products: Tang Daren, Ge Mian, Champion List, Man Han Yan... Uni-President was the first to transform its business thinking, shift competitive strategy, move away from self-destructive competition, implement customer-oriented product value enhancement, and systematically upgrade products. The completion of these product system upgrades not only improved Uni-President's profitability but, importantly, brought performance improvements, leading to geometric growth in corporate profitability. After recognizing the consumption upgrade, Master Kong gradually positioned its products as high-end to meet the demand of urban white-collar workers for small quantities and variety, launching cup noodle specifications. In the high-end product series, it emphasized upgraded products in the slow-cooked broth series: Black and White Pepper, Tonkotsu, Assorted, Zhen Liao Duo, and Soup Master, offering more diverse choices for consumers seeking high-end and quality products. However, based on current performance, Master Kong still finds it difficult to escape its predicament. Whether its full-price-band coverage strategy can seize growth opportunities in various instant noodle market segments remains uncertain!
Further Reading:
Master Kong vs. Uni-President: Beyond the Giants' Feud, the Survival Dilemma of SMEs
The undisguised confrontation between Master Kong and Uni-President is rare in the food industry. The grudges and entanglements behind this have provided endless talking points for the industry. But we are not just spectators; beyond the giants' battle, we also see the constraints of industry development, the disorder of market competition, and the survival dilemma of SMEs. What we hope to see is not a palace intrigue drama, but an inspirational drama that promotes market purification through orderly competition and drives industry upgrading through mutual catch-up. "Two-Faced" In 1992, two uninvited guests arrived in the Beijing-Tianjin region. From that moment, a duel over instant noodles began, with swords flashing in the martial world, and the throne of supremacy awaiting its master. The protagonists of this battle were, on one side, the then-obscure newcomer Master Kong; on the other, Uni-President, already claiming invincibility in Taiwan. Shadow War 1992-2007 Master Kong launched its first packet of红烧牛肉面 (braised beef noodles) in the mainland, just 15 days before Uni-President arrived. What Uni-President didn't expect was that the gap between it and Master Kong was not just 15 days. Uni-President brought its most Taiwan-palatable shrimp noodles, which suffered severe acclimatization issues in the mainland market. While shrimp noodles were losing ground, Master Kong's braised beef noodles swept the nation, reaching a peak market share of 98%. After the unfavorable start, Uni-President began strategic adjustments to turn the tide. They researched the mainland market and launched different flavors for different regions. At the same time, the deep-pocketed Uni-President spared no expense on advertising and even provoked Master Kong with price cuts. By 1998, Uni-President's revenue was over 2 billion yuan, and Master Kong's was 3 billion yuan, narrowing the gap significantly. After 2000, Uni-President's development nearly stalled due to a lack of major products with market influence and frequent changes in internal management. By then, the shadow war between Master Kong and Uni-President had escalated. An industry insider revealed that during the 2003 international palm oil price surge, instant noodle companies' monthly production costs suddenly increased by tens of millions of yuan, so Uni-President and Master Kong agreed to raise prices together. But when Uni-President adjusted prices as agreed, Master Kong held back, quietly seizing Uni-President's market share. A similar price-increase agreement occurred again in 2007. Uni-President planned to "return the favor" by not appearing among the dozen or so noodle companies that announced price hikes together through the Instant Noodle Association. However, the National Development and Reform Commission intervened, forcing companies to cut prices or promote heavily, foiling Uni-President's plans. During this long period, Master Kong and Uni-President engaged in countless overt and covert struggles over prices and advertising. The result was that Uni-President had to accept the harsh reality: Master Kong's braised beef noodles sold 7 billion yuan a year, while Uni-President's similar product sold only 120 million yuan. Master Kong, from humble beginnings, had achieved a reversal and established a dominant position in the mainland instant noodle market, while Uni-President, once a powerhouse in Taiwan, could only lick its wounds in the mainland. But perhaps, in Uni-President's heart, there was deep unwillingness to accept Master Kong's usurpation of its noodle throne. Counterattack 2008-2011 In 2008, Uni-President, which had fallen from second to fourth in market ranking, learned from its pain and adopted a market contraction strategy while adjusting its product line, vigorously promoting Laotan Sauerkraut Beef Noodles nationwide. At that time, Master Kong's braised beef noodles not only held the top flavor position but also occupied half of the instant noodle market. When news came that Uni-President's Laotan Sauerkraut Beef Noodles had reached annual sales of 2 billion yuan, Master Kong was suddenly awakened and quickly followed up in 2010 with its own Chen Tan Sauerkraut Beef Noodles, engaging in direct confrontation with Uni-President. Many other noodle companies also saw the trend and followed suit, making sauerkraut flavor the second-largest category in instant noodles, accounting for nearly one-sixth of the market. Uni-President's sudden rise in sauerkraut noodles sent a chill down Master Kong's spine. The leader was unwilling to see its territory eroded bit by bit. Thus, the focus of the Master Kong-Uni-President battle centered on sauerkraut noodles. The determination of Master Kong to seize market share was evident from their advertising. Uni-President's sauerkraut noodles hired the popular host Wang Han as spokesperson, while Master Kong's sauerkraut noodles invited the national goddess Yao Chen; Uni-President claimed to be the sales leader, while Master Kong emphasized its use of authentic aged sauerkraut. Uni-President then adjusted Wang Han's endorsement slogan to: "Some imitate my face, some imitate my noodles, but no matter how similar the imitation, it's not Uni-President's Laotan!" The insinuation and heavy gunpowder smell were unmistakable. Uni-President ultimately became the biggest winner in this flavor battle, not only turning losses into profits in 2011 with Laotan Sauerkraut Beef Noodles, with annual sales of 4 billion yuan, but also regaining the second position in the instant noodle market through the rise of this major product. Although Master Kong also got a share of this category, the 1 billion yuan revenue was clearly embarrassing for the big brother. Fierce Battle 2012-Present Years of grudges led Master Kong and Uni-President to engage in hand-to-hand combat at the channel terminal, with intensity that shocked many. A rumor spread in May 2012. To suppress Uni-President's Laotan Sauerkraut Beef Noodles, Master Kong implemented a "Plan to Exclude Uni-President" and made a ruthless move—subsidizing at least 500 yuan per month to sales points in the Northeast region to completely block Uni-President's instant noodles. The rumor also claimed that Uni-President had already lost 40,000 sales points. Before this was confirmed by either side, in September of the same year, it was exposed online that Master Kong had Japanese capital ties, and calls were made to boycott Japanese goods and Master Kong, with Uni-President suspected of being behind the leak. Money transactions and malicious defamation were frequently exposed in the Master Kong-Uni-President battle, leading not only to prolonged verbal wars but even to physical fights between salespeople of the two companies at terminals. In marketing, the two noodle giants also gritted their teeth and fought to the end. For almost the entire 2013, Master Kong added ham sausage promotions to all its cup noodles, triggered by Uni-President first offering ham sausages in nearly 60% of its cup noodle products. A small ham sausage undoubtedly worsened the already thin profits of both sides. Mutual exclusion at the terminal meant that sales investments never stopped. From the 2013 annual reports of the two companies, although their revenue growth was higher than the overall instant noodle market growth, profitability declined significantly, and Uni-President even showed losses again. This war seems to have no end in sight. Recently, media reported that Master Kong's chairman, Wei Ying-chou, declared at a results presentation in Hong Kong: "We will fight until they (Uni-President) call us 'big brother'." He also said that free ham sausages would continue to be given with Laotan and Braised Pork series instant noodles until market share exceeded 70%. Uni-President responded calmly, saying it would absolutely hold up no matter how fierce the war. This duel seemed likely to be decided in 2014. Behind the Battle The 2014 Master Kong-Uni-President battle appeared even more delicate. With the overall instant noodle market shrinking, industry insiders predicted that this battle could determine the survival of the companies. Slight Disparity in Strength Before analyzing the battle, let's look at the strengths of both sides. When it comes to Uni-President, industry insiders generally praise its new product development ideas. It is said that the idea for Laotan Sauerkraut Noodles originally came from a pickle factory. To promote its sauerkraut, the factory first approached Master Kong for cooperation but was rejected. It was Uni-President that recognized the opportunity, giving birth to the star product Laotan Sauerkraut Noodles. "Uni-President is also particular about packaging materials, product ingredients, and taste," commented Hu Yanfeng, general manager of Zhengzhou Yixin Trading Co., Ltd. "Besides instant noodles, popular beverages like Rock Sugar Pear and Assam Milk Tea were originally developed by Uni-President." In contrast, Master Kong's follow-the-leader strategy in products is more evident. But Master Kong has also achieved strategic advantages through its large food portfolio and regional customized product layout. Master Kong has a relatively complete product structure including instant noodles, beverages, and snacks, with instant noodles accounting for only 20% of its overall performance. For Uni-President, instant noodles remain its primary business, making its fate more closely tied to competition in this category. On the other hand, Master Kong realized that the era of "one product conquers the world" was over, so it began restructuring its product portfolio in 2011. While maintaining the dominant share of braised beef noodles, it customized products for different regions, such as Crispy Seaweed Fragrant Pot, Chuan Xiang Mei Cai, Fresh Crisp Snow Bamboo, and Spicy Cabbage Braised Beef Noodles. The large food strategy enhanced Master Kong's strength, while regional product construction helped build a strong regional market consumption base. Master Kong's more obvious advantage lies in channel control. As a distributor, Hu Yanfeng believes that the root of Master Kong's channel advantage is its strong sales team and reasonable channel strategy. Master Kong's interests are more closely tied to distributors, and its product profit margins and large-scale marketing support are important reasons attracting distributors. Uni-President is relatively weaker. "Uni-President sets higher tasks for distributors but offers fewer incentives than Master Kong, so in channels, Uni-President has never been able to outperform Master Kong." On the other hand, Master Kong's willingness to spend heavily on channels is astonishing. Qian Jin, general manager of Henan Qiannuo Food Co., Ltd., said that Master Kong has consistently implemented a buyout strategy, turning many terminals into exclusive stores for Master Kong products, directly influencing consumer purchasing behavior because consumers simply cannot buy Uni-President products. Tan Xun, managing director of Shanghai Dashu, told reporters: "Currently, Master Kong and Uni-President are divided by the Yangtze River, with the north being Uni-President's weak area. Master Kong spends heavily to increase market share. For example, a store might have monthly instant noodle sales of only 5,000 yuan, and Master Kong can offer 1,000 yuan." One Mountain Cannot Tolerate Two Tigers According to AC Nielsen statistics, the overall instant noodle market's sales value in 2013 grew only 2.6% year-on-year, while volume declined 1.3% from the same period in 2012, the first decline in volume, indicating slowing overall market growth. "Due to rising costs, the net profit per instant noodle product has been declining, and low industry profits are a consensus among practitioners. Thus, companies can only maximize profitability by increasing scale and market share," analyzed marketing expert Wang Guanqun. As the saying goes, one mountain cannot tolerate two tigers. When prey on the mountain becomes scarce, Master Kong's covetousness becomes more apparent. But why is Master Kong so eager to eliminate its opponent? Shao Ming, general manager of Hubei Guohua Food Co., Ltd., first attributed it to "the huge impact of Uni-President's Laotan Sauerkraut Noodles on Master Kong." "The success of Laotan Sauerkraut is commonly attributed to taste, but another important reason was the change in Uni-President's top management at the time," Hu Yanfeng told reporters. "Uni-President's biggest weakness, besides lacking Master Kong's channel network, is that its team's marketing thinking has not broken away from Taiwanese thinking, while Master Kong is more grounded. Uni-President's new executives brought development ideas that fit mainland market demands, narrowing the gap between the two." But some industry insiders believe that Uni-President's temporary lead is unsustainable. "Master Kong has always focused on one flavor, braised beef noodles, which is also its biggest advantage. In this category, its market share will not be less than 70%. Now they are focusing on the battle for the Laotan Sauerkraut market. Given Master Kong's strength, it is highly likely to surpass Uni-President in the future," Qian Jin analyzed. Perhaps Uni-President also sensed Master Kong's strong catching-up momentum and launched the ham sausage promotion war, which Master Kong immediately countered. Qian Jin told reporters: "Master Kong generally does not do internal product promotions; they only do promotions with items attached outside the product. This ham sausage war was a passive counterattack by Master Kong because they feared their terminal sales momentum would weaken." The 70% Oligopoly Ambition "How to be the leader? As long as you keep the second place far behind, you are the absolute leader," Wei Ying-chou once publicly stated his competitive view. Master Kong said it would seize 70% market share in the Braised Pork and Laotan Sauerkraut markets in 2014. Why did Wei set the target at 70%, rather than a more aggressive 80% or an easier 60%? The industry has multiple interpretations. Yang Yonghua analyzed: "This point is indeed interesting. In my view, Master Kong hopes to achieve 70% market share through the ham sausage promotion war, which would definitely be an absolute monopoly. In the FMCG industry, achieving 60% share already makes you the leader, but the position is not secure enough. If the target were set at 80%, the intention to become an industry oligarch would be too obvious, easily inviting attacks from all sides." Shao Ming analyzed based on industry concentration indices: "In the FMCG industry, if the market share of the top 4 companies (CR4 index) is between 65% and 75%, the industry is in a high-concentration oligopoly. Master Kong clearly wants to dominate the market share of the top four companies alone, achieving high-concentration oligopoly." An industry insider said, "JDB has a slogan 'Out of every ten cans of herbal tea sold, seven are JDB.' Given JDB's absolute leading position in the herbal tea market, it's not hard to understand Master Kong's desire to become the behemoth in the domestic instant noodle market." Creating Another Major Product In 2014, the Master Kong-Uni-President battle also showed a new feature: the high-end market battle. After 8 years of R&D and consumer research, Master Kong launched its revolutionary high-end new product "Ai Xian Da Can" this year, with a terminal price of around 6 yuan. Wang Guanqun, chairman of Beijing Yingxiao Li Enterprise Management Consulting Co., Ltd., told reporters: "I've tried this product. The noodle block is non-fried, breaking away from traditional taste, with vegetables and imitation beef in the seasoning. It tastes good. This is a move by Master Kong to guide market consumption trends." Uni-President also launched "Man Han Da Can" as a competing high-end product. Wang Guanqun mentioned: "Uni-President's high-end products now include Tang Daren and Man Han Da Can. Man Han Da Can retails at around 10 yuan and has been cultivated in markets like Shanghai, Guangdong, and Shenzhen for a long time. Uni-President will vigorously promote this product this year." "In the past, Master Kong and Uni-President did not launch non-fried high-end instant noodles on a large scale mainly because 90% or more of their products are still fried; they cannot deny themselves," Hu Yanfeng told reporters. Now, the consumption market seems mature. "Consumers do not lack purchasing power; the rapid growth of imported foods and the rise of high-end water are good examples. What consumers lack is a reason to buy." Another key reason both sides launched high-end products simultaneously is that such relentless promotions inevitably erode corporate profits. According to market estimates, the cost of a ham sausage is about 0.3 yuan, accounting for about 7% of the selling price. In other words, this promotion method gives away 7% of profits to ham sausage manufacturers. Previously, an industry practitioner told reporters that the profit margin for cup noodles is around 20%. That means the free ham sausage activity would take away more than one-third of the manufacturer's profits, easily leading to a decline in corporate performance. An industry insider said: "Distribution costs are so high, plus the cost of ham sausages, Master Kong and Uni-President's noodles are no longer profitable. Without high-end products, no one can hold out for long." In past battles for the noodle throne, the birth of star products was always closely related. So in this battle, the competition in high-end noodles is crucial, and whoever rises will be vital. The Pain of Racing to the Bottom Racing to the bottom means pushing oneself or others to an intolerable bottom line to gain competitive advantage. Master Kong and Uni-President, as the two largest instant noodle companies in the domestic market, have long been engaged in market brawls, accumulating deep grudges. When the entire instant noodle industry is stuck in an upgrade dilemma and both companies' instant noodle businesses are sluggish, the resurgence of the Master Kong-Uni-President battle raises questions: what impact will it have on the entire industry and market? The Leader Has Not Fulfilled Its Duty On this, Tan Xun was blunt: "I think Master Kong has not shouldered the responsibility of an industry leader. It has been stuck in a price war with Uni-President, ignoring the welfare of the entire industry and the realization of industrial upgrading." In interviews with instant noodle industry insiders, reporters found that small and medium brands are basically not making money or are losing money. In fact, whether to increase product profit margins or meet consumer demands, the entire industry has reached a turning point for upgrading. "The big companies are crazily fighting, and during a critical period when the instant noodle industry needs to guide consumption upgrades and industrial restructuring, they are clearly underinvesting in high-end products. SMEs are suffering under industry pressure, unable to promote new products, with slowing sales and declining profits. The entire industry is not prosperous. I am saddened by the current situation of Master Kong and Uni-President," Wang Guanqun said. The Industry Cost of One Company Dominating Master Kong's 70% target has made industry insiders feel dark clouds approaching. "The Master Kong-Uni-President battle is fierce. On the surface, giving away ham sausages benefits consumers, but will consumers' recognition of this category improve? We conducted surveys, and most consumers believe that instant noodle products lack innovation year after year, and market recognition is very low," Wang Guanqun said bluntly. Such competition is clearly losing money without gaining applause. "If Master Kong continues to use the price wars, promotion wars, and terminal grabbing tactics commonly used since 2012 to achieve this 70% market share, it is actually a self-destructive behavior," pointed out Chen Jing, an analyst at Orient Securities. "Now Master Kong has more than half of the market share, but look how it got it—by buying terminal shelves. Now they not only buy shelves in supermarkets but also in county-level markets. Before 2012, there was no such thing as buying shelves for instant noodles. They run promotions: a five-pack product retails at 12.5 yuan, and they also give you a stainless steel bowl. How much gross profit does such a product have? A bowl eats up all the profit," a convenience food company executive told reporters. "If Master Kong really wants to grab 70% market share, I can't imagine how chaotic the market will become!" Repeating the Dairy Industry's Mistakes "Now Master Kong and Uni-President are frantically grabbing market share and expanding market share at all costs. This market situation is very similar to the dairy industry competition before 2008. It can be said that today's instant noodle industry is yesterday's dairy industry," Wang Guanqun believes. Before the melamine incident, the dairy industry was in a period of rapid growth known as the "golden decade," with giants like Mengniu and Yili in a phase of rapid market expansion. Their means of competing were low-price promotions and buy-one-get-one-free offers on ambient milk to quickly capture market share. This competitive situation made the entire industry lifeless, with "milk cheaper than water" and "dairy farmers killing cows" becoming negative aspects constraining industry development. Even the subsequent large-scale melamine incident was partly due to safety hazards left by ultra-rapid expansion. It was not until high-end ambient milk like Telunsu and Jindian began to gain market traction that the industry gradually revived, leading a new round of development. But the question is: how long will it take for the instant noodle industry to have its own "Telunsu"? Mengniu and Yili, due to their extraordinary development, caused great damage to the dairy industry, and the melamine incident cooled the industry down. If Master Kong insists on amplifying its market sentiment and repeating the mistakes of Mengniu and Yili, can the instant noodle industry withstand this pain of racing to the bottom? -END- The best domestic FMCG distributor learning platform Focusing on providing professional, practical, and applicable tutorials for enterprises and distributors Committed to helping Chinese FMCG distributors grow rapidly The most professional and practical knowledge base in the FMCG industry Reply with the red number below to get the corresponding content Reply with number 1 to view the complete knowledge base | 001 Excellent Article Selection | 002 Distributor Market Operations | 003 Terminal Visit Management | 004 Sales Supervisor Skills | 005 Sales Improvement Techniques | 006 Channel Expansion | 007 Managing Distributors | 008 Distributor Development | 009 Distributor Internal Operations Management | 010 Team Management | 011 Efficient Distribution Techniques | 012 Sales Manager's Skills | 013 KA Operation Methods and Strategies | 014 First Lesson for New Salespeople | 015 Internet, Brands | 016 Distributor B2B Transformation | [Long press QR code to follow]