News New Distribution B2B is the first FMCG B2B e-commerce platform in China, adopting a business model of e-commerce platform + logistics distribution + convenience store franchising (self-operated supply chain, platform ordering, same-city delivery). It moves traditional wholesale markets online, centralizes all FMCG categories in logistics centers, and cooperates directly with first-tier distributors and manufacturers, solving problems such as lack of delivery services in traditional wholesale markets and incomplete categories, opaque pricing, and slow after-sales service in traditional distribution. It provides multiple value-added services for franchisees, including store location, layout design, product display, opening planning, and operational guidance. The management methods and technical output can better enhance merchants' market competitiveness, thereby increasing the transaction frequency of the ecological supply chain. It is understood that the New Distribution B2B platform has surpassed 50,000 registered users, and has established four logistics bases in Changsha Muyun, Changsha Xingsha, Changsha Wangcheng, and Guangzhou Baiyun in Hunan and Guangdong. Its Happy Hui convenience store franchise chain has over 4,800 stores across Hunan, Hubei, and Guangzhou. Viewpoint 1: FMCG B2B platforms without supply chain and logistics are all hooligans; centralized procurement and distribution is the only way out. Viewpoint 2: Give us 1 billion yuan, and there will be no wholesale markets in China. Viewpoint 3: FMCG B2B will change the traditional distribution model: 1.0 replaces second-tier distribution markets and traditional wholesale markets; 2.0 replaces non-strong first-tier distributors (agents); 3.0 completely changes the old distribution channel model. Viewpoint 4: What is the nature of convenience stores? Customers walk 5 minutes for convenient shopping, but the store has no warehouse. The faster the delivery, the better; the closer the warehouse to the store, the better. Viewpoint 5: What are the characteristics of FMCG? Low unit price, high purchase frequency, consumers have no plan, completely impulsive purchases, and low rigid demand (FMCG B2C/O2O is a false proposition within 5 years; Ma Yun and Liu Qiangdong can play with it). Viewpoint 6: Manufacturers' confrontation is meaningless; manufacturers will accept the fact of flattening in the future! If not us, then Ma Yun; if not Ma Yun, then Liu Qiangdong. The direct-operated model of FMCG B2B is the only hope. Viewpoint 7: FMCG B2B is being developed all over the country. In the next five years, there will only be two unicorns; the rest will all die. Viewpoint 8: The self-operated model means offline experience and offline delivery service; delivery service is the real way to connect with the community. Viewpoint 9: Only full-category FMCG B2B can achieve break-even. Viewpoint 10: The bitter self-operated model is not willing to do, cannot do, and cannot do well, so they choose the matching model, using B2C logic to do B2B. Viewpoint 11: Traditional wholesale markets move once every 10 years, from the second ring to the fourth ring, but it's useless! Move the big market directly online and move goods directly to logistics centers. After 10 years, the government will not support building wholesale markets; they will all build logistics centers. Viewpoint 12: What are the pain points of manufacturers? Price/channels/cash flow. After the emergence of FMCG B2B unicorns in the Chinese market, manufacturers are more excited than terminals, focusing on marketing and product development. B2B companies with operational and delivery capabilities are their most competent third-party logistics providers. In fact, they are paying close attention and extremely looking forward to a unicorn. Viewpoint 13: The operators of wholesale departments have all gone to open convenience stores. Why? First, their channels are being redistributed; second, the direct-operated model is truly worry-free and labor-saving. This is the future trend. Viewpoint 14: First-tier distributors are the most anxious. If they fail to complete tasks, their agency rights are revoked. They are afraid of flattening if they supply B2B logistics centers. In the end, distributors stop doing business, and manufacturers directly cooperate with B2B. Viewpoint 15: Second-tier distributors also want to expand categories to do B2B, but it's too late. Don't make a fuss. Viewpoint 16: 80% of distributors only "play" the role of advancing funds. The costs of renting warehouses, purchasing vehicles, and hiring ground promotion staff are too high. FMCG B2B serves terminal stores as well as first-tier distributors and second-tier brands. Viewpoint 17: We are half destroyers. We will not change first-tier distributors for now, but we must change second-tier distributors and traditional wholesale markets. Tomorrow, we will wear safety helmets to work. Viewpoint 18: In provincial capitals, second-tier distributors for single categories are redundant. Viewpoint 19: Not everything can be Internet+. FMCG cannot be B2C or O2O! Analysis: 1) Consumer habits have not kept up with the speed of Internet development; 2) The choice of vertical category determines life and death; 3) FMCG is more suitable for B2B in the next 5 years, and must integrate supply chain, logistics, and information flow; 4) Pure e-commerce matching platforms for FMCG are a false proposition. They learn from others to burn money on e-commerce. Watch them for another year; they will either transform or die. Viewpoint 20: Models can be copied, but ideas cannot be replicated; the capital winter is the return of value; choosing the category determines life and death, and choosing the entrance determines success or failure. Viewpoint 21: Doing basic work well is heavy assets and hard strength, which is the core competitiveness. Therefore, New Distribution B2B chooses the bitter self-operated model! Viewpoint 22: Become famous early, or die early and be reborn; meet JD.com early and fight a decisive battle, which is a pleasant thing. Also let the others give up early. Viewpoint 23: Industry experts + Internet genes are the kingly way for FMCG B2B! Viewpoint 24: FMCG B2B is king by region! Viewpoint 25: FMCG B2B matching platforms know they are meaningless, but they are stubborn and hold on! Viewpoint 26: Believe in the power of capital. Business models can be tested and transformed, but capital is a weapon for rapid development and building barriers.

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