---
title: "Online and Offline: Converging Paths in the Era of Digital Intelligence"
description: "This article explores the digital-intelligence new infrastructure in the FMCG industry, emphasizing that it is not just a slogan but requires long-term, meticulous craftsmanship. It is intended for brand owners, distributors, wholesalers, convenience stores, supermarkets, urban warehousing and distribution service providers, SaaS practitioners, new media marketers, and consumers who care about business upgrades and enjoy increasingly better products and services."
author: "数智化商业研究员"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2020-09-11"
language: "en"
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# Online and Offline: Converging Paths in the Era of Digital Intelligence

> This article explores the digital-intelligence new infrastructure in the FMCG industry, emphasizing that it is not just a slogan but requires long-term, meticulous craftsmanship. It is intended for brand owners, distributors, wholesalers, convenience stores, supermarkets, urban warehousing and distribution service providers, SaaS practitioners, new media marketers, and consumers who care about business upgrades and enjoy increasingly better products and services.

This article focuses on the digital-intelligence new infrastructure in the FMCG industry. The new infrastructure is not just a slogan; it requires long-term, meticulous craftsmanship.
The target readers of this article are **brand owners, distributors, wholesalers, convenience stores, supermarkets, urban warehousing and distribution service providers, SaaS practitioners, new media marketers, and the broad consumer base that cares about business upgrades and enjoys increasingly better products and services.**
Food, clothing, and daily necessities are essential for human society. From the Paleolithic and Neolithic societies where commerce was born thousands of years ago, this has continued into today's information society.
**The information society is both loved and hated.**
Who loves it? Alibaba and Tencent, Meituan which has recently skyrocketed, Didi, Ctrip, and also Zhaogang.com, Zhaobu.com, Zhaocai.com... These companies are at the top of the industrial chain in the information society; they love the information age.
Who hates it? Taobao store owners? Small restaurants? Taxis? Hotels? No, these groups don't hate it enough; at most, they have mixed feelings. Because although their days are getting harder, at least they can still earn some money through the internet.
I think the most hateful are the "offline" groups—those who have never been online or failed to go online. These are the diligent offline brand owners, the ubiquitous offline distributors and wholesalers, the small grocery stores and mom-and-pop shops, and the large supermarkets occupying prime urban locations. Yes, they are definitely the ones who hate it most, and it's pure hate without love. What has caused this phenomenon?
**-01-**
Now is the year 2020 AD. Let's start with the evolution of social division of labor and product sales methods. I will use **a semi-fictional story to analyze the essence of business**, allowing readers to experience it firsthand and review the old to learn the new.
Here's the story.
Old Du's family in the village had a bumper grain harvest this year. After filling the house, there was still a small bag left over, so they placed it by a big tree outside. Unfortunately, it rained and they forgot to cover it, so the grain got wet. Old Du was busy with farm work and didn't take it seriously.
A few days later, Old Du smelled a fragrant aroma, a magical scent he had never encountered before. He walked around the house for a long time and finally found the source: the bag of grain by the tree. The grain had fermented and developed a fragrance. He picked up the grain, and liquid dripped down drop by drop. He took a sip and found it quite tasty. Drinking more made him stagger and feel quite carefree. Old Du felt he had discovered a treasure and named this liquid with the magical fragrance: wine.
**Later, to commemorate Old Du, the village was named after him: Dukang Village. Many years ago, I visited that village.**
Old Du thought, such a magical thing must fetch a good price, so he set up a stall at his doorstep. But production was limited, so everyone had to queue up early every day to buy. Old Du grew the grain himself, harvested it, fermented it, bottled it, and set up the stall himself. He did all the work alone. At this stage, the commercial society was in its infancy, with no social division of labor, and sales behavior was simple—basically the "sit-back-and-sell" model of "good wine needs no bush."
With money so easy to make, some people became envious. Neighbor Wang was the most envious. Wang had been secretly studying how the wine was made, and his efforts paid off—he finally figured it out. After Wang brewed his wine, he also set up a stall. Later, Old Zhang and Old Chen also brewed wine, and everyone started selling wine from stalls.
Now it was a disaster. With so many people "sitting and selling," Old Du was worried sick. After much thought, he came up with a clever idea. The next morning, he pushed a cart loaded with good wine and went out. No more stall—he would proactively peddle door to door. Readers, this is called "**mobile selling**." From sit-back selling to mobile selling, Old Du upgraded and gained an advantage again.
Old Du's wine sales increased, he grew more grain, and his production workshop expanded. He couldn't handle it alone, so what to do? Hire people. Old Du hired a planting manager, a brewing manager, a sales manager, and a logistics manager. His expenses and income grew, and later he hired the village accountant as the finance manager. This is called "**professional division of labor within a large organization**."
Later, wine was sold to other villages. The sales manager, pushing a cart day and night, exhausted himself. What to do? Old Du developed a distributor in each village. Every evening, the distributor would pay at the factory warehouse, pick up the wine, wholesale it at a discount, and retail it at a higher price to villagers. The margin was substantial, and profits were generous. This is called "**distribution**."
By this time, Old Du's factory had over a hundred employees. Managing them became increasingly difficult. There were those who were incompetent, those who slacked off, and those who slept during work hours. Old Du couldn't stand it and decided to reform. He would outsource other departments, following the sales department's example.
Old Du stopped growing grain himself. He disbanded the planting department, keeping one person knowledgeable about planting, and bought grain directly from large grain growers—better quality and cheaper.
Old Du stopped doing logistics himself. He sold the carts, returned the warehouse, and laid off the staff, keeping one person knowledgeable about logistics. He hired a professional logistics company that did the job well and cheaply. But he kept the brewing department, as that craft was the lifeblood of the distillery.
This approach—retaining core process competitiveness while reducing costs and improving efficiency in non-core processes—is called "**professional division of labor outside the organization**." Internally, management costs were optimized; externally, upstream and downstream partners served Old Du with their professional capabilities and earned their due profits. Everyone was happy.
Neighbor Wang, seeing Old Du's business grow, became envious again. Wang decided that whatever Old Du did, he would do the same, since he could also brew wine. He wondered what other tricks Old Du had. Thus, in the FMCG sector, competition has always been intense, and it is precisely this competition that drives continuous business evolution.
Later, Old Du erected a tall and large billboard in the village for advertising, very impressive. When every household got a TV, Old Du advertised on TV. Both the public and distributors felt Old Du's distillery was strong and trusted him. Old Du's prestige in the industry grew, and he continued to lead the wine industry.
**-02-**
The information society arrived. Overnight, every household had a computer, and everyone had a mobile phone. The commercial society officially entered the era of digital-intelligence commerce.
At this time, a young man who knew nothing about brewing wine appeared. His surname was Ma. Xiao Ma understood computers. After graduating from university, he built a program himself. He said that in his program, you could buy any wine, and without distributors taking a cut, consumers could buy directly from the manufacturer.
Moreover, the young man's father was a wealthy man who bombarded the market with advertisements. Overnight, people flocked to this program to buy wine. Many small distilleries that had been suppressed by Old Du and Old Wang put their wine on this program to sell. Xiao Ma then issued a slogan: "Come to my program, and your business will no longer be difficult. You don't need distributors, and you don't need to give distributors a cut to sell your wine."
This "**small program**" grew bigger and bigger, quickly becoming a "**big platform**" for selling wine. Everyone went there to buy wine. Logistics services improved, and professional delivery companies developed on the big platform. It was bustling.
Eventually, Old Du and Old Wang couldn't hold out and put their wine on the platform as well. Thus, all large and small distilleries and distributors were selling wine on this program. Xiao Ma's big platform, having gained traffic from millions of consumers, controlled the product channel to consumers.
Xiao Ma's big platform gradually became the largest distributor for all distilleries, bigger than any single distillery. Later, Xiao Ma's college classmate Xiao Liu, who also understood computers, built a program. While Xiao Ma sold wine, Xiao Liu sold phones and computers. This small program also became a big platform and grew rapidly.
Old Du lit a cigarette: "These platforms keep asking me to promote and cut prices. If I don't cut prices or run promotions, consumers can't find my wine on the platform, and it won't sell." Old Du was selling a lot, but his profits were shrinking. What should he do next?
Not to mention Old Du's distributors. One of them, surnamed Zhao, was the earliest to follow Old Du. Old Zhao had paid a large deposit to secure the sales rights for Old Du's wine in "Zhao County." Old Zhao took out a loan from a money house, hired salespeople to promote to small shops in the county town, and built a warehouse and bought trucks for warehousing and distribution.
Although it was a lot of work and worry, Old Du gave Old Zhao exclusive distribution in Zhao Village, so Old Zhao could set prices himself, with good profits and a thriving business. Since the big wine-selling platform appeared, business became harder: prices couldn't be raised, and customers dwindled.
Old Zhao lit a cigarette, looking at his increasingly empty warehouse and the idle trucks beside it, his eyes blank. What should he do next?
At this time, another college graduate built a program. This program wasn't for selling goods but for chatting. Another graduate built a program for people to read news they liked.
The story ends here, leaving two questions: What should Old Du do next? What should Old Zhao do next?
With these two questions, we continue this article in modern business language.
We call Old Du's distillery a "**brand owner**," Old Zhao a "**distributor**," the people "**consumers**," and the industry "**FMCG industry**";
We call the big platform a "**centralized e-commerce platform**," the company delivering for the platform a "courier company," the money house a "**supply chain finance service company**," the small shop a "**convenience store**," and the act of distributing wine from the county town to convenience stores "**urban warehousing and distribution**";
We call the big platform's selling behavior "**online**," and the behavior of brand owners selling to distributors and distributors selling to convenience stores "**offline**";
We call the chatting program a "**social software**," and the news program a "**news software**."
Let's look at the development path of centralized e-commerce platforms. Typical examples are Taobao, Tmall, JD.com, Pinduoduo, and Vipshop. They were forward-thinking, relying on keen insight, advanced internet technology, and strong capital to reshape the commercial flow chain in the trade industry and redefine the social division of labor for those originally involved in capital flow, information flow, and logistics after the drastic changes in the commercial flow chain.
**The rise of centralized e-commerce platforms is fundamentally due to their ability to help consumers establish a low-cost, digitally intelligent (fast information) online business path directly to brand owners.**
To this day, this path remains the first choice for brand owners who lack the capability or time to build offline channels. New brands like Three Squirrels have greatly benefited from the online era. For regional small and medium brands or new brands, starting with online commercial flow, supplemented by online marketing methods such as online advertising and content marketing, remains the most effective path to business explosion—there is no other.
On this online path, in specific industries and product scenarios, traditional distributors have lost their value. The three major values of distributors—**advance payment, ground promotion, and warehousing/distribution**—are all invalid because consumers and the industry chain no longer need them. Therefore, in the digital-intelligence era, these distributors have lost their necessary social division of labor and are redundant.
On this online path, traditional well-known brand owners no longer have an advantage. Their vast offline channel systems, built over many years, suddenly lose their power, and there is even a risk that their entire market share could be eaten up by new online brands. The two main entities in this channel—brand owners and distributors, i.e., Old Du and Old Zhao in the story—need to decide what to do next.
**The focus of this article is how traditional brand owners and distributors should transform. We attempt to see the essence of change through complex appearances.**
Let's return to the reasons for the rise of e-commerce platforms. Simplifying the issue, I summarize two points: **first, digital-intelligence technology support; second, consumers' online accounts are confirmable and traceable.**
**First, through digital-intelligence technology, e-commerce platforms provide consumers with a great place to "shop" online, capable of handling extremely high concurrent access without crashing** (this also contributed to the success of Alibaba Cloud, and the technical strength of internet giants like Meituan and Didi is also very strong);
**Second, through confirmable consumer accounts, e-commerce platforms can execute a series of closed-loop commercial flows, up to the final payment action, and after confirmation, they can track and naturally aggregate consumer traffic** (this also contributed to the success of Alipay, now Ant, and WeChat Pay).
These two points are the lifeblood of online business, creating the powerful Alibaba. Calling it powerful is not an exaggeration. Over a decade ago, in the top tier of the internet, Chinese players faced extreme difficulty; even the American giant Amazon came to the Chinese market and returned in defeat.
Let's get back to the point: If brand owners and distributors also pursue these two points, can they also make their online business thrive? The answer is: previously, no. Why not? Let's extend the timeline back to over a decade ago.
From 2000 to 2010, that era was called the informatization era. Talent and technical barriers in the computer and network fields were severe. Severe barriers mean extremely high costs.
For example, Old Du, as a wine brand owner, to build his own informatization system, needed to set up a computer room, install hardware like servers, switches, routers, and firewalls, install software like sales, finance, and transaction systems, and then rent high bandwidth to handle concurrent transactions.
Moreover, in the computer network and software fields, all hardware and software are rapidly iterating, requiring frequent upgrades and iterations. Without upgrades, systems become slower and unable to meet new technological load requirements, poor usability drives customers away.
None of the above matters. **What matters more is the need to maintain an IT team of dozens or even hundreds to support the operation, maintenance, and exception handling of the entire huge system.**
None of the above matters. **What matters even more is that brand owners also need to set up IT systems for their distributors, both hardware and software. Each major brand owner has hundreds or even thousands of distributors—this is an astronomical number.**
A simple calculation: one-time investment of several hundred million, plus tens of millions annually, and a comprehensive upgrade every few years. Old Du, a wine seller, really had it tough.
Remember, what I just described is only the "**informatization era**," not the current "**digital-intelligence era**." Concepts like informatization, digitization, smartization, and digital-intelligence are confusing. Let's briefly distinguish them.
Informatization is only the intra-organizational evolution of enterprise processes, while digital-intelligence adds links with upstream and downstream industry chains, links with consumers, and mining of data value. Thus, digital-intelligence brings external transactions and big data.
Moreover, brand owners and distributors find it difficult to lead business model changes in digital connectivity and data value mining. This is a "gene deficiency." Even if they spend heavily to build comprehensive systems, they still struggle to break through original business logic.
That was the state of IT over a decade ago. What about now? I'm happy to say that now it's possible. For brand owner Old Du and distributor Old Zhao, it's truly possible.
Because the two points mentioned above can now be achieved at controllable costs and with relatively thin talent reserves. Returning to the two points: first, digital-intelligence technology support; second, consumers' online accounts are confirmable and traceable.
First, let brand owners and distributors join me in giving thanks. There is so much to thank; let's focus on the key ones: thank the cloud, thank smartphones, thank mobile apps like WeChat, Toutiao, Baidu, Douyin, and also thank a group that may be unfamiliar to many: SaaS system service providers.
The cloud, simply put, means enterprises no longer need their own computer rooms, servers, or professional maintenance staff. Servers are centralized in remote locations, in bases like Alibaba, Huawei, and Tencent, called the cloud—Alibaba Cloud, Huawei Cloud, Tencent Cloud, etc.
The cloud is a manifestation of the sharing economy, sharing computing power and professional personnel, greatly reducing costs and improving efficiency for the information society, and providing the technical prerequisite for connectivity in the digital-intelligence era.
Smartphones need no elaboration. Smartphones have turned almost everyone into participants in the digital-intelligence era, reachable at their fingertips.
WeChat, Toutiao, Baidu, Douyin, etc., are all connectivity tools with unique ID attributes, and they are free for both consumers and businesses.
**Let's focus on SaaS service providers. SaaS stands for Software as a Service. SaaS service providers are a commercial group that provides SaaS system software. The emergence of SaaS changed the software ecosystem that previously required deployment in private computer rooms. With the development of the cloud, SaaS is deployed on the cloud, providing 24/7/365 uninterrupted service.**
Mobile Taobao, Tmall, JD.com, WeChat, Toutiao, Baidu, Douyin are essentially SaaS; their servers are on the cloud, and consumers can register an account and use them. Imagine if you had to buy a server to use WeChat—that would be unimaginable.
We are glad to see more and more SaaS software for small, medium, and large enterprises. At this point, the digital-intelligence era has truly arrived.
The advantages of SaaS software are numerous.
**● First, low investment and usage costs**
From a technical perspective, SaaS is simple to deploy; no hardware purchase is needed, just simple registration. Enterprises no longer need to equip IT professionals, yet they still get a reliable system.
**● Second, fast and accurate upgrades and iterations**
When business processes change, SaaS quickly upgrades and iterates to meet the system requirements of the business.
**● Third, freeing up human resources**
From maintenance and management, no dedicated maintenance or management personnel are needed, freeing business managers from trivial IT matters to focus on core business.
**● Fourth, none of the above matters; what matters is connectivity**
Privately deployed software has poor connectivity. In contrast, SaaS's strong connectivity prevents enterprises that haven't gone online from becoming information islands, allowing them to fully and actively embrace the information society, tap into business opportunities, and enjoy its benefits.
The strong connectivity of SaaS architecture is inherently designed for the internet and information society. Here are four points:
**First, SaaS can fully connect the departmental systems of large enterprises, preventing departments from working in silos for their own KPIs, and the overall data can be used by the decision-making layer for analysis.**
**Second, SaaS can fully connect large enterprises with their upstream and downstream SMEs, forming a pan-supply chain alliance in the information age.** Remember, brand owners and distributors, including upstream factories, form a supply chain. Today's competition is no longer between individual organizations or companies but between supply chains.
Brand owners compete with upstream and downstream companies and other manufacturers, and also with centralized e-commerce platforms. On a larger scale, competition between China and the US is also supply chain competition. Why did China offer huge incentives and accept competitive risks to bring Tesla to Shanghai? It was to have Tesla drive the entire domestic electric vehicle upstream and downstream industry chain.
So, brand owners, remember: stop pushing inventory onto distributors, and don't sacrifice product margins just to push inventory. Instead, use SaaS software acceptable to both brand owners and distributors to fully straighten the supply chain, making it consumer-pulled.
**Third, SaaS can connect brand owners + distributors with professional service companies. For example, marketing service companies' systems can directly recommend business opportunities to brand owners' and distributors' SaaS ERP systems, letting professionals do professional work.**
Also, for example, after orders from brand owners + distributors are generated in their SaaS ERP, they can be directly pushed to the logistics systems of warehousing and distribution service providers, just like centralized e-commerce platforms push orders to courier companies. Again, professionals do professional work. Brand owners can focus more on their products, and distributors can focus more on their sales.
Fourth, SaaS can fully connect brand owners + distributors with consumers. As I mentioned earlier, consumers now have a smartphone, a WeChat account, a Toutiao account, and young people also have a Douyin account. Everyone has free terminal tools for connectivity.
Connectivity tools are now available through SaaS.
**-03-**
**The connectivity channel can now be opened.**
The big platforms built this connectivity channel early, which shaped their great industries. Now, technology is widespread, costs have dropped, and employees and consumers have adapted to digital tools. Technology is becoming a basic tool.
The offline channel from brand owner to distributor to store to consumer is now ready to establish its own "connectivity."
How to do it specifically is a complex systematic project. From the enterprise perspective, I think there are three main points.
**First, build a solid internal ERP. Whether brand owner or distributor, this is the essential operational core in the digital-intelligence era.**
Wealthy brand owners can choose privately deployed ERP software, but distributors must choose SaaS ERP. Through ERP, you can seamlessly manage sales, inventory, and finance, and pass orders to the warehousing department or professional urban warehousing and distribution companies. Large distributors' warehousing departments can also use professional SaaS warehousing software to manage operations, keeping goods online 24/7 until delivery to small shops.
**Second, synchronize product data between your ERP and your upstream and downstream companies. Product data synchronization is the core of supply chain competition.** Brand owners' ERP and distributors' ERP must have interfaces to share necessary real-time data. At minimum, this data should include logistics data that doesn't involve final selling prices—i.e., inventory and delivery data.
Real-time, accurate product data is a wall between brand owners and distributors. Breaking it is a double-edged sword. Here, I want to tell distributor friends: in the internet information society, stop harboring illusions about excessive profits. Where are the excessive profits?
If you abandon this illusion and honestly share real sales and inventory data with brand owners, building trust based on data rather than on entertainment and hospitality, will excellent brand owners still push inventory down your throat? You should become true partners, jointly facing competition from other manufacturer systems and e-commerce platforms.
**Third, synchronize product data between your ERP and small shop owners and regional consumers, so that small shops can reach your products in real time, and consumers in your city can reach your products in real time.** As for how to reach them, you must put in hard work to study online marketing and offline customer acquisition.
I remind you that the online customer acquisition cost for all centralized e-commerce platforms is now over 200 yuan. So offline, in your city, there is ample room for customer acquisition.
**-04-**
Let me give a simple example: hire 10 people, find the 100 convenience stores closest to your warehouse, find the 10 residential communities closest to your warehouse, and with reliable new product introductions, knock on doors and scan QR codes to acquire customers.
Of course, there are also various online marketing methods: write a soft article, run a promotion, post it in your Moments, and share it in your communities. Distributor bosses, this is your greatest value in the "offline industry chain" in the future—this social division of labor.
After acquiring customers, what then? You must do a good job of customer operations for small shop clients and consumer clients, just like Taobao store owners do e-commerce operations. After digital-intelligence connectivity is completed, these offline customers have transformed into online, and operations need to follow up immediately. The cost of acquiring new customers is much higher than mining existing ones. Please cherish your old customers and reach out to them frequently.
If distributor bosses don't have this mindset, can't figure it out, are unwilling to do it, or can't bear the risk of transformation failure, there is another path: provide urban warehousing and distribution services.
Providing warehousing and distribution services for large and small distributors who have successfully transformed, doing unified warehousing and shared distribution, and even starting same-city courier services in the future, is also a very good path. This is also called successful transformation. This is how the digital-intelligence era reshapes social division of labor. As long as there is division of labor, there is value and profit.
In certain FMCG categories, we boldly predict that after successful digital-intelligence upgrades, future urban distributors will become online, becoming regional e-commerce platforms, with both 2B warehouse-to-store and 2C warehouse-to-home capabilities.
As for how the warehouse reaches the store or home, you don't need to worry. There will be many warehousing and distribution service providers, same-city courier companies, and errand services to serve you. Please seriously build your ERP so you have data to rely on and can reward and punish clearly. Please seriously manage marketing so that all employees sell and you sell more goods.
Brand owners, distributors are your friends. Support them both in experience and in costs.
Brand owners and distributors need to complete digital-intelligence upgrades with the help of SaaS service providers. Shift from the outdated model of constantly opening stores and hiring salespeople to a new infrastructure of digitalization, intelligence, and smartization to gain productivity.
If you are complacent and refuse to transform, you will inevitably be eliminated by new social divisions of labor and business models.
If you embrace innovation and the internet, using digital-intelligence to transform yourself, you will definitely have value in the new social division of labor.
**-05-**
Finally, assuming we have completed the digital-intelligence upgrade, let's carefully analyze the commercial costs and efficiency of the offline channel to give brand owners and distributors confidence.
Online: Old Du's wine is sold on the platform. After paying online marketing and customer acquisition costs, the platform sells to consumers. In logistics, a courier picks up the wine from Old Du's warehouse or the platform's warehouse, then through the courier's collection, distribution, collection, distribution, and delivery, it finally reaches consumers 1,000 kilometers away.
Offline: Old Du's wine is sold to distributors in commercial flow, who sell to small shops or consumers, accumulating small shops and consumers through digital-intelligence cores and free traffic tools. In logistics, Old Du ships full truckloads to distributors' warehouses 1,000 kilometers away, and distributors deliver to small shops or use same-city couriers to reach consumers.
Where is the key variable? It lies in distributors using digital-intelligence SaaS cores and free traffic tools (like WeChat, which everyone has) to accumulate small shops and consumers. This is the core. If done well, it's victory. I believe that after the older generation of distributor bosses retire and the second generation, adapted to the digital-intelligence era, takes over, most distributors can do well.
The essence of business model innovation is technology-driven. If technology becomes a universal tool, then we must return to the essence of business. The essence of business is competing on cost, efficiency, and flexibility. In this regard, clearly, the distributor channel is superior to large companies and platforms.
Distributors that successfully transform become regional e-commerce platforms in their cities. When every city has such regional e-commerce platforms, nationwide, they form what is called "decentralized e-commerce platforms." As mentioned above, goods from these platforms can reach stores or homes.
I believe that the offline channel, after being suppressed by online for over a decade, will surely be revitalized.
That's the conclusion. At this point, let me briefly insert an advertisement.
**Bai Zhihui (BEST DataClub)** is a service provider for brand owners and distributors, offering SaaS ERP and warehousing/distribution systems. It is a business segment under BEST Inc. BEST Inc. was founded in 2007 by Mr. Zhou Shaoning, former co-president of Google Greater China. The company focuses on information systems and logistics services for the trade supply chain. It has nearly 1,000 IT developers and went public in 2017, with revenue of 35.2 billion RMB in 2019.
Whether it's online ERP, offline ERP, WMS, TMS systems related to trade, or physical logistics warehousing and distribution services, BEST Inc. has been cultivating this field for 13 years, doing its professional part in a rapidly changing business model. We sincerely stand with brand owners and distributors, hoping to help everyone with our professionalism, and to learn and progress together.
From the incompatibility of online and offline to the converging paths in the digital-intelligence era.
With low-cost digital-intelligence tools, the starting points of large and small enterprises are aligned again. The future depends on us.
Source: Bai Zhihui (ID: best_tjbzh)
Tips will be paid 400-2000 yuan upon adoption.


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