On December 9, People's Daily Online released the high-end interview 'People's Living Room' in Beijing, with JD Industrial's vice president attending. On December 11, less than three days later, JD Industrial went public! Also participating was Zhou Shaojie, dean of the Institute for Contemporary China Studies at Tsinghua University, who interpreted the industry's development direction for the next five years from a national policy perspective. The interview also featured another company—Tongfu Group, whose innovative model has become the most promising business model of the moment. Authoritative media setting the tone, experts interpreting trends, and capital landing for giants... Behind this lies a wealth opportunity—the deep integration of industrial internet and consumer internet (referred to as 'dual-network integration'). First, let's understand a core question: Why has the '15th Five-Year Plan' elevated 'dual-network integration' to such a high position? The answer is simple: the consumer market has long changed. In the past, it was 'whatever the manufacturer produces, consumers buy'; now it's 'whatever consumers want, manufacturers must produce.' But here's the problem: the bottlenecks in the FMCG industry are more stubborn than you think. Manufacturers don't know what consumers want and blindly produce; distributors are overwhelmed by inventory pressure and have no way to transform; terminal store owners are stuck with empty stores, operating purely by feel. This is the traditional 'pressure transmission' model—upstream pressures downstream, downstream can't bear it, and eventually the entire industry chain loses vitality. What Tongfu is doing is thoroughly activating this chain. Tongfu Group President Liu Hui interviewed by 'People's Living Room' Tongfu Group President Liu Hui said in the interview very practically: 'The core of the Tongfu sharing platform is not to overturn the existing structure, but to activate the vitality of the entire chain through empowerment and connection.' Specifically, Tongfu uses 'two integrations' and 'eight-character policy' to connect the entire chain of 'manufacturer-distributor-store-customer.' First, look at the 'two integrations': One is the integration of industrial internet and consumer internet, allowing data between production and consumption ends to interconnect; the other is the integration of online and offline, allowing resources and traffic to flow efficiently in physical stores. Simply put, it lets manufacturers hear the voice of consumer demand and lets stores receive precise customer traffic. Next, look at the 'eight-character policy,' which is the real key to breaking the deadlock:

  • 'Connect manufacturers'—Tongfu collaborates with upstream supply chains for intensive operations, using consumer big data to drive order-based production, helping manufacturers reduce costs and increase efficiency;
  • 'Tie distributors'—Tongfu turns distributors into 'platform operators,' activating their local terminal resources to make big money together;
  • 'Stick to stores'—Tongfu empowers terminal stores with digital tools, assists in promotional operations, attracts stable traffic, and keeps small stores profitable;
  • 'Lock customers'—Tongfu uses quality products and services to help small stores retain consumers, completing the closed loop from supply chain to consumption end. Take this year's Mid-Autumn Festival case, which directly proves the effectiveness of this business model: Tongfu partnered with a nut manufacturer and a beverage manufacturer to create a 100-yuan combo package. Cross-brand collective procurement gave small stores high-quality, competitively priced bestsellers while also passing savings to consumers. Many small stores used this package to drive traffic and conversions, achieving sales of over a thousand sets per store! This is not the traditional 'inventory pressure' but rather stores being activated, proactively generating new demand, and then pushing upstream manufacturers to supply precisely—perfectly aligning with the underlying logic of 'new demand creating new supply' in the national '15th Five-Year Plan.' Overall, Tongfu's practical path is clear: horizontally, it spreads this model nationwide, benefiting more stores and supply chain enterprises; vertically, it connects commercial flow, logistics, information flow, and data flow, expanding into more business formats; simultaneously, it uses AI large models to provide operational diagnostics for manufacturers, distributors, and stores, making digitalization truly take root in the physical industry. Now you understand why Tongfu is said to be the most promising business model during the '15th Five-Year Plan' period! It's worth noting that Tongfu has never detached from the real economy—over 30 years of physical industry accumulation, over 1.2 million terminal outlets, and over 10,000 supply chain enterprises. This is the foundation that enables Tongfu to connect the entire chain. As President Liu Hui said: 'Building a platform detached from the foundation of physical business cannot solve the industry's real pain points.' And this precisely hits the core demand of the national push for dual-network integration: using digitalization to empower the real economy, letting manufacturers, distributors, and stores all make money, and truly activating consumption potential. Next, it's about who can keep up with this pace. And Tongfu is already running ahead.