In the overall Southeast Asia expansion plan, the Philippines is an unavoidable market. Like Indonesia, it is a high-growth, populous market with deep-rooted traditional trade channels. Generally, the Philippines is more challenging than Indonesia, Vietnam, Malaysia, and Thailand. We recommend that brands gradually expand into the Philippines after establishing a preliminary presence in those markets.
Philippines Channel Landscape
The FMCG retail landscape in the Philippines is characterized by "heavy offline, strong traditional trade, and gradual modernization":
Traditional channels (especially street-side sari-sari stores) still hold the base, being the decisive route for sales volume; modern channels, though expanding rapidly in recent years, play a greater role in improving distribution efficiency and brand image; e-commerce, while growing fast, remains supplementary in daily FMCG sales.
(Source: Nielsen)
Traditional trade still accounts for about 60% of the market in 2024, with sari-sari stores contributing about 40% of that share.
For brands, this means that to achieve volume in the Philippines, the core is to deeply cultivate the breadth of coverage and sell-through efficiency of traditional offline channels. On the other hand, to build brand image and enhance pricing power, modern channels and emerging online channels are essential.
Therefore, in the Philippines, doing FMCG and scaling essentially means building the base in traditional trade, while brand and profit rely more on modern channels and online content e-commerce.
(Source: Nielsen)
Philippines offline retail can be summarized into six types:
1. Traditional Grocery Stores / Mom-and-Pop Stores (Sari-sari stores) — The core channel close to communities, high frequency, low transaction value. Sari-sari stores scattered across the country are the capillaries of Philippine community commerce.
2. Supermarkets / Hypermarkets / General Merchandise Stores — Main force of modern trade, dominated by leading chains. The large supermarket segment is largely controlled by a few conglomerates:
- SM Group with SM Supermarket, SM Hypermarket, Savemore, etc.
- Robinsons Retail Group with Robinsons Supermarket, The Marketplace, Shopwise, etc.
- Puregold Price Club operates numerous mid-to-large grocery supermarkets and also plays a wholesale supply role in traditional trade.
3. Convenience Stores — The new battlefield for near-field impulse purchases, the fastest-growing modern format. Convenience stores in the Philippines have seen explosive expansion in recent years. 7-Eleven is the market leader, operated by Philippine Seven Corporation (PSC), with over 4,000 stores nationwide and a public target to exceed 5,000 by 2026.
In fact, the Philippines has become 7-Eleven's sixth-largest global market, after Japan, Thailand, the US, South Korea, and Taiwan. Besides 7-Eleven, other active convenience chains include Alfamart (a hybrid small supermarket/convenience store format in partnership with SM Group), Uncle John's (formerly Ministop, renamed after acquisition by a local company), Lawson, FamilyMart, AllDay, etc.
4. Membership Warehouse Clubs — Represented by S&R Membership Shopping and Landers Superstore, similar to Costco. These stores are few in number (S&R has about 20+ stores, Landers about a dozen), mostly in core cities like Metro Manila.
5. Drugstores / Beauty Stores — Important channels for personal care, beauty, and health products. In specific FMCG categories (e.g., personal care, beauty, household cleaning, OTC drugs), specialty chains often have higher sales efficiency. For example, Watsons and Mercury Drug (the largest local pharmacy chain with over 1,000 stores) are key retail channels for such products.
These channels have relatively higher transaction values and strong consumer trust, making them worth attention for Chinese brands aiming at the mid-to-high-end market (e.g., beauty and personal care, small appliances). However, entering drugstore channels may require more product registration and quality standards, and negotiation barriers are higher.
6. Discount Stores / Cash-and-Carry Wholesale — Combining wholesale and retail, serving price-sensitive customers and small store restocking. In the Philippine retail ecosystem, the "wholesale-retail integration" phenomenon is common: many large supermarket chains also act as wholesalers, providing restocking channels for nearby small grocery stores.
For example, Puregold, on one hand, operates stores for end consumers, and on the other, attracts small store owners to purchase goods at wholesale prices through its "Aling Puring" wholesale membership program. This is equivalent to large retailers strengthening their control over traditional trade, incorporating small stores into their supply chain.
Other local discount/wholesale stores (such as Super8 Grocery Warehouse, Prince Hypermart, and other regional players) also adopt warehouse wholesale models, focusing on low-price, large-pack sales, targeting both budget-conscious families and small retailers for restocking.
With digitalization, many wholesale retailers have developed online ordering functions, allowing small store owners to order via app and pick up in-store or wait for delivery. This trend of digital restocking for traditional small stores is increasingly evident: Puregold has developed a mobile app to facilitate sari-sari store owners to order online directly.
Wholesale discount channels are highly price-sensitive, but they offer extensive coverage and penetration, making them potential volume channels for Chinese brands with lower price points.
Distribution Structure:
Success in the Philippines
Depends More on "Distribution" Than "Marketing"
In the Philippines, "getting products in front of consumers" is often more challenging than "whether consumers have heard of your brand". Due to the archipelago geography and the retail ecosystem dominated by traditional small stores, the distribution system in the Philippines is naturally multi-layered and regionally fragmented.
This means that brands entering the Philippine market must place high importance on building and managing distribution networks; otherwise, even if marketing campaigns are loud, products may not reach channels or may fail to supply consistently, leading to failure.
A one-sentence summary of Philippine distribution characteristics: Archipelago terrain + small store dominance ⇒ distribution must be multi-layered and strongly regional.
I. Common Distribution Chains
FMCG distribution in the Philippines can be broadly divided into two typical types: modern trade chain and traditional trade chain:
1. Modern Trade Direct Supply Chain: Brand/Importer → Modern Retail Chain Headquarters → Chain Stores. Modern retail here includes large supermarkets, convenience store chains, drugstore chains, etc.
Since large chains typically have centralized purchasing systems nationwide or regionally, brands can enter dozens or hundreds of stores at once through negotiation.
Advantages: Short distribution chain, efficient flow from warehouse to store, standardized in-store display, easy to build brand image, and relatively transparent and centralized sales data.
Disadvantages: High entry costs (listing fees, rebates, etc.), strict contract terms, and in the current Philippine market, KA channels may contribute less than half of total sales.
In other words, if a brand only enters modern channels and neglects traditional trade, it may only cover urban middle-class consumers, missing out on the broader grassroots market volume.
2. Traditional Trade Multi-Layer Chain: Brand/Importer → National Distributor or Regional Distributor → Secondary Wholesalers → Sari-sari Stores/Market Vendors → Consumers.
Many international brands in the Philippines choose 1-2 national distributors (or multiple regional distributors), who are responsible for distributing products to local wholesalers or large retailers, then layer by layer down to street-side stores.
Advantages: This chain can reach an extremely wide end market—the Philippines' over 1.1 million small stores can only be covered through such a manpower-intensive hierarchical network.
Disadvantages: Obvious: long chain leads to multiple markups between ex-factory price and retail price, making price control difficult; information flow lags, making it hard for manufacturers to monitor terminal sales and inventory in real-time; multiple intermediate links increase risks of loss, diversion, and cross-region selling; small store owners lack display and promotion motivation, requiring frequent visits by field staff to maintain relationships.
Therefore, doing traditional trade in the Philippines requires significant investment in distributor management, wholesale relationships, and terminal sell-through—a heavy-asset, labor-intensive task.
It should be noted that the above two chains are not mutually exclusive. In reality, many brands walk on both legs: entering SM/Puregold and other chain supermarkets via KA, while also distributing through distributor networks to traditional markets, thus balancing brand exposure and sales volume.
Additionally, there are hybrid models, such as a brand entrusting a large distributor that both supplies chain KAs and goes down to wholesale markets, acting as a master distributor. In this case, the chain is slightly shorter than pure traditional, but still requires managing multi-layer markets.
II. Three Key Factors for Distribution Success
Regardless of the distribution model, three key factors determine distribution effectiveness in the Philippines, deserving high attention from brands:
1. Island Logistics and Cost Differences: The major regional markets in the Philippines are separated by seas, with huge differences in logistics costs and speed. For example, shipping from Manila to Mindanao may require sea-truck intermodal transport, taking longer and costing more.
This results in vastly different landed costs for the same product across islands. If brands do not manage this strategically, pricing chaos may occur: either unifying national retail prices and squeezing profit margins in some regions, or varying prices by region leading to frequent cross-region selling and dumping.
Therefore, brands need to consider regional differences in pricing and promotions, appropriately provide higher price differentials for remote areas, or even allow different SKUs/specifications by region to differentiate prices and prevent market interference between regions.
High island logistics costs also mean distributors tend to prefer products with high profit margins and fast turnover; low-margin, bulky products may have no takers in remote markets.
Thus, if a brand has heavy products (e.g., liquid beverages), it needs to design reasonable freight subsidies or regional incentive policies, sharing logistics costs with distribution partners; otherwise, channels may be inactive.
2. Distributor Capability and Coverage Structure: Choosing the right distributor is half the battle. Philippine distributors vary greatly in size and capability. Some are strong in traditional trade, with hundreds or thousands of salespeople and wholesale outlets, but can hardly enter modern retail; others have close ties with large chains but lack field distribution teams.
Ideally, brands want a versatile distributor that can both run street stores and negotiate with KA customers. However, in reality, such "one-stop" partners are rare. So brands often need to build a tiered, diversified distribution system: possibly one national importer, several city-level distributors, each with different strengths.
In any case, brands must invest effort in managing and training distributors, not treating them as simple buy-and-sell relationships. Set reasonable sales targets, channel expansion plans, and provide promotional resource support. When evaluating distributors, assess their warehousing and delivery capabilities (cold chain adequacy), financial strength (ability to support credit sales to terminals), and sell-through team (sufficient salespeople to visit small stores).
Building and maintaining a distributor network is a long-term project requiring brands to establish a local commercial team for close coordination. It can be said that in the Philippine market, the degree of control and collaboration with distributors will directly determine product distribution rate and market share.
3. B2B Digitalization Trend: Traditional Philippine small grocery store owners typically purchase goods themselves from wholesale markets or wholesale supermarkets, with weekly restocking being the norm. Under this model, brands have almost no visibility into terminal small store sales and cannot directly influence store owners' ordering decisions.
However, in recent years, a trend of digitally transforming small store restocking has emerged.
On one hand, large retailers have launched their own small store ordering apps or membership supply programs. As mentioned, Puregold, through its "Aling Puring" membership program and mobile app, has registered over 800,000 small store owners nationwide as members, allowing them to order goods directly from Puregold.
This turns Puregold into a wholesale platform, increasing sales while binding loyal customers. A USDA report also notes that Philippine supermarket operators are using online platforms and mobile apps to provide ordering services and loyalty rewards to small retailers, facilitating restocking.
On the other hand, independent B2B e-commerce platforms (such as startups like GrowSari) are beginning to offer one-stop ordering for small stores, claiming to be the "small store connection" of the Philippines. If these digital attempts succeed, they will gradually improve supply chain efficiency and reduce intermediate links.
Brands should closely monitor and actively participate: for example, partnering with Puregold for promotions on its small store ordering app, or directly connecting with B2B platforms for supply.
Chinese Brands Entering the Philippines:
Eight Key Points
Based on the above insights, for Chinese FMCG brands preparing to enter the Philippines, we list 8 actionable points from a practical perspective as a reference. These points directly address the unique challenges of the Philippine market; handling them well will significantly increase the success rate of going global.
I. Route Selection:
Clearly Prioritize Branding or Scaling Route — Given limited resources in the Philippine market, first decide whether to prioritize building a brand and gaining pricing power, or focus on volume and scale. These two routes require distinctly different channels and investment priorities:
1. Branding First: Focus on modern channels and online content marketing. That is, quickly enter mainstream chains (SM, Robinsons, Watsons, etc.) to boost brand exposure, list in convenience stores like 7-Eleven for young consumers to try, and combine with Shopee/TikTok and other online channels for seeding and promotion.
This path emphasizes product image and buzz, suitable for products with innovative selling points or mid-to-high price points. Prepare to invest in marketing budgets, create model store displays, and KOL endorsements. Initial sales may be small, but once brand awareness and reputation are built, it lays the foundation for subsequent channel expansion.
2. Scaling First: Focus on traditional trade distribution networks, putting main resources into distribution and channel incentives. That is, sign nationwide distribution partners as quickly as possible, set competitive distribution prices and profit margins, fill wholesale markets and street-side stores, and quickly occupy terminal display space.
This path requires strong field sales and channel management teams, ensuring volume and cash flow in the short term through broad distribution. Marketing promotion is relatively restrained, with online channels as a supplementary bonus. This strategy suits products targeting the mass market at affordable prices, and after capturing a large market share, consider brand upgrading.
Of course, it's not an either/or choice; many successful brands start with scale and then build brand—first using channel depth to gain a significant market share, then gradually entering high-end channels to enhance image. But in resource allocation, senior management needs a clear preference, which affects the strategic coordination between marketing and sales departments.
II. Product Positioning and Price Band:
Redesign According to the Philippines' Small-Pack Economy — Before entering the Philippines, carefully review your product specifications and pricing architecture, and never copy the best-selling specifications from the Chinese market. Philippine FMCG has a trend towards smaller packaging, and brands need a corresponding strategy:
The core is to develop specifications and price points suitable for the local market. Typically, best-selling specifications in the Philippines are smaller and cheaper than in China. For example, a 500ml shampoo in China might be promoted as 50ml sachets in the Philippines; a 12-piece biscuit pack popular in China might need to be split into 2-piece small packs to sell.
At the same time, pricing should target Filipino psychological price points, such as 5 pesos or 10 pesos, which are most easily accepted.
Consider launching trial packs / one-peso packs and other ultra-small specifications to lower the first purchase barrier. Even if profit margins are lower than large packs, this is a door-opener to the market. Once consumers form habits, then push medium packs to increase transaction value.
Also plan family packs / large packs to meet middle-class demand. For example, urban middle-class consumers may be willing to buy larger packs for better value; brands can develop large-size, high-value packs for modern channels to compete for family users.
In pricing, leave room for distribution and promotion. The Philippines' 12% VAT, tariffs, and possible regional price differences will push up final retail prices. Additionally, traditional chains add layers of markup; if the ex-factory price is set too high, the retail price will be uncompetitive. It is recommended to use a backward calculation method: start from the acceptable terminal price, subtract costs at each level, to set the ex-factory and distribution prices. Also reserve some discount space for promotions and market fluctuations.
III. Convenience Store New Variable:
Pay Attention to Convenience Store Channel Growth — In the past, many brands entering a market preferred to attack hypermarkets (KA) first, thinking they have good displays and can be quickly seen by consumers. However, in the Philippines, with the rapid expansion of convenience store chains like 7-Eleven, this approach needs adjustment.
7-Eleven plans to exceed 5,000 stores by 2026, with outlets already penetrating second- and third-tier towns and communities. These stores may become testing grounds for new FMCG products.
IV. E-commerce Role Positioning:
More Suitable for Creating Hit Products and Long Tail — Many Chinese brands are accustomed to e-commerce dividends and believe online can solve all sales problems. But in the Philippines, the role of online channels is completely different:
Do not expect to cover the entire country's consumers solely through a Shopee store or Lazada flagship store. Logistics costs and last-mile delivery are expensive and slow in the Philippines; large volumes of low-price online orders are not practical outside cities.
However, e-commerce is very suitable for creating hit products and selling long-tail items. Brands can use TikTok short videos or Facebook ads to hype a star product, then guide consumers to order on Shopee. This approach bypasses the lag in offline distribution, allowing a single product to quickly become popular.
At the same time, SKUs that are difficult to cover offline (such as niche flavors, special function products) can be sold online to meet specific consumer needs.
Note that online pricing must be coordinated with offline. Filipino consumers are savvy and will compare prices online. If the official online store has deep discounts during promotions, offline distributors will feel pressure or even protest. Therefore, it is recommended to differentiate pure e-commerce SKUs from offline main push SKUs, or set a unified national floor price to avoid internal conflict.
V. Compliance First:
For Food and Health Categories, Treat Registration/Labeling as a Prerequisite — The Philippines has strict regulations for imported consumer goods, especially food, beverages, cosmetics, and other health-related categories. Do not wait until products arrive at customs or before listing to hastily deal with compliance; plan ahead and allow time:
1. Labeling Requirements: The Philippine Food and Drug Administration (FDA) has clear labeling requirements for pre-packaged food. All imported pre-packaged food must have compliant labels.
Key requirements include: Label content must be in English or Filipino (bilingual is allowed, but not Chinese only), and must include product name, net weight, ingredient list (allergens must be labeled), nutrition facts, manufacturer information, country of origin, etc.
Similar label language and content requirements apply to cosmetics and health products. If labels are non-compliant, products cannot pass FDA inspection and cannot be sold. It is recommended that brands design international packaging compliant with Philippine regulations at the production stage to avoid the hassle of re-labeling after arrival.
2. Product Registration: Most imported food and special products need to be registered with the Philippine FDA, obtaining a Certificate of Product Registration (CPR). Importers also need to hold a License to Operate (LTO). Applying for CPR typically requires submitting product formulation, test reports, label samples, etc., and approval may take several months.
For regular food, sometimes sales can proceed while registration is pending (though gray channels are risky and not recommended). To be safe, local importers should start preparing registration documents before export, in parallel. Especially for health products and functional foods, approval is stricter; preparing half a year in advance is not excessive.
3. Special Category Compliance: If products contain animal-derived ingredients (e.g., dairy, dried meat), they need import permits from the Philippine Department of Agriculture or Bureau of Fisheries; alcohol requires liquor import permits and payment of alcohol taxes; beauty products must comply with ASEAN cosmetics regulations. All these must be identified and processed before shipping.
4. Responsibility Division: Ensure contracts with Philippine partners (importers/distributors) clearly define who is responsible for compliance registration and documentation. Common practice is for the importer to apply for LTO and CPR, but the brand must provide technical data and authorization documents. If cooperation fails or distributors change, CPR transfer and renewal must also be clarified to avoid disputes.
VI. Taxes and Landed Costs:
Abandon the "China Ex-Factory Price" Mindset and Recalculate Philippine Pricing — Many Chinese manufacturers habitually set global pricing by adding a gross margin to domestic ex-factory price. But in the Philippines, this simple pricing may not work because local tax structure and channel costs differ greatly from China:
1. Import Tariffs: The Philippines imposes tariffs of 5%-15% on different consumer goods categories (some snacks and beverages around 7%-15%, daily chemicals about 5%-10%, depending on HS code). Under the ASEAN-China Free Trade Agreement, some goods have 0% tariffs, but correct certificates of origin are required. Be sure to check the applicable rate for your product and include it in costs.
2. Value-Added Tax (VAT): The standard VAT rate in the Philippines is 12% (highest in Southeast Asia), payable at import, effectively increasing landed cost by 12% immediately. This tax is usually passed on by importers into pricing.
3. Excise Tax: Some categories have additional excise taxes, such as sugar-sweetened beverages under the "TRAIN Act," which imposes a sugar tax of ₱6 per liter since 2018 (₱12 per liter if high-fructose corn syrup is used).
For example, a 500ml sweetened tea drink with an ex-factory price equivalent to 20 pesos would incur a sugar tax of 3 pesos plus VAT of 2.4 pesos. Brands must consider the impact of these taxes on final retail prices; some high-sugar functional drinks may have less pricing advantage than plain water drinks.
4. Logistics and Shrinkage Costs: Import shipping costs, local warehousing and distribution costs in the Philippines are also higher than in China. Cold chain products have additional cold chain transport costs. Additionally, the Philippines is hot and humid year-round; improper storage can lead to product damage, so a shrinkage rate should be budgeted.
5. Channel Markups: Traditional distribution-wholesale-retail layers add markups, often resulting in retail prices 2-3 times the ex-factory price or higher. Therefore, if you apply domestic pricing strategies, the Philippine retail price may be too high to sell. Brands should use retail price backward calculation: research what competitors sell for in the Philippines, then work backwards to determine profit margins at each level and calculate your ex-factory price ceiling.
6. Exchange Rate Fluctuations: The RMB-to-peso exchange rate also needs attention. Contracts should preferably be priced in USD or pesos with adjustment mechanisms; otherwise, sharp exchange rate movements can erode profits.
VII. Organization and Investment Focus:
In the Early Stage in the Philippines, Channel BD and Distributor Management Are More Important Than Advertising — Many Chinese brands in internationalization like to spend heavily on marketing to make a splash. But in the Philippine FMCG market, it is recommended to first stabilize the channel base before gradually increasing marketing investment:
1. Human Resources: Building a localized channel team is more urgent than building a marketing team. Need experienced Philippine business managers to develop and maintain distributors, regularly visit the market to check distribution and price execution. This team should report directly to the regional sales head and be the core department for the first 1-2 years. Conversely, if a company first hires a bunch of marketing people in the Philippines, thinking about events and PR, while no one manages channels, the result may be high buzz but no distribution, or after distribution, stockouts and lost sales—a net loss.
2. Capital and Resource Allocation: Allocate more budget to channel incentives and terminal displays. For example, set up distributor quarterly rebates, salesperson sell-through bonuses, and small store display rewards. These expenditures directly improve distribution coverage and sales momentum. Pure advertising and PR costs should be kept at a relatively low proportion initially, ensuring channels can keep up when the market responds. Otherwise, advertising-driven demand, if channels cannot supply, will push consumers to competitors and damage channel confidence.
3. Pilot Market Investment: Consider selecting a key city (such as Metro Manila or Cebu) as a pilot, investing more resources to thoroughly develop that market and establish a success model. Use this model to convince more channels to join, then gradually expand nationwide. In the pilot market, also adhere to "channel resources first," ensuring product distribution rate in the chosen city reaches a certain level before increasing consumer promotion, so advertising conversion rates can be high.
VIII. Geopolitical and Sentiment Risks:
Prepare a "Chinese Brand Identity" Response Plan in Advance — Finally, although business is business, Chinese companies cannot ignore the potential impact of international geopolitics on the business environment. China-Philippines relations have occasionally been tense in recent years over issues like the South China Sea, which may bring uncertainties in public opinion and policy:
1. Consumer Sentiment: Filipino public opinion towards China is complex; on one hand, a large amount of Chinese investment and products enter, on the other, certain events may trigger nationalist sentiment. If large-scale anti-China sentiment or social media boycott waves occur, Chinese brands may be affected.
Brands need a PR plan, such as closely monitoring social media trends, responding and clarifying promptly if negative discussions arise, and if necessary, standing with the local public (e.g., through charitable donations) to defuse hostility. Maintain positive communication with consumers, highlight the value the product creates locally (e.g., employment, local partnerships), and reduce the "outsider" impression.
2. Policy and Customs: When international relations are tense, Chinese goods may face stricter customs inspections and license approvals. Some companies have reported concerns about business impact due to tense relations with China (the USDA report also mentions corporate concerns about geopolitical factors).
In this regard, plan inventory and alternatives in the supply chain, and do not get stuck with a single port or freight forwarder. It is recommended to allow longer customs clearance time estimates and maintain open information flow with Philippine partners to stay informed of policy trends.
3. Diversified Channels: Avoid over-reliance on sales channels related to Chinese capital. For example, if products are mainly sold through Chinese wholesalers, a deterioration in China-Philippines relations leading to local boycotts of Chinese-owned stores could hurt sales. Ensure channel diversity, including local mainstream channels, to maintain sales stability under various winds.
In summary, low-key and pragmatic is a wise strategy for Chinese brands' long-term development in the Philippines. Do products and services well, win consumers with strength, not relying on any political relationships.
At the same time, closely monitor macro-environment changes, and be prepared for danger in times of peace. This way, even if the external environment fluctuates, companies can adjust in time and minimize risks.
The Philippine FMCG market is full of opportunities and challenges. Its intertwined traditional and modern channel structure, highly fragmented consumption patterns, and unique social media culture all require entrants to cultivate deeply and adapt to local conditions.
For Chinese FMCG brands, the Philippines can be a highly potential stop in the Southeast Asian expansion map: a large and young population, rapidly growing retail market, and consumers open to foreign brands all provide soil for success.
But to truly take root, you must practice the "basic skills"—distribution channels, price control, demand capture, and compliance. We hope the analysis and suggestions in this article can help companies interested in expanding to the Philippines avoid detours and achieve fruitful results in their globalization journey.
Additionally, New Distribution will hold the "CFC 11th China FMCG Conference" on March 16-18, 2026, in Chengdu, with a major forum "FMCG Going Global Channel Construction Forum" held concurrently.
This will be a deep-matchmaking and methodology event specifically for Chinese brands going global—we will join forces with leading platforms, core channel partners, regional operation service providers, importers/exporters, and industry experts to systematically dissect the latest trends, channel strategies, and growth cases for Chinese brands going global, and build an efficient, actionable, and real-cooperation overseas business connection platform.
Here, you will gain:
Learn Methods:
Hear first-hand operational experience from core markets like Southeast Asia, North America, and Africa; Understand channel structures and RTM strategies in different countries; Master how brands build overseas organizations, supply chains, compliance, and channel routes from 0 to 1.
Promote Connections:
On-site access to brand × channel × service provider industry exchange groups; face-to-face with 50+ overseas distributors, overseas platforms, and supply chain partners; meet in one go those who can truly help you with distribution and implementation.
Solve Problems:
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