Dear colleagues, ladies and gentlemen, and all elites: Good afternoon! First of all, I would like to thank New Distribution for giving me this opportunity to communicate and present with you. This is my first time standing here to share with you. What I am going to talk about today should be all practical content. Whether it is right or wrong, each of you needs to consider and decide for yourselves. Let me start with my personal experience. I came to Xi'an in 2000 for university, graduated in 2003, and joined Mengniu. I worked there for eight years. It can be said that my experience at Mengniu laid a solid marketing foundation for me. In 2010, I founded Xi'an Every Day, and I have been with it until now. The theme of today's meeting is about new retail and B2B, and we have discussed many concepts. Personally, I think we should look at what the so-called new retail is from the perspectives of channels, products, and consumers. Of course, today I will take about 20 minutes to share with you, showing you from three aspects how we, as Xi'an Every Day and our future Every Day Bang Bianli, do things, and what thoughts and cognitions we have. At the same time, I also emphasize that what I say does not mean it is correct. Please understand that when we go out to learn and share, we must choose what suits us best, because every enterprise has its own stage of development, every enterprise has its own characteristics, and every region has its own characteristics. It can be said that Xi'an Every Day, including our Bang Bianli, has reached this stage in seven years by combining our own experience and market experience, and with a special kind of thinking. What kind of thinking? It is to look at the present from the future, not to look at the future from the present. The theme of this sharing is "The Growth Path of New Retail, Bang Bianli B2B and the Growth Path." Everyone is talking about new retail. I have a cognition about new retail. What is the relationship between the so-called new channels and new retail? My definition of new retail is that we must stand from the perspective of consumers to explore their new needs, guide their new needs, and thus satisfy their new needs. The most important thing is to continuously satisfy consumers' new needs. Then talk about new technology. New retail cannot be separated from three dimensions: the Internet, mobile payment, and sharing. Without the Internet, how can we talk about new retail? Without mobile payment, what can we talk about, including the concept of sharing? But this is the capability brought by the iteration of new technology. Whether you are doing traditional retail or modern retail, the core is to dare to apply it. Today I will share three questions: What is Every Day, what is Bang Bianli, and what does Bang Bianli do? I will talk about Every Day first, and then you will know how Bang Bianli came about. Talking about Every Day is also simple: it is a convenience store. I think a convenience store has two points: rigid demand and convenience. Don't deify it. Our convenience stores should always revolve around consumer convenience and rigid demand. Of course, we have also made four series around convenience and rigid demand: first, Every Day has its own convenience stores; second, Every Day has its own fresh food stores; third, Bang Bianli physical stores; and fourth, our own unmanned series, which is the so-called unmanned system. But these four series are all done around convenience and rigid demand. Why do I say this? Every Day's fresh food stores and convenience stores: as consumers, we all know there are three scenarios: at home, on the road, or at the office. Think carefully about how to meet rigid demand. When you are in the office, in a building, or on the road, convenience stores are fine. But when you get home, with the aging population and home needs, you need fresh food stores. So Every Day has developed fresh food stores of 200 to 500 square meters, with fruits, meat, eggs, milk, etc., to meet the home scenario. As for the other two formats, whether it is the so-called unmanned convenience stores, shared shelves, or vending machines, we now have ten office snack services to provide office convenience. Then there is Bang Bianli, which allows traditional mom-and-pop stores to convert into Bang Bianli physical stores with an investment of 50,000 to 100,000 yuan, and we provide integrated services. This is our current four formats. This is a pictorial display of our current formats: this is our convenience store, this is our Bang Bianli, this is our unmanned convenience store, and our shared shelves, etc. But when it comes to unmanned and sharing, we must use convenience stores as the front warehouse. If this condition is not met, even if it is suitable, we will not open it! Why? We have experimented with two unmanned stores. To be pragmatic, on Saturdays and Sundays, they sell 800 to 1,000 yuan, and on weekdays, 500 to 600 yuan, but the cost is very low because there is one of my Every Day stores 300 meters away from the unmanned store, which is a good supplement. Also, office shelves are very hot recently. My cognition is this: the so-called shared shelves are not impossible to do, but the question is whether a commercial closed loop can be formed. Once a closed loop cannot be formed, your business model is not valid. What is the result of invalidity? Everyone talks about front-end loss. I think the most important issue with unmanned shelves now is not front-end loss, but internal friction, because the front-end management cannot be locked, and the back-end self-management cannot be controlled. Unmanned shelves are not impossible to do, but you cannot pursue speed. There is no so-called new retail or old retail. The key is where consumer demand is. You need to revolve around it, and at the same time focus on meeting convenience and rigid demand. So Every Day only does this one thing. On the basis of doing only this one thing, we have so many Every Day series, and from that, we evolved our Every Day Bang Bianli. Every Day is a retail channel. The biggest advantage of a channel is traffic. So first, we must recognize the trend of the times, think well first, and then we can do anything well. What does Bang Bianli do? First, let's talk about new retail. It is indeed a tool, but we must not forget that today, whether you are a brand owner, logistics provider, franchisee, or channel provider, everything we do is in vain if it does not ultimately revolve around consumers. So I say it is precisely this concept that guides how Bang Bianli does things. Because we have Every Day and the channel, Bang Bianli came into being. What is the positioning of Bang Bianli? All our Every Day series, whether it is Every Day convenience stores, life supermarkets, unmanned stores, or our shared stores, all serve as traffic for Bang Bianli. Last year, on the basis of such traffic of 1 billion yuan, we started the so-called integration of mom-and-pop stores. How to integrate this channel? In the new era, consumers have changed, employees have changed, channels have changed, and the market environment has changed. In this era, because the original consumers did not use the Internet and mobile payment, store owners had to order by phone, and salespeople had to visit customers to place orders. Now with new technological means and scenarios, such tools have emerged. We just need to use them well, and we are simply adapting to these changes. Furthermore, because consumers have changed, Every Day must also continuously evolve and change. That is why we came into being with the so-called Bang Bianli brand. I roughly divide B2B into five categories: one is domestic e-commerce platforms like Alibaba and JD.com; another is matchmaking platforms with huge funds; another is logistics provider platforms; another is distributor agent platforms; and another is supply chain platforms led by convenience stores with their own business. I want to tell everyone here that no matter which camp you belong to, we should learn from each other's strengths and make progress together. This is a fundamental point. After understanding the channel situation, what can Bang Bianli do? What we do with Bang Bianli is based on the Every Day series, relying on Every Day's "four strengths": brand strength, procurement strength, logistics strength, and operation strength, to empower terminals. Xi'an Every Day has more than 1,000 stores, and in Xi'an, we have a certain brand awareness. Second, procurement strength: last year, our sales turnover was 1 billion yuan. Our sales of small-pack products like Nongfu and Cola are larger than those of China Resources and Renrenle. Third, logistics strength: in Xi'an, we already have a distribution scale of 500 to 600 stores, and we have the strongest capability to integrate and plan mom-and-pop stores. Fourth, operation strength: we have seven years of foolishly opening stores and persisting, with complete operational management experience. Through these "four strengths," we help transform mom-and-pop stores. Through the four strengths, our users are online, products are online, channels are online, and settlement is online. This is an advanced productive force. Through the Bang Bianli platform, we first supply goods to about 7,000 to 8,000 terminal small stores in Xi'an. The purpose of supplying goods is to get them to join. If we cannot manage them, we turn them into direct-operated stores. If direct operation is still hard to manage, we contract them to employees for internal franchising, and then platformize. So this is my original intention for doing Bang Bianli. When talking about Bang Bianli, it must be about supply chain and transforming mom-and-pop stores. The integration process still starts with terminal traffic. I use these four methods to convert. The ultimate goal is that if there is only subsidy and matchmaking without conversion rate, everything is zero. I use direct-operated stores to set examples, build momentum, and alliances to increase volume and boost momentum. B2B first supplies goods, then franchises, then buys back to direct operation, and finally becomes a platform. Bang Bianli increases quantity and supports alliances. Horizontally, it goes from B2B to alliance, to direct operation, to platform. So the implementation of the model is based on having stores. What attracts the most attention here today is that Xi'an Every Day just received 200 million yuan in financing this month. Is money important? Many of you here are in business. If anyone says they don't lack money, there are only two reasons: one is that you are not developing, and the other is that you are lying. I want everyone to think carefully: the key is how you use the least money to do the biggest thing in the shortest time. That is the most impressive. Finally, there is a very important point. No matter what you do, a good enterprise first sets a good model. A good model cultivates good talent, and good talent achieves a good enterprise. In this process, building corporate culture is the core. Every Day chose a good model, choosing convenience stores and new retail. Second, we value and cultivate our own talent. Every Day has its own "iron army" that makes us invincible. Third, the most important thing is a reasonable distribution of interests, which is very critical. Every Day's core competitiveness is our corporate culture: complain less about the environment, change yourself more; dedication is professionalism; without performance, there is no dignity. These drive Every Day to move forward continuously! Note: The above content is excerpted from Mr. Zhang Peiyan's live speech at the "4th FMCG + Internet Conference," compiled by New Distribution for readers. Click Read Original to see more highlights of the 4th FMCG + Internet Conference... -END-