---
title: "[Recommended for Collection] Live Broadcast Transcript: What Impact Does Retail Link's POS Integration Have on Small Stores? How Should Distributors Transform in the Future?"
description: "On July 5, Retail Link quietly launched a system called 'Super Member' and announced it on its official WeChat account on July 11. After New Distribution reported this, it sparked widespread discussion in the industry, with many distributors realizing that having no stores to supply might become a reality. To explore this, New Distribution invited Chen Qinghong, Deputy General Manager of Hd; Bao Yuezhong, a renowned retail expert; Lu Dexing, CEO of Yunduan Xinlian; and Shen Xin, Chief Strategy Officer of Wanyuan Yigou, to discuss the impact of Retail Link's POS integration on small stores and how distributors should transform in the future."
author: "New Distribution"
publisher: "New Distribution"
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published: "2017-07-15"
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# [Recommended for Collection] Live Broadcast Transcript: What Impact Does Retail Link's POS Integration Have on Small Stores? How Should Distributors Transform in the Future?

> On July 5, Retail Link quietly launched a system called 'Super Member' and announced it on its official WeChat account on July 11. After New Distribution reported this, it sparked widespread discussion in the industry, with many distributors realizing that having no stores to supply might become a reality. To explore this, New Distribution invited Chen Qinghong, Deputy General Manager of Hd; Bao Yuezhong, a renowned retail expert; Lu Dexing, CEO of Yunduan Xinlian; and Shen Xin, Chief Strategy Officer of Wanyuan Yigou, to discuss the impact of Retail Link's POS integration on small stores and how distributors should transform in the future.

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On July 5, Retail Link quietly launched a system called "Super Member" and announced it on its official WeChat account on July 11.
After New Distribution reported this, it caused a stir and sparked extensive discussion within the industry. Many distributors also realized that having no stores to supply might indeed become a reality.
To this end, New Distribution invited Chen Qinghong, Deputy General Manager of Hd; Bao Yuezhong, a renowned retail expert; Lu Dexing, CEO of Yunduan Xinlian; and Shen Xin, Chief Strategy Officer of Wanyuan Yigou, to discuss the impact of Retail Link's POS integration on small stores and how distributors should transform in the future.
The following content is compiled and edited by the editor based on the live broadcast organized by "New Distribution" on the evening of July 13, for the benefit of readers.
Host: Zhao Bo
Invited Guests: Chen Qinghong, Deputy General Manager of Hd
Bao Yuezhong, renowned retail expert
Lu Dexing, CEO of Yunduan Xinlian
Shen Xin, Chief Strategy Officer of Wanyuan Yigou
Transcribed and organized by: Feng Yao

**Zhao Bo:**
For B2B, there are quite a few platforms in China that have integrated POS, such as Xingaoqiao, Furong Xingsheng, Nongzhaisong, and No.1 Life. However, when they invest in POS, they usually also rebrand the stores. For Retail Link, why only integrate POS instead of adopting a loose franchise model and changing the storefront as well?

**Chen Qinghong:**
My personal view is that Alibaba is better at platform strategy and rule-making. It should be said that they develop more partners based on platform development, so they may be less willing to do very specific things. A typical example is Cainiao's warehouse and distribution cooperation. Currently, they may do warehousing themselves, but distribution is generally outsourced to city service providers. Of course, it is not ruled out that Alibaba will provide infrastructure in the future, adopting a local warlord approach.

**Shen Xin:**
POS is just a tool; refined operation capability is more important. Simply installing a POS does not help business; if you don't use it, you don't use it. The business of a single mom-and-pop store depends 40% on location and 40% on personal character and ability to deal with people. This is not a chain store. Chain stores need credit periods, which are the main driving force for expansion; that is the key. With credit periods, POS is definitely needed. So I think the next step is to give mom-and-pop stores credit periods; that's a big killer. Otherwise, there's no need for such effort.
Also, I agree with what Mr. Chen just said: Alibaba is good at building ecosystems and frameworks, letting everyone play inside. In the end, no matter how they play, as long as they play on their platform, Alibaba benefits. Then through Alibaba's cloud services, they collect this data and generate the highest value. I think about this matter; I thought about it many years ago. Can my POS software be free or very cheap? If the software is cheap, how do you make money? We can compile the sales details of all products in small stores by region. For example, the top ten best-selling products. This information would interest small stores, and they would proactively stock these products. I believe that if this data is exported from one place, it can be completely manipulated. If you want to promote a product, just say it sells well, and everyone will stock it. If everyone sells it, it really becomes a bestseller. In terms of data manipulation and information control, Alibaba's strength is very strong. So when they enter the POS space, the one under the most pressure should be AC Nielsen. Once they get this data together, it will be truly valuable.

**Shuguang Question:**
How does Retail Link solve the logistics from warehouse to offline physical stores?

**Shen Xin:**
This is also the biggest problem of the entire system, because if you leave everything to others, the risk is also high, but the speed of growth will be faster. From my perspective, I think the upgrade of current mom-and-pop stores is not simply about installing a set of software on a POS machine. In fact, the real upgrade should combine unmanned convenience stores with mom-and-pop stores, using this to upgrade them once.

**Zhao Bo:**
Thank you, Mr. Shen! I think what Mr. Shen just said is particularly interesting. If small stores are really captured by Alibaba, AC Nielsen might have to close down.

**Bao Yuezhong:**
I hold a relatively positive and optimistic attitude towards this matter. I think currently, for B2B, the main need is to use means of connection or data-driven methods to serve the current FMCG distribution channels. If the work in this area is relatively shallow, there may be some problems.
I analyze Retail Link's POS integration from two aspects:
First, I think it is consistent with Alibaba's overall strategy, especially during the Double 11 in 2016, when Jack Ma proposed new energy. For nearly a year, people discussed new retail more, but I think Alibaba may pay more attention to new energy, including CEO Daniel Zhang repeatedly emphasizing the issue of new energy in various occasions. That is, Alibaba attaches great importance to new energy, which is data. They define data as a new energy as important as coal and oil. Including this year's Alibaba-related events, it should be that they attach great importance to data management and control. From the current strategic layout of Retail Link, including this POS integration, it should be a corresponding action under Alibaba's five-star strategy, especially the big data strategy.
Second, I think the POS integration fits the characteristics of Retail Link's matching model. Retail Link is a standard matching model; it does not participate in transactions itself but builds an efficient platform between manufacturers and small stores. Therefore, under this model, as a platform, what is your value? I think the most critical thing is to master relevant data, including terminal data, transaction data, and product data. That is, Retail Link itself needs to control more terminal data, consumption data, and product data, and generate some positive effects and value in the entire transaction process.
I have also made some relevant understanding of what they will do after integrating POS.
First, they have already done some pilot projects in the early stage. That is, Retail Link has conducted many pilots in specific markets on a small scale. Through the pilots, they achieved good results. In the pilot process, they focused on using data to guide and help small stores improve their business structure and enhance their operational capabilities. The results were very good. According to my understanding, some stores, through data-driven transformation and improvement, were able to double or even triple their performance.
Second, in the future, it will not only be POS integration; a series of actions will be launched subsequently. By gradually integrating POS, they will capture more data, process this data, and then make this data helpful for small store operations and manufacturer marketing. Regarding why they did not adopt the rebranding measure, the information I have is that they currently have their own judgment about the market. Some are suitable for POS integration, and many are not. Whether they can adopt rebranding in the future is very possible. That is, Alibaba retail stores may appear in the future; this is also possible.

**Zhao Bo:**
We just discussed why Retail Link wants to integrate POS into small stores. The interpretations from the experts were also very exciting. But I still have a question. I think other domestic platforms adopt both rebranding and POS together. For Retail Link, what is the reason that they only integrated POS without rebranding? Why didn't they integrate their brand like JD.com did? If they did, the brand pull of a big brand might make small stores feel more prestigious and improved. So why didn't they adopt this strategy? Is it because it's too heavy, or other reasons?

**Chen Qinghong:**
My view is that Alibaba is doing many things now. Previously, Alibaba may have opened offline Taobao stores, but currently, Alibaba's understanding of the market may still be insufficient. They may still be in a process of continuous trial, starting from easier places. Now Retail Link has already had a certain impact in the market. From Retail Link's perspective, starting with POS is a logical thing. As for rebranding, I don't think it's a core issue.

**Bao Yuezhong:**
I think starting from the backend POS can ultimately influence the core backend management of small stores, which is the main issue in solving store stickiness. I think for B2B, the final foothold must consider starting from backend data to solve the core operational capability of small stores.

**Shen Xin:**
My view on this matter is a legal issue, because there are two legal issues in small stores: First, if they sell counterfeit goods and problems arise, if the sign is Retail Link's, it will definitely have a negative impact on Alibaba. Second, if a small store's monthly turnover exceeds 30,000 yuan, it must pay taxes. With a POS system, you can definitely find out how much business is done. Many small stores don't use POS for this reason. Once tax issues arise and it's under the Retail Link brand, it would be another blow to them. So I think they start with POS, test the waters, and then see if it works and if the risk is low. If the risk is low, they will consider changing the sign. So it's just a matter of time.

**Zhao Bo:**
Let's move to the next topic: Since everyone thinks integrating POS is a meaningful way to increase store stickiness and sales, and to capture data, and since we think this is right, the next step is how to do it. If we do it, integrating POS into small stores is undoubtedly a difficult task with many challenges. Many small store owners don't accept it. What difficulties do you think Retail Link will face in integrating POS? Will it be like Xintonglu, which quickly reached a million stores? In that case, can small stores achieve the rebranding of a million stores? Also, after integration, can store owners effectively use it to order goods, manage inventory, and conduct transactions? What are your views, guests?

**Chen Qinghong:**
A few years ago, we at Hd did an experiment. We gave our standard convenience store POS system to some street-side loose stores to use. It basically failed; they couldn't use it. The main reason is that the psychology of small store owners is completely different from the management model of our branded convenience stores. So we have been studying what kind of system is suitable for these street-side mom-and-pop stores. After a long period of exploration, we found that the most acceptable thing is to solve usability. How can this system help me? The threshold should be low. Through our exploration, we also found that stores with high transaction frequency, especially those in FMCG, are generally willing to use it. Some stores are already using standard POS systems. Solving POS usability needs to be addressed from several aspects: First, operation should be convenient and simple, not requiring much training. Second, file data, that is, how to solve our basic data. Third, if the original system is in use and you want to replace it, the issue of data transfer from the original system. Fourth, many stores are different; different stores have different terminal usage. For example, some use tablets, some use standard POS, some use handheld devices, and some can even use smart terminals directly. Fifth, mobile payment is becoming more and more popular, and the POS system must support it.

**Shen Xin:**
For mom-and-pop stores, I once planned a software system for Gongxiao Daji. One core point was to forget about inventory. For small stores, there is only purchase and sale, not inventory, because precise inventory management requires a lot of manual work. For example, if a child is thirsty and takes a bottle of water from the shelf and drinks it, do you think they would make an inventory adjustment form? That's completely impossible. So in this process, the system basically only needs to consider purchase and sale. The boss cares about how much money he makes; he has no concept of inventory. Another point is product data. Of course, Taobao has a natural advantage, claiming to have 50 million product barcode data. As long as you have a barcode, you can download it. But don't forget, in mom-and-pop stores, one-third is cigarettes. I don't know how to solve this; Retail Link can't solve it. Another 30% is miscellaneous goods from street vendors, which also can't be solved. Only the middle part of branded goods can be solved by POS. So in this case, I think the value that POS can truly provide to small stores is not that high. If POS is to be done, if Alibaba hadn't done Retail Link, they could have said, "I can give you a POS for free, and then let all B2B platforms enter it, establishing a big ecosystem where you can order from any B2B." I think providing POS is feasible. When you want to order a specific product, you can see prices from various B2B platforms and let the store choose. If they had done that back then, the ecosystem would have been established, and store owners would definitely use it because solving all problems in one terminal is what Alibaba was best at. But now they have jumped into Retail Link themselves, which makes it a bit different.

**Lu Dexing:**
I have been in retail informatization for 20 years. The biggest cost is implementation cost; for customers, it's usage cost. Our POS has been free for a long time, and I know many of my peers' POS systems only charge a service cost. However, my former employer Kingdee's single-store POS software sells for 3,000-4,000 yuan per store, and this year they completed their annual task in half a year. What does that show? Services are heavy and important. A POS system costing a few thousand yuan is not the pain point for small stores.

**Zhao Bo:**
Mr. Lu, where do you think the pain point of small stores is? POS is not a rigid need for small stores. Can we understand that it's optional?

**Lu Dexing:**
Stores with POS are hard to replace.

**Zhao Bo:**
If we understand it this way, small stores don't have a rigid need or pain point. Then won't Retail Link have a hard time promoting the POS system?

**Lu Dexing:**
Alibaba can do incremental business.

**Zhao Bo:**
Then how to achieve the goal of a million stores benchmarked against JD.com? You know, Alibaba investing in POS is definitely not just a few thousand units. Teacher Bao, what do you think?

**Bao Yuezhong:**
Indeed, integrating POS has both conceptual issues with small stores and practical technical issues. This time, Retail Link has indeed considered this problem and taken some corresponding measures.
1. This time, they are selectively replacing. My judgment is that they won't roll out to the entire market.
Currently, Retail Link is launching many corresponding strategies in market development. In fact, everyone should pay attention to Alibaba's strategic issues in recent years. For example, they have cultivated many Taobao brands, which indeed brings great help to their market expansion. Also, I saw news today that Retail Link is cooperating with Liangpin Shop to jointly promote the offline market. I think in the future, Retail Link will definitely launch many strategies in small stores. This time, I judge they will choose some suitable stores to integrate POS, provide relevant support, and help them improve and upgrade.
2. This promotion is gradual. The proportion of days used per month determines whether I can support you and give you rebates; it's not full rebates. Also, regarding the data issue mentioned by the guests, I think the data issue is not necessarily comprehensive data. The original data import may not be their focus. This problem is difficult to achieve. Adopting a gradual strategy, currently, capturing some data is better than no data, and capturing part of the data solves some problems. So they will gradually improve the data management of small stores.
3. Currently, Retail Link's development strategy includes city partners doing market maintenance in each region. In the process of promoting POS, their city partners will play a very important role. How to communicate with small stores and guide them in using POS will have an important impact. I think from these aspects, they can achieve success.

**Zhao Bo:**
Next, let's discuss: Since Retail Link's approach is feasible and not blind, and it has been quietly launched, compared with JD.com, we can clearly feel that Retail Link is doing heavier work. JD.com uses a mobile phone to manage the inventory of small stores, but Retail Link invests about 4,000 yuan per store to let small stores use the POS system, including the machine. From the guests' perspective, JD.com PK Retail Link: one rebrands and uses mobile phone inventory management, the other doesn't rebrand and integrates POS into small stores. Which is more down-to-earth? Which is more likely to achieve the million-store goal first?

**Zhao Bo:**
Let me first share my view. I know a bit about Xintonglu. They should have thought this through clearly. It's been over a month since Liu Qiangdong proposed the million-store goal. They have launched three major systems: Smart Store System, Xingzhe Promotion Platform, and Huiyan Big Data. On the surface, it has retail stores, channel distribution, and data analysis, but the essence is still to instill in brand owners the concept that "I am an excellent brand agent and the largest distributor." For JD.com, I think they are more inclined to cooperate deeply with brand owners and become an agent model.
Retail Link, on the other hand, seems more inclined to serve small and medium sellers and buyers, and more inclined to retail stores. They focus more on helping small stores solve management and sales issues. I also saw a small store owner in Suzhou post on WeChat that Alibaba Retail Link also provided them with relevant training. I asked the store owner, and they said JD.com had never done this for them. In this regard, Retail Link and JD.com have different starting points. Also, when it comes to partners, Retail Link builds a platform, more like an online commercial real estate model. For them, distributors coming online, including heavy goods, is what they want to see. Xintonglu is more inclined to be closed and directly cooperate with brand owners. In this case, which do you think is better, and why?

**Shen Xin:**
I lean towards JD.com because this is a supply chain issue. POS is just one link. Without sufficient control over valuable goods, a million stores are fake. Alibaba building an ecosystem will be much slower, and many things cannot be controlled.

**Lu Dexing:**
I agree with Mr. Shen.

**Zhao Bo:**
From a product perspective, JD.com may be more closed but more efficient. However, under this efficiency system, because there is no social division of labor, in terms of product richness and price competitiveness, it is weaker than Retail Link. What do you think?

**Chen Qinghong:**
JD.com may have higher landing efficiency. Based on my understanding of distributors, Retail Link's entry into small stores is still quite difficult.

**Shen Xin:**
The logistics for a million stores is not a simple task. Third-party logistics cannot satisfy small stores. The simplest example: during Double 11, if the goods for small stores don't arrive, what do you do?

**Zhao Bo:**
Indeed, complete goods, low prices, and fast delivery; you need to have at least two of the three.

**Shen Xin:**
From a certain perspective, JD.com is like immigrating to Mars. Earth people go up to build a base and reproduce themselves; the rest are Earth people. Alibaba's approach is to plant a big flag on Mars, provide water, create thunder and lightning, and let you slowly grow various creatures. What grows may be future Martians. You can see the speed and efficiency of the two at a glance.

**Bao Yuezhong:**
From my attention and analysis of B2B models, I am more optimistic about Retail Link's model. I think currently, we need to use connection methods to improve the operational capability of small stores, including enhancing the capabilities of brand manufacturers. This is a good path. My feeling is that JD.com's model is more like an agent, with supply as a main responsibility. I don't quite approve of this model.

**Zhao Bo:**
I recently have a viewpoint: 2B is not like 2C. 2C is pure incremental, while 2B is transformation of existing stock. Facing huge stock, it's cumulative innovation, small steps and fast runs. Then through accumulation over time, it achieves a big change in the entire industry. But this gradual process requires a long cycle, at least 5-10 years. Xintonglu's new model is indeed good, but its transformation is quite large, requiring a radical brand or product to fit its model. I really think both have pros and cons.

**Shen Xin:**
We are also looking at whether there is a model that can dominate all. In fact, people are used to doing C-end. For C-end, whether in cities or rural areas, as long as logistics can reach, the difference for consumers is not big. But for different levels of cities, the difference is quite significant. JD.com's model can achieve very good results in 5-6 tier cities and at a very fast speed. Alibaba's model may be more focused on 3-4 tier cities, because the biggest shortage in 3-4 tier cities is urban distribution logistics. In 5-6 tier cities, the biggest shortage is low-priced genuine goods. JD.com takes goods from general agents and uses its own low-cost logistics to gain an advantage. Bypassing all intermediate agents, it still has advantages and guarantees authenticity. So in 5-6 tier cities, they can directly open supermarkets and be profitable immediately. But if you let them open in 1-2 tier cities, they will definitely lose money. So in 1-2 tier cities, you need to do marketing. Alibaba is a bit chaotic now; they want to do everything, build an ecosystem, let others join, but they don't have a clear approach on where to do what. From our perspective, this is like drawing a strategic matrix. In this matrix, you see where you are in different positions. Your approach in 1-2 tier cities should actually be different from that in 3-4 tier cities. But now everyone often mixes them up.

**Zhao Bo:**
Everyone can make a bold prediction: if the standard is 100,000 stores, who will reach 100,000 stores first, JD.com or Alibaba?

**Bao Yuezhong:**
My view is that whether it's JD.com or Alibaba, the success of integrating small stores ultimately depends on the voting rights of small stores. That is, who do small stores ultimately choose, Alibaba or JD.com? Based on current understanding and analysis of small store pain points, small stores urgently need to improve their operational capabilities. From this perspective, Alibaba's work may be more supportive in terms of operation and capability enhancement. I feel JD.com's current work is more positioned from a supply perspective. I think if Alibaba can follow its strategy step by step, it will be easier to succeed.

**Zhao Bo:**
Today's last topic, and the one everyone cares about most: Will distributors really have no stores to supply?

**Bao Yuezhong:**
Regarding whether distributors will have stores to supply, I am not so pessimistic about this issue. My view is that distributors should consider transforming as soon as possible. First, how to transform under the existing distributor model. The current traditional model is definitely not viable; they should quickly shift to an omni-channel model and an operating model that can adapt to the current competitive environment.

**Shen Xin:**
The ultimate goal of B2B platforms is the socialization of the supply chain. We can imagine Taobao ten years ago. At that time, when sending express delivery, we first thought about whether logistics could arrive on time, whether the logistics would lose the package, and whether the item would be damaged when it arrived. Now, who considers these issues when doing Taobao? So in the future, manufacturers only need to make good products and put them on these big platforms, and they can achieve nationwide sales without having to find distributors across the country, negotiate with them, and discuss terms. These will not exist in the future. So from the ultimate goal of the supply chain, it is to eliminate distributors. It's just that the time may be longer or shorter. From the perspective of supply chain socialization, improving the efficiency, cost, and value of the entire supply chain with new retail data is the most important thing they need to do.

**Zhao Bo:**
I agree with the word "socialization," but the more stable the transaction relationship, the more inclined it is to be closed, like futures, locking in long-term cooperation. This reduces price fluctuations and achieves supply chain planning. This is difficult for socialization to solve.

**Chen Qinghong:**
I agree with Mr. Shen's view on supply chain socialization. The distributor model needs to be repositioned.

**Lu Dexing:**
My summary: Small stores are a public resource, and public resources need public facilities to match. POS unification is a matter of time.

**Shen Xin:**
Let me share three sentences:
Communication power is greater than marketing power.
Product power is greater than brand power.
Display rights are greater than ownership rights. Traditional distributors happen to have the latter three.

**Chen Qinghong:**
Retail Link's POS integration should directly help Retail Link and should be viewed positively. But the biggest issue is whether the POS system can bring help to small stores and further solve the problem of improving store management and operations. This is an important factor in whether the POS system can be used.

After the live broadcast, special guest
**Wang Jun from Quanshihui** viewpoint:
Starting with POS to enter small stores is not a problem.
Retail POS equipment represents information management tools. On one hand, it effectively improves store operation and management levels; on the other hand, as the store operation entry point, it connects upstream and downstream data.
The core functions of modern store POS include:
1. Store inventory management system
2. Built-in ordering platform and closed management software system
3. Scan-code payment system
4. Dual-screen customer display advertising
5. Membership management system
It can be said to be the most basic and core part of a modern chain store. Its value is evident.
The key to providing POS hardware and software to mom-and-pop stores is to make it usable. Alibaba's Super Member solution is basically hardware-free, but it's a pay-first, rebate-later model, which occupies little capital and can drive its B2B supply chain business. I think it's not burning money; it's a feasible plan for the trillion-level FMCG channel market.
But in actual operation, there are several points worth attention and consideration:
1. Among the 6 million mom-and-pop stores, only a small portion have this proactive demand. This portion is precisely the most worthy of transformation and has potential.
2. Many small stores will not turn on the device, or simply use it as a TV. This is common in mom-and-pop stores lacking strong control.
3. Existing inventory entry management is a difficulty. How to activate store owners' habit of scanning sales is the core link to obtaining sales big data.
Alibaba's Super Member solution has just begun. Facing a nationwide massive and scattered offline scenario, the huge market also brings huge operational management difficulties. But with the offline promotion genes of the Alipay team and brand influence, I believe it will have a certain impact and shock on the existing market. The first to bear the brunt are various paid and free POS system suppliers and cloud POS service providers.
As for the impact on traditional distributors that everyone cares about, I personally think the short-term impact on the offline market is not significant, but its B2B direct-operated categories will have obvious competitive impact. At the same time, Alibaba will also open the platform to welcome distributors to join. In the end, it may develop into a Tmall + Alibaba specifically for small B.
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