---
title: "Seize the Two Slow Variables to Master Your Company's Destiny"
description: "Mr. He Fan once defined fast variables and slow variables. Fast variables refer to daily changes and challenges, such as weather changes. Slow variables are unnoticed but decisive factors, like tidal changes caused by the moon. Fast variables are the present, slow variables are the future, and both are important. Ideally, we should grasp both, but the world keeps accelerating, and fast variables are increasing. If we cannot grasp all fast variables, what is our criterion for selection?"
author: "新经销团队"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
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published: "2022-02-27"
language: "en"
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# Seize the Two Slow Variables to Master Your Company's Destiny

> Mr. He Fan once defined fast variables and slow variables. Fast variables refer to daily changes and challenges, such as weather changes. Slow variables are unnoticed but decisive factors, like tidal changes caused by the moon. Fast variables are the present, slow variables are the future, and both are important. Ideally, we should grasp both, but the world keeps accelerating, and fast variables are increasing. If we cannot grasp all fast variables, what is our criterion for selection?

Mr. He Fan once defined fast variables and slow variables. Fast variables refer to daily changes and challenges, such as weather changes. Slow variables are unnoticed but decisive factors, like tidal changes caused by the moon.
**Fast variables are the present, slow variables are the future, and both are important. Ideally, we should grasp both, not missing any.**********
But the problem is that the world keeps accelerating, and fast variables are increasing and becoming faster. Can you grasp them all? If not, what is our criterion for selection? Slow variables are unnoticed but decisive; their nature is closer to laws and trends, which we can metaphorically call the "Way" (Dao). Fast variables change rapidly and often have short-lived effects; their nature is closer to surface and methods, which we can metaphorically call "techniques" (Shu). Regarding the dialectical relationship between "Way" and "techniques," many sages have discussed it. The most famous are two sayings from Laozi and Zhuangzi.
Laozi said, "With the Way but without techniques, techniques can still be sought. With techniques but without the Way, one stops at techniques."
Zhuangzi said, "Using the Way to drive techniques, techniques will surely succeed. Techniques divorced from the Way will surely decline."
Understanding these two sayings, we can find the criterion for selecting fast variables: whether they align with the trend of slow variables. If they do, we should actively participate and respond; otherwise, we might as well not grasp that fast variable.
Today, our attention and research on slow variables are clearly insufficient. This also leads to the more we focus on and actively respond to changes, the more anxious we feel. **If we long-term ignore slow variables, the consequences will be disastrous. The new consumer product track, which was extremely hot two years ago, is now collectively facing a cold winter, which is proof.**
******New consumer brands that are good at grasping fast variables****Why are they having a hard time?**
Why are new consumer brands so keen on grasping fast variables? Understanding fast and slow variables, we can understand why they do so. Entrepreneurs, besides initial capital investment and judged business opportunities, have almost nothing to rely on. They must, in a very short time, find any opportunity in fast variables that can help them "survive." What determines survival is often not sales profit but the next round of investment. Therefore, they choose the shortest path to monetize products. So, we saw in the first half of 2021, it was basically the last carnival of the "traffic monetization" model for new consumer brands. They almost all do not have their own basic market (fundamental business), and most entrepreneurs and capital do not have the patience to spend on "slow variables." So, this is an unavoidable choice and the inevitable cost of chasing fast variables. **Whether old or new brands, shifting from keenly chasing fast variables to making choices, starting to focus on thinking and researching slow variables, and finding opportunities and methods to build and strengthen the basic market, is the most important thing in 2022.**
**Seize these two slow variables,****and you can master your own destiny**
**For startups, grasping fast variables is necessary to gain the qualification to survive. For companies past the startup stage, grasping slow variables and strengthening the basic market means mastering destiny.** In 2022, what are the clear slow variables? **Slow variable one in FMCG: Accelerated digital construction** The digital construction of China's FMCG industry, which started in 2016, is about to accelerate.
Today, almost no one questions the significance of digitalization for FMCG enterprises. Managers of FMCG enterprises can no longer tolerate the inefficiency of marketing and management, and have been launching various digital construction actions in recent years. Today, at least on the FMCG enterprise side, the penetration rate of marketing digitalization is already quite high.
In the circulation field of FMCG, the digitalization penetration rate has also greatly increased compared to six years ago. Most distributors' sales operations have begun to use mobile terminals to achieve online operations. In this wave of FMCG digital construction, the "contractors" of FMCG digitalization have made significant contributions. Without these excellent technology providers' continuous deep understanding and technicalization of FMCG business, China's FMCG digitalization process would likely be delayed for several more years.
But we still need to see that today's digitalization problem is not a technical issue but an application issue. One of the biggest problems is that data between manufacturers and distributors is not connected. To this day, most manufacturers still cannot obtain real business data from channel partners, and the core issue is human nature. Most distributors still do not want to be completely transparent to manufacturers, and even manufacturers' sales teams do not want transparency. How to solve the problem of data interconnection between manufacturers and distributors? What technical standards and mechanisms should be built to solve the data trust issue between manufacturers and distributors? This is a problem that must be solved. Whoever can solve this problem faster and better will be the first to truly achieve manufacturer-distributor integration in FMCG, truly achieve full online operation of personnel, products, and business, and their market operation efficiency and combat capability will inevitably surpass the industry by a large margin. ******Digitalization is the most important slow variable in the FMCG field at present.**
**Slow variable two in FMCG: BC integration** The essence of war does not change, but the evolution of weapons has profoundly changed the way war is fought and the theories of winning. The essence of business does not change; it is still creating and satisfying customer needs, but changes in customers and technology have greatly changed the ways and means we create and satisfy customer needs.
In the past, we could not directly reach consumers; we had to rely on channels to cover terminals, terminals to serve consumers, and advertising to influence consumers. To strengthen brand service to terminals, we created the world-unique "deep distribution" and eventually made it the core model of Chinese marketing. Today, the development and popularization of internet technology allow us to directly and deeply reach massive consumers, and we also have the opportunity to re-evolve marketing models.
**Whoever can deeply operate consumers in the future will win in the future competition between manufacturers and distributors. In the next decade, BC integration will become an important way for manufacturers and distributors to deeply operate users in regional markets, and this is also a gradually clear "slow variable."** The core of BC integration is to use various mobile internet applications, including self-owned and platform-based, to extend the brand's business objects to consumers. In the past, the offline market was monopolized by terminals over consumers, so we had to invest increasingly high labor and market costs to maintain terminal relationships, with diminishing results. Today, through direct links with consumers, we can not only directly promote and market to consumers but also create value for terminal traffic diversion in return. With BC integration, manufacturers and distributors will face massive consumers directly, which is by no means an easy task. Once this capability is formed, it can not only feed back into product development, new product launches, etc., but also provide terminals with "irresistible" empowerment services. From this perspective, the current human-wave tactics of deep distribution and the phenomenon of buying stores in the beer industry will have greatly diminished marketing effects. Among the many changes in 2022, which are fast variables, and what other slow variables are there? How to respond to fast variables and how to seize slow variables?**
****March 18-20,** at the **"2022 7th China FMCG Channel Innovation Conference"** held in **Chengdu** with the theme **"Rebuilding the Basic Market"**, 106 experts from various fields and enterprises will interpret these for you. Don't miss it!
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