---
title: "The Core Work of C-End Deep Distribution Is 'Ignition' and 'Sell-Through'"
description: "Traditional B-end deep distribution has become counterproductive, as terminal stores now profit from selling traffic rather than goods. The new approach, C-end deep distribution, focuses on creating incremental sales for terminals by igniting regional word-of-mouth and connecting with consumers, thereby shifting power from terminals to brands."
author: "刘春雄"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2018-10-16"
language: "en"
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# The Core Work of C-End Deep Distribution Is 'Ignition' and 'Sell-Through'

> Traditional B-end deep distribution has become counterproductive, as terminal stores now profit from selling traffic rather than goods. The new approach, C-end deep distribution, focuses on creating incremental sales for terminals by igniting regional word-of-mouth and connecting with consumers, thereby shifting power from terminals to brands.

Click 'Read Original' for details.
◎ By Liu Chunxiong
1
Traditional deep distribution has turned into the opposite of its original intent.
Zhao Bo, founder of New Distribution, made a classic point: "Distribution costs have shifted from the labor management costs of traditional distribution to the cost of buying traffic from channel partners. In the past, these costs were controllable; now they are not. If brands still try to acquire customers through 'public domain traffic,' there will always be competitors with lower costs or willing to pay higher prices (for traffic), ultimately causing brand traffic costs to spiral out of control."
In the past, terminals had incremental growth, so they were relatively friendly to salespeople's deep distribution efforts. Now that sales have plateaued, terminals are determined to sell their existing inventory at a good price.
A group member said: "As a frontline salesperson responsible for county-level circulation channels, when we visit terminals, our main tasks are: reclaim our product display space, find our products in the warehouse, and complete price tags. Only secondarily do we greet the store owner and discuss promotions or posters. If we don't visit a store for two months, our products disappear entirely. Competitors squeeze out our display space, and they even hide our stock."
Has anyone ever wondered why we've fallen into such a pitiful state? Treating pitiful work as necessary work makes it even more pitiful.
Of course, I don't mean to criticize this group member at all; I should thank him for revealing that millions of channel personnel in China are in this survival state.
2
Why has traditional deep distribution failed? Because terminal stores are shifting from making money by selling goods to making money by selling traffic.
Small stores charging display fees and shelf fees are signs of terminals selling traffic.
In my article "Farewell to B-End Deep Distribution, Welcome C-End Deep Distribution," I said: "The sell-through of B-end deep distribution is essentially a 'redistribution of existing inventory' at the terminal. If your product sells more, other brands sell less."
Terminal traffic (customer flow) is constant at any given stage, and display space is also basically fixed.
Therefore, the way for terminals to maximize profits is to maximize the revenue from their storefront and display space.
The more time salespeople spend on visits, merchandising, and relationship building, the less they bring new traffic to terminals, and the more they rely on redistributing existing terminal inventory.
Whether it's paying for displays, visits, merchandising, or relationship building, these are all costs. Brand A spends, Brand B spends, and eventually it becomes a "cost competition" among brands for terminal stores.
This is the result terminals love to see: sales don't grow, but store revenue does. So, even if they can merchandise, they won't; even if they can restock, they wait for the salesperson.
3
Teacher Zhao Bo's proposed solution is to "build private, independent traffic," which is also my view. New marketing is about using "private domain traffic" to counter "public domain traffic."
What is public domain traffic? Traffic from e-commerce platforms, KA (key accounts), and stores is all public domain traffic. These retailers aren't selling goods; they're selling traffic. This logic applies both online and offline.
What is private domain traffic? Any traffic that is IP-based and guided through connections with C-end (consumers) is private domain traffic.
Simply put, private domain traffic belongs to a specific brand, while public domain traffic belongs to platforms and terminals, which can be allocated to brands at a price.
If B-end deep distribution has led terminals to "hold existing inventory hostage to control salespeople," then C-end deep distribution should create a new pattern of "holding incremental growth to command terminals."
So, the essence of C-end deep distribution is to create incremental growth for terminals. In practice, it's about using private domain traffic to drive traffic to terminals.
Whoever can create incremental growth for terminals will have terminals follow them. Visits, merchandising, and relationship building become less important. In fact, the tables turn: terminals will want to build good relationships with salespeople because that means more store traffic. Stores will proactively merchandise and restock, and won't let competitors take your display space, because you're indispensable.
Creating incremental growth for terminals also requires salespeople to have the ability to guide traffic flow. Whichever store is willing to cooperate with the salesperson, the salesperson should direct traffic there. For example, the recent hot community group buying e-commerce works this way: whoever is willing to be a "group leader" gets traffic directed to their store.
4
How can we create incremental growth for terminals? First, ignite through communication; second, connect with C-end.
Traditional ignition can create private domain traffic, and connecting with C-end can guide traffic.
In the past, brand building was the job of the company's marketing department, while salespeople handled channels. But in the mobile internet era, it's different: salespeople are both the "army" (channel work) and the "air force" (communication work).
As the army, they need to do offline channel work; as the air force, they need to do regional communication work.
For communication, traditional media advertising—"shouting through a loudspeaker"—covers a wide area but is like shooting birds with a scattergun; it can't be precisely controlled, so it must be handled by headquarters.
If media advertising is mainly about "broadcasting," then internet new media communication is mainly about "spreading." Spreading is primarily sharing among acquaintances, and acquaintances are often regional. Therefore, precise internet communication and regional ignition are the work of regional salespeople. For example, Xiaoshile's regional communication ignition uses the county as the basic unit. One county ignites, while another remains quiet.
In the past, it was thought that communication required large investments to ignite. Social sharing-based communication, however, is conducive to regional ignition and creates conditions for new companies to ignite.
5
Once IP communication ignites, fans are formed.
In most cases, fans are disconnected. Especially for big brands with so many fans, it's impossible to establish contact with each one.
Now it's different because we have internet tools. Fans + connecting with C-end gives us the ability to guide fans to flow between stores.
There are many tools for connecting with fans. More precise ones include mini-programs, communities, QQ, and apps; less precise ones include Weibo; we can also use influencers and KOLs.
Some companies have developed specialized tools, such as Miduo Big Data Engine's "one product, one code" and "Lian e Lian"'s "Ren Ren Tong."
Fan connection, with the ability to guide traffic, can help stores sell through and amplify store sales.
Of course, the original purpose of connection is not to guide traffic, but through connecting with C-end, to achieve: user connection → user online → user privatization → private domain traffic.
Connecting with C-end is just having an entry point to communicate with users; user online is the key. When users are online, you can deliver content and promotional information, thereby guiding traffic.
User privatization doesn't mean users belong to you, but that you have the ability to guide traffic.
Note: In the past, the purpose of store relationship building was to divide store existing inventory; now fan connection can create incremental growth for stores.
Dividing existing inventory vs. creating incremental growth—salespeople's status in the eyes of store owners is different. One is "salesperson needs the store," with no bargaining chips; the other is "store needs the salesperson," with bargaining tools.
6
B-end deep distribution is basically channel work facing terminals.
C-end deep distribution: the process faces C-end, but the results are reflected in B-end (terminal) sell-through. For C-end deep distribution, I emphasize two points: ignition and sell-through, especially highlighting ignition.
Both are sell-through: B-end deep distribution relies on B-end, and sell-through is dividing existing inventory; C-end deep distribution relies on C-end, and sell-through is creating incremental growth.
Highlighting ignition is mainly to tell frontline salespeople that their responsibilities are no longer limited to channel work (army) but also extend to communication work (air force). I suggest changing the "Sales Department" to "Promotion Department" to use a new department to carry new functions.
Based on our practice, regional short-term ignition is achievable, and once communication ignites, other sell-through work becomes relatively simple. So, ignition is the first task of C-end deep distribution.
Sell-through is not a task but an overall result. The process of channel work has become a prerequisite. The work facing C-end becomes the main work, including: 1. C-end connection; 2. Community building; 3. Scenario building (experience scenarios, purchase scenarios, consumption scenarios, promotion scenarios).
What do these tasks of C-end deep distribution mean? It means each salesperson is like an independent marketing organization. Although there is departmental support, such as content production, individuals must take on most of the functions that the entire company used to handle.
7
Just as B-end deep distribution has an "eight-step work method," C-end deep distribution also has eight work items, each with many sub-tasks. In summary, there are three aspects:
First, work facing B-end (terminals):
**1. Targeted distribution.** This is determined by the trend toward smaller products and the rhythm of market work. Simply talking about distribution rate is no longer effective; we need to talk about coverage from a targeted perspective.
**2. Precision strikes.** Under the "strong backend, precise frontend" organizational system, reduce blind visits and improve visit efficiency.
**3. Channel digitalization.** This is basic channel work, also called B-chain. Channel digitalization is the prerequisite for precision strikes.
Second, work facing C-end:
**1. Connect with C-end.** This is also basic work, the prerequisite for using C-end to push B-end, and the prerequisite for creating private domain traffic.
**2. Community building.** This is both basic work and daily routine. Community building has now been elevated to the level of "organizational building," on par with sales team management and channel management. Community building has moved beyond just adding people and sharing links; it has become a profession.
**3. Experience and promotion.** Experiential promotion will be the mainstream work for a considerable time. Especially for products targeting the "new middle class," without experience, there is no awareness.
Third, work facing both B-end and C-end:
**1. Communication point construction.** For regional communication, communication point construction should be systematic. Communication points include both B-end points and C-end KOLs.
**2. Scenario construction.** Scenarios include purchase scenarios (B-end), consumption scenarios (C-end), and experience scenarios that combine B-end and C-end.
The work of C-end deep distribution is overall about C-end pushing B-end. Some specific B-end tasks, such as merchandising and restocking, are purely terminal duties. In the past, without the ability to push, we had to do them. Now that we have the ability to push, let each party do their own work.
C-end deep distribution doesn't mean not doing B-end work; it includes B-end work, and through C-end work, makes B-end work more precise and efficient.
In summary, C-end work should reflect sales and value, while B-end work should reflect efficiency and precision.
Source: Teacher Liu's Forum (ID: liuchunxiong1964)
**On October 23-24, the 2018 China FMCG City Distribution Logistics Conference, hosted by New Distribution, will be held in Changsha. Industry big names have sent their blessings; click the video to watch. More conference details below.**
**2018 China FMCG City Distribution Logistics Conference** will invite industry experts, FMCG warehousing and distribution specialists, and distributors who have transformed to unified warehousing and distribution platforms to discuss and answer questions about future trends in FMCG city distribution logistics and practical cases of distributor transformation to unified warehousing and distribution, under the theme "New Distribution, New City Distribution." We hope it brings you different inspiration and thinking! Specific agenda topics are as follows:
**List of Participating Companies**
In no particular order
Hunan Zonglan Diandan Network Technology Co., Ltd.
Jingbang (Wuhan) International Freight Forwarding Co., Ltd.
Mengniu Dairy
Qinghai Hanxiang E-commerce Co., Ltd.
Unilever Services (Hefei) Co., Ltd. Shanghai Branch
Huicong
Hunan Xuan'ang Food Co., Ltd.
Guangzhou Tongdaoren Information Technology Co., Ltd.
Qingdao 888 Trading Co., Ltd.
Uni-President Enterprises (China) Investment Co., Ltd.
Hunan Zhongxiang Gongpei Logistics Co., Ltd.
Shenglong Ingredients
COSCO Shipping Logistics Warehousing and Distribution Co., Ltd.
Guangxi Yongpai Liquor Industry Co., Ltd.
Shangqiu Kangrong Trading Co., Ltd.
Jinan Dingzhong Economic and Trade Co., Ltd.
Liaoning Bimai Agricultural Technology Co., Ltd.
Kunming Xiongjia Trading Co., Ltd.
Shaanxi Houheng Trading Co., Ltd.
Guangzhou Dingwo Enterprise Information Consulting Co., Ltd.
Shaodong Jiajiale Commercial Firm
Boda Trading
Industrial Bank Changsha Branch
Wuhan Muchen Convenience Store Chain Co., Ltd.
Fujian Fuxing Yuncang Logistics Co., Ltd.
Guizhou Yilimi E-commerce Co., Ltd.
Jiangxi Xiao Laoer E-commerce Co., Ltd.
Jinshankoufu
Shanxi Taihang Yuanjing Supply Chain Management Co., Ltd.
Shanxi Dezhun Supply Chain Management Co., Ltd.
Shaoyang Tongdeli Trading (Xiangbang Logistics)
Huanfu
Tongda Express City Distribution
Beijing Xinjingxiang Food Co., Ltd.
Wuhan Huizhong Tianhong Liquor Co., Ltd.
Changsha Paide Biotechnology Co., Ltd.
Chao'an Tuqiang
Guizhou Yihe Bopin Supply Chain Management Co., Ltd.
Jiangxi Kang'en Industrial Development Co., Ltd.
Xiangtan County Yisuhe Town Yuhua Paper Store
Luoyang Yuanlang Trading Co., Ltd.
Tongchuan Yaozhou Huayuan Supermarket Co., Ltd.
Hunan Yongfu Jiujiu Trading Co., Ltd.
Zhejiang Chengchengtong Logistics Co., Ltd.
Chongqing Kaiguo Materials Trading Co., Ltd.
Beijing Xianmaixianmai Data Technology Co., Ltd.
Hanchuan Qixing Trading Co., Ltd.
Tongxin Jiuzhiru Trading Co., Ltd.
Guizhou Meiguo Guoguo Network Technology Co., Ltd.
Hubei Anjie Logistics Co., Ltd.
Hubei Kuaixiao Hulian Technology Development Co., Ltd.
......
**Distributor Transformation Representatives (Proposed)**
In no particular order
Jiangsu Huashang City Distribution Network Co., Ltd. Chairman, Rong Jun
Hubei Yijiaren Logistics Co., Ltd. Chairman, Wang Bo
Sichuan Chengdu Xingrenxing Trading Co., Ltd. General Manager, Jiang Shuming
Shandong Yunbang Warehousing and Logistics Co., Ltd. Chairman, Liu Jichen
Chongqing Lingyu Consumer Goods Supply Chain Management Co., Ltd. Chairman, Tu Mingyu
Guangzhou Zhongshan Wanrong Marketing Co., Ltd. Chairman, Yang Su
Sichuan Bajie Supply Chain Management Co., Ltd. Chairman, Yuan Xia
Hubei Pengdun Meiyitian Supply Chain Management Co., Ltd. Co-founder, Li Qiangyun
Henan Xuchang Jiulegou E-commerce Co., Ltd. Chairman, Zhang Jianyong
Hebei Changyi Logistics Co., Ltd. Founder, Ma Haichao
Hebei (Chengde) Wulian Yuncang Co., Ltd. General Manager, Meng Yucun
Xinjiang Urumqi Su'an Jinchi Logistics Co., Ltd. Chairman, Zhang Xun
Jilin Sansheng Lianguo Chairman, Zhang Hailing
Hebei Dunjie Supply Chain Management Co., Ltd. Founder, Qiang Huitao
Hunan Damei Supply Chain Management Co., Ltd. General Manager, Liao Lei
......
-END-


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