---
title: "The Post-90s Distributor Boss Who Dares to Share Profits"
description: "The previous generation of distributors believed that 'cheap' was important, while the younger generation believes that 'feeling cheap' is important. This article profiles three post-90s distributor bosses who have achieved remarkable growth through bold profit-sharing, continuous learning, and focused strategies."
author: "袁来"
publisher: "New Distribution"
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published: "2023-05-30"
language: "en"
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# The Post-90s Distributor Boss Who Dares to Share Profits

> The previous generation of distributors believed that 'cheap' was important, while the younger generation believes that 'feeling cheap' is important. This article profiles three post-90s distributor bosses who have achieved remarkable growth through bold profit-sharing, continuous learning, and focused strategies.

**Introduction:** The previous generation of distributors believed that 'cheap' was important, while the younger generation believes that 'feeling cheap' is important.

**Author** 丨Yuan Lai
**Review** 丨Gou Gou
**Layout** 丨He Wen

Dear friends, hello. As we meet, I am Yuan Lai. Recently, I visited three post-90s distributor bosses: Liu Fen of Hubei Quanjielai Trading, Jia Yongshun of Xuzhou Fengxian Jintong Food, and Zheng Jinbin of Nantong Rugao Shilangman Food. Although their fathers were also distributors, unlike the traditional 'succession' we used to think of, they are typical entrepreneurial distributors.

Liu Fen of Quanjielai Trading, who entered a different category from her father's, started from scratch with a sum of money and became a well-known regional dairy distributor in just six years. Jia Yongshun of Jintong Food took over his father's small business (less than 10 million in revenue) and, with some agency experience gained from exposure, continuously explored and expanded, becoming the top distributor in the local area. Zheng Jinbin of Shilangman Food, after taking over his father's business, stabilized the existing volume and gradually increased increment year by year, achieving annual sales exceeding 100 million, opening up new battlefields such as e-commerce, government and enterprise special channels, and internet-famous food agency.

These young distributor bosses are not just maintaining the status quo; they are actively starting businesses. The COVID-19 pandemic over the past three years was a heavy blow to many distributors, shrinking business and eroding profits. But for young post-90s distributors, their businesses have been soaring, with annual growth of 20%-30% or more. Some distributor bosses even told me, **'It was precisely because of the gap created by the pandemic that while other distributors were pessimistic, my business advanced by leaps and bounds, changing almost every year.'**

**Why write about post-90s distributors?** This article is written specifically for post-90s distributor bosses. Why? Because in the FMCG distribution and circulation field, a new generation of distributors is rising. The current mainstream distributors largely started their businesses around 2000. With the institutional reforms of local department stores and supply and marketing cooperatives, a large number of related practitioners 'jumped into the sea' to start businesses, and now they are reaching the retirement age of 50-60.

Post-90s distributors graduated around 2013. The earliest have been in succession and entrepreneurship for 10 years, and the latest for 5-6 years. They have gradually become familiar with the operational logic of trading businesses. They now have control over 'people, money, and goods' and can fully steer the future direction of their businesses according to their own intentions. From a temporal perspective, **post-90s distributor bosses are truly stepping onto the 'center stage' of FMCG distribution and circulation.**

Moreover, the industry background faced by post-90s distributors is vastly different. Distributors around 2000 enjoyed demographic dividends, brand dividends, and supermarket dividends. In the past, grabbing a good brand and riding the wave of local supermarket chain expansion could keep the business growing. But today, the objective dividends of the era are gone, replaced by stock competition and stock games. This is more challenging for post-90s distributors, placing higher demands on their management capabilities. How to maintain growth in the context of stock competition must involve some cognition and thinking that surpasses the previous generation of distributor bosses. Although these three post-90s distributors cannot represent everyone, they are at least a microcosm of the new generation of distributors in the distribution and circulation industry.

**Commonalities in the businesses of post-90s distributors**

Interestingly, although all three are post-90s distributor bosses operating in third- and fourth-tier cities, their paths are completely different. Quanjielai Trading is typical of focusing on a single brand, Mengniu, doing it thoroughly and strengthening it. Shilangman Food focuses on a single category, deeply cultivating the snack food category, with full online and offline coverage, including e-commerce and discount supermarkets, while also expanding beyond the category based on special channels. Jintong Food takes a different path from the other two, with multiple categories and brands, expanding horizontally across categories, but only focusing on the top one or two brands in each vertical category. Additionally, they have opened six community fresh food supermarkets locally.

Although these three distributor bosses have taken different paths, they share several consensus points in business management:

**1. Dare to share profits**

**Sales staff salaries must be 20% higher than local peers; only then can the team be stable.** Many distributors face the dilemma of not being able to recruit, retain, or manage people. On one hand, it's about management methods, processes, and standards. For frontline sales staff, the most important thing is income level. The premise of managing frontline sales staff is that you can enable them to earn a stable income higher than elsewhere; only then can you manage and dare to manage. If income is low and unstable, don't expect to retain them, let alone manage them. Of course, besides internal partnerships, high income, and high incentives, they also dare to invest in external partners. They do not pursue short-term single-product price differences, but aim for terminal occupation and share capture. **After occupying the market, stabilizing share, and defeating competitors, they then adjust product structure to reap high gross margins and profits.** They earn future money, not the static buy-sell price difference of current goods.

**2. Love learning**

We ask distributor bosses: How do you know these things? Where did you learn them? Some listen to 'Dedao', some seek out 'peers', some scroll 'videos'. Although methods and paths differ, they all continuously summarize and think: Why do it this way? Why does this problem occur? If others do it this way, can I do it too? **'Copy, modify, innovate' is Zheng Jinbin's learning method.** **'Learn from excellent people, share with excellent people, and discuss with excellent people' is Liu Fen's learning method.** The trading business is regional. If you do well in another province or city, 99% of the time it won't affect my own territory. So I can consult and exchange with you: Can I replicate your methods? Can I make slight adjustments based on my own business?

**3. Focus and concentration**

The three distributors are very clear about their core competitiveness. **Quanjielai Trading's core competitiveness is launching new products.** For single-brand distributors, their past significance was warehousing, distribution, and capital advance, but now their significance is launching new products. **Jintong Food's core competitiveness is distribution coverage.** Jintong Food only handles first-tier brands, covering 1,200 outlets in a county town of 700,000. They believe that channel sinking and penetration are their core capabilities in the trading sector. **Shilangman Food's core competitiveness is product selection and promotion.** Snack foods iterate faster than other categories, requiring distributors to keenly capture which new internet-famous consumer foods are heating up and which categories are showing rapid growth trends. At the same time, after selecting good products, they must know how to promote them, with early trials at 10% shelf placement, prime display positions, and innovative event momentum.

Although the external industry is changing a lot and channels are changing rapidly, young distributors are more sensitive to new things and more likely to notice them. But it's important to note: **Do not get caught up in new things and forget your core competitiveness.** New things should be seen and learned, but distributors must clearly understand what the core competitiveness of a trading company is: **Is it the ability to cover distribution channels, or the ability to promote products?**

**Summary**

After talking with the three post-90s distributors, I am more convinced of what I wrote before: **Maintaining the status quo is meaningless; it's still the logic of earning a salary. Entrepreneurship embodies value and turns business into a career.** Compared with the previous generation of distributors, continuing old methods only brings linear growth, while only new methods can bring fundamental changes to the business. **These young distributors are all using entirely new business thinking to do distribution and circulation business. They don't talk about single-product gross margin, profit, or cost. The young distributors talk more about: young consumers, online repurchase rates, and inventory turnover.** **The previous generation of distributors believed that 'cheap' was important, while the younger generation believes that 'feeling cheap' is important.** This is the difference between post-90s distributors and the previous generation.

Of course, after visiting these three post-90s distributor bosses, it's not just about simply outputting this content. We talked with each distributor for over 2 hours. We hope to bring the practical business cases of these excellent distributor bosses to more people for learning, exchange, and discussion.

When you face business confusion, seeking answers internally will never find answers; instead, it will lead to involution. Seek externally, look at the thinking logic of excellent benchmark distributors and industry trends, and you will truly find the answers you want.

If your business is facing challenges and you're stuck in a rut, welcome to join the Distributor Member Club. **Seize the opportunity, reduce costs, and increase growth. Here, you can find suitable learning objects and path references!** If you have done exceptionally well in your region and have insights into management, we welcome you even more. **Walk with experts, learn from each other, and progress together, becoming the future leaders of the FMCG trading industry!** To ensure the purity and exclusivity of the 'Distributor Member Club', currently only distributor bosses are allowed to participate; other roles are not open yet. We sincerely invite you. Scan the QR code to add my WeChat to register.


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