2022, We Are All Children of Winter "Children of winter" is a phrase from a recent dialogue between Mr. Liu Run and Mr. Wu Xiaobo. The original text includes two sentences: "No transformation is achieved amid applause; every great enterprise is a child of winter." No economy or enterprise in the world can grow indefinitely. No matter how long spring lasts, winter will inevitably come—this is the essence of cyclical patterns. Undoubtedly, amid the repeated waves of the pandemic, almost all FMCG companies and distributors have become children of this winter. Macroeconomic data since April has offered little to cheer about. Retail sales of consumer goods fell by 11.1%, and the industrial and commercial activity index hit a new low. Foreign trade is sluggish, domestic sales are hindered, many self-employed individuals and small businesses are struggling, and the employment rate for college graduates is currently less than 20%. Although since 2018, everyone has realized that "today is difficult, and tomorrow will be more difficult," the severity of the economic downturn, compounded by the Omicron variant's attack since March 2022, has caught everyone off guard. Starting in April, without warning and with little preparation, the market went from a slight chill directly into deep winter. How long will this winter last? When will spring come? Many are asking, and everyone wants to know the answer. Many are predicting, but no one can be certain. Regardless of how long the winter lasts, the most practical question for our FMCG companies and distributors is: How do we gain the strength to survive this winter, and how do we ensure we are still here when spring arrives? "Seize the Opportunity" Is the First Priority for Survival This Winter Can lying flat, or hibernating, help us see spring? If winter arrived predictably, giving us enough time to prepare, hibernation might be a viable option. But when faced with sudden extreme cold, science and common sense tell us that lying still and enduring will not work. In a snowfield where temperatures suddenly drop to freezing, only by moving forward intelligently and bravely can we find shelter from the wind and snow, find a place where the winter sun shines, and find hope and opportunities for survival. Every enterprise and every distributor boss has the natural mission to keep their company alive. It is the hope and support of employees and the backbone of every family. Lying flat in winter and letting our company die without a fight is absolutely not an option. So, what are the survival rules in winter? On May 10, during the first session of the "Growth Amid the Pandemic" live streaming series hosted by New Distribution, renowned marketing expert Mr. Liu Chunxiong prescribed a "Four New" remedy for surviving this winter. The "Four New" are: new mindset, new organization, new opportunities, and new tactics. New mindset means establishing the awareness and consensus that "the abnormal is the new normal." The recurring pandemic is the biggest abnormality now, but after it disappears, other abnormalities will arise. With the consensus that "the abnormal is the new normal," we cut off unrealistic fantasies and hopes, making it easier to unify thoughts and actions in any reform or innovation, and increasing efficiency. New organization means building an agile operational organization based on the consensus of "the abnormal is the new normal," forming an effective response and training mechanism for abnormalities. Once we have the capability of a "new organization," enterprises can respond quickly when abnormalities occur. From research and analysis, to strategy formation, pilot implementation, and summary replication, we will find that abnormalities are not so scary after all. New Distribution has interviewed many outstanding brands and distributors recently, and they generally possess many characteristics of a "new organization." New opportunities are the "opportunities." "Abnormal" means change. Change brings crises, but it also contains "opportunities." New tactics are the methods and techniques to seize these "opportunities" and turn them into tangible sales results. Compared with traditional marketing methods, "new tactics" are flexible, targeted, and output-oriented. In addition, "new tactics" are highly time-sensitive and changeable. What works this month may not work next month; what works for you may not work for others; what works when few use it may not work when many use it. The "Four New" system—new mindset, new organization, new opportunities, and new tactics—cannot be built in a day. So, in the current winter, we recommend focusing on "new opportunities," that is, "seizing the opportunity." "Seizing the opportunity" is the first priority for survival this winter. Mr. Liu Chunxiong said, "Seeing only difficulties cannot solve them; seeing only problems cannot solve them. Only by finding and seizing the 'opportunity' can we solve problems." Where are our "opportunities" amid the pandemic? The market gaps left by competitors who have lain flat are our "opportunities"; The shift of consumption scenarios from restaurants to homes means that finding the fastest way to reach households is our "opportunity"; During the pandemic, all marketers and distributors have lost market rhythm. Those who adapt first and find a "sense of rhythm" have the "opportunity." "Stabilize the Core Business" Is the Foundation for Survival This Winter On May 25, the state held a national teleconference on economic work to "stabilize the economic fundamentals." It was reported that over 100,000 officials participated in this teleconference. If the economic fundamentals are stabilized, our country will be stable. Every enterprise has its own core business. Stabilize this core, and our enterprise will be stable. Why must we stabilize the core to survive the winter? Only animals with sufficient fat reserves can survive the winter. This fat reserve is our enterprise's "core business." All our efforts to discover and seize "opportunities" are aimed at stabilizing our "core business," or even growing it. Today, our work cannot afford any flashiness. Every action must be pragmatic and focused. We must cherish every coin in our accounts and every sales opportunity. Where is our core business? Is it still there? What is its condition? What problems does it have? How can we solve them? What opportunities exist within our core business? Are there new opportunities we have overlooked? How can we seize these "opportunities"? As long as we can discover and seize a few "opportunities," we can stabilize our "core business." Once the "core business" is stabilized, our enterprise can survive this winter with vigor. "A gusty wind does not last all morning; a sudden rain does not last all day." The severe cold will not last long, and the shadow of the pandemic will eventually dissipate across China. But how we act and what we do this winter will determine our position and status when spring arrives. So, how should our enterprises think and act today to "seize opportunities and stabilize the core business"? On June 30 - July 1, 2022, New Distribution will restart the "2022 (7th) China FMCG Channel Innovation Conference" in Guangzhou with the theme "Seize Opportunities, Stabilize the Core." This conference will bring together over a thousand marketing experts, brand executives, digital service companies, and distributor bosses in Guangzhou to discuss and exchange new ideas, models, opportunities, and tactics for seizing "opportunities" and stabilizing the "core business." Are you "watching" me?