30+ industry experts, 100+ B2B platform founders, and 800+ manufacturer and distributor friends gathered in Fuzhou to explore the path of Internet transformation for the FMCG industry.
As the business environment changes, distributor transformation has always been a hot topic in the FMCG industry. On one hand, as companies grow, they gain stronger control over channels and adjust channel strategies based on market demand, constantly threatening distributors' markets. On the other hand, powerful channels like KA supermarkets leverage their terminal strength, squeezing distributors with various fees, leaving them little room to breathe. Attacked from both sides, distributors find their operations extremely difficult. Therefore, seeking self-preservation through transformation has become key to their development.
Transformation Direction 1: Downstream Terminals
Transformation Objective:
Reduce pressure from downstream.
Transformation Methods:
Transform towards terminals, i.e., by sole proprietorship or equity participation, establish retail or consumer terminals such as supermarkets, convenience stores, specialty stores, and restaurants.
1. Modern Retail
- Combine wholesale and retail to invest in retail.
Applicable to:
Those with a strong interest in retail, seeking higher per-unit profits, and with ample energy; also, those who do not want to give up current wholesale distribution business.
Cases:
Example 1: A Beijing distributor of Haitian soy sauce acquired a supermarket and has been operating it quite successfully.
Example 2: Lei Junjie of Baoding Xinjiechu Trading, distributing over 30 international and domestic well-known brands including Master Kong, Robust, Strong, Wrigley, Wugudaochang, Junlebao low-temperature milk, Glico, and Meidan, with a marketing network covering over 1,200 merchants in Baoding's major supermarkets, wholesale, retail outlets, and surrounding 22 counties and towns. They have over 60 convenience chain stores. They founded Jiechu Convenience Stores and have opened nearly 70 stores to date.
Example 3: A distributor co-founded a convenience store chain with a local real estate company.
- Enter retail through equity participation or acquisition.
Applicable to:
Those with a deep interest in retail, a broad product line, and trusted talent to manage retail stores; may start with small capital investment.
Cases:
Wenzhou Nanhu Company in Zhejiang, starting from a wholesale stall in the southern Zhejiang agricultural trade market as Nanhu Non-staple Food Business Department, expanded across food, beverages, alcohol, and snacks, entered retail through acquisitions, and now the group company generates about 2 billion yuan in revenue.
- Directly transform into a retailer.
Applicable to:
Those who have decided to focus entirely on retail.
Cases:
Example: Wang Tian of Hunan Bubugao, originally a distributor for Master Kong, later decided to develop his own terminals. After transformation, he became the richest person in Xiangtan, Hunan.
2. Specialty Stores
Applicable to:
Those who establish retail terminals aligned with their main product categories to capture consumer mindshare and enhance category competitiveness. Requires rich professional knowledge and is suitable for operators highly focused on specific fields.
Cases:
Example 1: Sichuan Qinglongfeng.
Example 2: Jiangsu Weimen. 150 million yuan, over 100 stores.
Example 3: Xuzhou Tongfeng Tobacco and Alcohol.
3. Production Consumers
Applicable to:
Operators with reliable professional talent or relatives with expertise, careful planning, and surplus energy. Without leveraging industry advantages, risks are higher. Success depends on financial strength and operational capability; otherwise, difficulty increases.
Cases:
Direction 1: Restaurant terminals.
Example 1: Shanghai Haohao Trading, a distributor of Shuangqiao MSG, opened a restaurant but failed and returned to their original business.
Example 2: A seafood distributor in Guangzhou successfully opened Dongjiang Seafood Restaurant. Success is rare mainly because it is too energy-intensive.
Direction 2: Industrial terminals.
Transformation Direction 2: Upstream Manufacturers Transformation Objective:
Reduce pressure from upstream suppliers.
Transformation Methods:
(1) Self-manufacturing
(2) Own brands
(3) Brand operations
(1) Self-manufacturing
- Sole proprietorship
Example 1: Lao Zhou in Beijing, then the top of the "Four Heavenly Kings" in the industry, boldly opened a factory due to high sales of corn kernels, but failed miserably, allowing other distributors to develop, and he became a second-tier wholesaler.
— Returned to the distributor path.
Example 2: Sichuan Gao Fuji. Transformed from distributor to full manufacturer. They transformed while still relatively small.
- Acquisition
Example: Li Bingguan in Hangzhou, a distributor for Chubang soy sauce, acquired Guilin Huaqiao in 2005 but later exited.
— Returned to the distributor path.
- Joint venture
Example: Hangzhou distributor Lin Jie and his brother formed a joint venture with a manufacturer to establish Hangzhou Baiweijia, but later exited.
— Returned to the distributor path.
(2) Own brands
Distributors operating own brands must pass four hurdles:
How to handle conflicts with agency brands?
How to deal with attacks from major industry players?
What if the product line is too long?
What if quality is unstable?
Agency brand conflicts
Example: Lai Xinliang in Anhui. A Haitian soy sauce distributor, OEM-produced Xinliang soy sauce, but couldn't control quality and gave up the agency brand.
— Adjusted product line, focused on regional presence.
- Attacks from major industry players
Example 1: Guangzhou Yulong Industry and Trade. Private-labeled Yulong soy sauce faced strong resistance from Master Kong.
— Fought back by shifting to other categories with less competition, such as cooking wine and pickled vegetables, and adopted a dual-brand strategy, printing their own brand on the manufacturer's normal packaging, allowing flexibility. Now a top ten national distributor, how successful!
Example 2: Beijing distributor Tiansheng Shengshi Food. Failed with one private-labeled product, then succeeded with private-labeled udon noodles. Small category, but good sales and profits.
New mistakes:
Dalian X distributor OEM soy sauce
Zhuhai X distributor opened a soy sauce factory
- Product line too long
Example: Nanjing Yunlu Xiaocai Yidie. Hundreds of OEM factories, focused on attacking retail supermarkets, but couldn't control product quality, expanded branches everywhere, expanded too fast, and lost management control.
— Fought back by focusing on regional brands.
- Unstable quality
The key issue for distributors operating own brands is ensuring quality. In China's condiment industry, those willing to do OEM for others are mostly small factories, unlike liquor where Wuliangye might do OEM, or Apple phones with Taiwan's richest man doing OEM.
Key Points for Transformation
● Investing precious capital resources in uncertain products is not worth it.
● Do not enter product categories with intense competition.
● If you find a particularly good category opportunity, enter quickly and focus on one.
● Must be able to control product quality.
● Need at least 2,500 directly controlled terminals for support.
● Sustained brand resource investment.
● Selling price should be higher than OEM manufacturer brand products.
● Operate own brands separately from the company name, if possible, for easier future spin-off.
When you have channel advantages, concentrate products on a very few items to achieve volume breakthroughs.
The key to building your own brand is controlling product quality, having a large number of directly controlled terminals for support, strong brand resources, and selling prices well above OEM manufacturers. Without these, you'll start with ambition and end up in a dilemma.
There are few successful examples of transforming upstream to manufacturers; buying a small distillery or OEM production may seem glamorous and profitable, but in reality...
The condiment industry was among the earliest in FMCG distribution to engage in OEM production. This also shows that condiment distributors are not "low quality" as some manufacturers claim; they are forced by circumstances or planning ahead. However, there are few successful examples of transforming upstream to manufacturers, but many failures. Typical cases include: In 1998, Lao Zhou, the top of the "Four Heavenly Kings" in Beijing's condiment industry, boldly opened a factory due to high sales of corn kernels, but failed miserably, allowing other distributors to develop, and he became a second-tier wholesaler.
Around 2000, Lai Xinliang in Anhui OEM-produced Xinliang soy sauce, with high costs and in a dilemma; Guangzhou Yulong used the same method for Yulong soy sauce, both starting with ambition and ending in a dilemma. The core of distributor success, I believe, is capital turnover. Investing precious capital in an uncertain product is not worth it. Also, don't forget that your energy is part of your capital.
Why do these super condiment distributors thrive when distributing others' brands but struggle with their own? Because when distributing products, your core job is sales; you can quickly eliminate poor-quality products or pressure manufacturers. But when running a factory, your core jobs are multiple: technology R&D, product quality, cost control, production organization, policies and laws, local relations, and finally sales. These are not areas where distributors excel.
The pioneers of OEM mentioned above have now adopted smarter approaches.
Now, not only pharmaceuticals, but also food, beverages, condiments, daily chemicals, and all FMCG categories have distributors operating own brands. There are many failure cases.
(3) Brand operations
Transformation Objective:
Distributors take on distribution rights for certain products in broader regions.
Transformation Methods:
- Large regional agency
Method:
Manufacturers hand over large regions to distributors for management, with solutions determined by them. This region could be a province, several provinces, the whole country, several countries, or even global.
Cases:
Example 1: Haohao Trading — Eastern China general agent for Shuangqiao Wei Jinghua.
Example 2: Shanghai Rongjin Qiu Xiaomin — Shanghai general agent for Shinho June Fresh.
Yunfeng Liquor also adopts this model. Distributors obtain agency rights for several provinces and operate independently. The head office only manages. Planning and costs are borne by distributors.
Companies like Chaopi, and in East China, Shanghai Haohao Trading, completed the transformation to Eastern China general agent and large logistics by distributing Shuangqiao MSG. Some trading companies expand sales regions nationwide, like Jima Liquor.
- Specific product operation
Distributors obtain operating rights for a specific specification or variety of a well-known brand.
Example 1: Condiment industry — Henan Jia Shuming led the Henan Condiment Alliance Chamber to obtain the provincial agency for Donghu Donghu Lingbiao aged vinegar in Henan.
Example 2: Liquor industry — Several Guangdong distributors bought the operating rights for large-capacity canned Yanjing Fresh Beer.
Example 3: Tool industry — A Zhejiang distributor bought the national distribution rights for a specific specification of blades from the famous Korean brand Taegutec.
- Dual-brand operation
Distributors use a dual-brand strategy, where the same product carries both the manufacturer's trademark and the distributor's trademark, operating jointly. (A temporary compromise between manufacturer and distributor, eventually they will separate.)
Example 1: Guangzhou Yulong Industry and Trade's cooperation with Sichuan Guangle Pickles.
Example 2: Shanghai Rongjin's cooperation with Shinho Soy Sauce. Cooperation began at the end of 2003, and on April 27, 2008, Qiu Xiaomin formally transferred the trademark to Shinho Holdings.
Key Points for Transformation:
Distributors can be safer in market operations.
Both manufacturers' and distributors' rights can be protected.
The difference between brand operators and large regional distributors is whether they own pricing power.
Transformation Direction 3: Logistics Centers Transformation Objective:
Win in regional distributor competition by expanding or strengthening scale.
In the low-margin era, distributors can overcome industry competition, resist new entrants, absorb substitutes, and improve negotiation power with suppliers by expanding scale to become large regional logistics centers. Transforming into logistics centers is a viable path.
Of course, the logistics center here differs from traditional ones; its precise definition should be large-category logistics center.
Transformation Methods:
(1) Directly Affiliated Branches
Principle:
Expand organizational scale through directly affiliated branches to achieve greater sales and influence.
Typically, distributors break through themselves, just like retail enterprises breaking through profit points; the larger the scale, the greater the influence.
Methods:
Regional general agency
Provincial general agency
Large regional general agency
Details:
- Regional general agency
Applicable to:
High share in small areas, focusing on developing production consumers, reaching retail terminals directly.
When your strength is insufficient, focus on expanding dense distribution networks around smaller areas. Don't think about expansion first.
Cases:
Example 1: Suzhou Daming Fast-moving Consumer Goods — Suzhou Daming's market network now covers Suzhou urban and rural areas, Wujiang, Wuxi, Jiangyin, parts of Shanghai, and parts of Zhejiang, with a market share of over 90% and more than 70,000 customers.
Example 2: Linyi Jinying Washing and Chemical — In Shandong, a local distributor of daily chemical products, Linyi Jinying Washing and Chemical, considering its own development, restructured in 2001 and renamed Linyi Hengxing Commercial Company. This company has cooperated with Guangzhou P&G since 1992 and continuously absorbed successful experiences. Previously only in Linyi wholesale market, intense competition in central cities made Hengxing think about its future direction, initially forming the idea of transforming into a large logistics center, deciding to focus on expanding sales outlets. From the second half of 2008 to the end of 2009, over a year, Hengxing developed about 3,000 new township sales outlets in the Lunan region. Combined with original outlets, it formed a situation with over 7,000 township sales outlets in Zaozhuang, Linyi, and Rizhao. Although these outlets' sales were only over 3 million yuan that year, less than 2% of Hengxing's total annual sales of 180 million yuan in 2009, the township expansion model took shape. In the following period, the huge growth potential of township outlets contributed significantly to Hengxing's sales reaching 300 million yuan in 2010. To date, the company has formed a distribution network centered on Linyi, with branches in Zaozhuang, Rizhao, Laiwu, Pingyi, Yishui, Junan, Tancheng, and Tengzhou, covering cities, counties, and townships (including Linyi's three districts and nine counties, Zaozhuang's five districts and one city, Rizhao's three districts and two counties, and Laiwu's two districts), effectively covering over 10,000 outlets, with over 3,000 specifications. With 350 employees, it has become the largest professional washing and cosmetic products company in the Lunan region. The company has also become the sole distributor for P&G in Linyi, Rizhao, Zaozhuang, and Laiwu.
- Provincial general agency
Applicable to:
Those with certain economic strength, expanding local markets by establishing branch companies in various counties across the province.
Cases:
Example 1: Guangzhou Huaxin Trading — distributes brands such as C'estbon, Red Bull, Zhujiang Beer, Amoy, Yili, Wahaha, Coca-Cola, PepsiCo Foods, and 3M, with 25 branches across the province.
Example 2: Shanxi Batong Trading — distributes P&G, Gillette, Duracell, Kimberly-Clark, and Johnson & Johnson. Its network covers every street in Taiyuan, with thousands of outlets covering every cigarette stand and public toilet. It has established 8 branches, forming a dense network across the province, with annual sales exceeding 1 billion yuan.
- Large regional general agency
Applicable to:
Those based in their locality but expanding beyond provincial borders to several provinces.
Cases:
Example 1: Shanghai Meibao Food Jiang Yuanzhi — Tao Huabi Laoganma's distribution rights in Shanghai and Beijing are both entrusted to them.
Example 2: Beijing Chaoyang Non-staple Food Company — nearly 1,000 staff, modern logistics distribution center, sales network in Beijing, Tianjin, Hebei, Shandong, and Shanxi, establishing a Bohai Rim sales network, becoming the largest FMCG wholesale agency company in North China.
As early as 2004, Beijing Chaoyang Non-staple Food Wholesale Corporation underwent shareholding reform, becoming Chaopi Trading, and began strong external expansion. That year, Chaopi expanded externally, setting up a branch in Tianjin. A year later, this new company's sales surged to 80 million yuan. After tasting success, in 2005, Chaopi successively opened branches in Hebei, Shandong, and Shanxi, strengthening local market cultivation. Due to control over large regional markets, Chaopi obtained agency and distribution rights for many products, such as Nestlé, Wuliangye, Red Star Erguotou, Jinliufu, Mengniu, Danone, Wahaha, Dove, Arawana, Lotte, Nivea, etc., establishing cooperative relationships with over 300 well-known domestic and foreign manufacturers, of which over 40 are Beijing regional general distributors, general agents, or largest distributors. It has agency rights for over 500 brands, involving over 10,000 varieties, covering almost all daily necessities. It cooperates closely with over 140 sales enterprises in Beijing and surrounding areas (including over 1,000 stores of chain supermarkets, hypermarkets, department stores, etc.), hundreds of small convenience stores, and catering enterprises, establishing smooth sales channels. These include Jingkelong, Carrefour, Wumart, Meilianmei, Walmart, Lotus, Auchan, and 7-11. The company has a professional team of nearly 1,000 people, a modern logistics distribution center, and has established a sales network centered on Beijing and covering the Bohai Rim, becoming the largest FMCG wholesale agency company in North China. (Source: He Huan, "Chaopi: Channel Merchants in Charge of Logistics," 2009-05-24, "Logistics Management," and Chaopi Trading website)
Most distributors often expand their sales networks through the brand products they distribute. Due to severe homogenization and fragmentation of regional agency brands, downstream sales outlets are also extremely scattered. Because they cannot be connected, distribution costs are very high. As competition intensifies, the distributor group begins to polarize. Based on the concept of deducing the process from results, temporarily setting aside per-unit profits and focusing on expanding business territory as quickly as possible is key to transforming into a logistics center.
Below, some cases illustrate this.
No longer limited to certain categories, but based on large categories. For example, Suzhou Daming. No longer defined by beverages or food, but as concentric diversification. Focus on logistics around customers. For example, Suzhou Daming's 30,000 outlets; Guangzhou Xinhua Tong's FMCG and small appliances, etc.
(2) Cross-regional Industry Alliances
Principle:
Control larger sales areas through cross-regional industry alliances.
Methods:
Friends and family alliances
Upstream-downstream relationships
Joint-stock ventures
Chamber of commerce cooperation
Details:
- Friends and family alliances
Method:
Expand jointly through relatives and friends, purchasing from manufacturers or large agents together, or by operating specific brand products, forming a circle of friends to control larger areas.
Cases:
Example 1: A Fujian distributor — a Haitian soy sauce distributor, based in Quanzhou, sent his younger brother to handle the Xiamen market, his brother-in-law to handle the Zhangzhou market, and a close friend to handle the Fuzhou market, controlling business across the province.
Example 2: Laoganma Distributors Chamber — organized by China's geographical regions.
Example 3: Xizhilang Old Friends Association — not only business alliances but even involving corporate financing, with extensive functions.
- Upstream-downstream relationships
Method:
Encourage employees to start businesses, or jointly establish branches with second-tier wholesalers to expand local markets.
Cases:
Example 1: A Zhanjiang distributor, a major in pickled vegetables and vermicelli, for employees with over 3 years of service who want to start businesses, promotes a small regional branch model, with each side contributing 50% to establish branches. This avoids splitting the company and expands the business territory.
Example 2: Distributors in Fujian, Beijing, Guangdong, and other places have adopted this model for growth.
- Joint-stock ventures
Method:
Several shareholders jointly fund a large company to purchase from manufacturers uniformly.
Cases:
Example: Changsha Four Little Dragons — In 2002, four condiment distributors in Changsha facing development bottlenecks, led by Wang Junyi, including Chaofan, Juyuan, Wuxing, and Qunying, decided to merge into Silonglong Trading Co., Ltd., fully merging capital, brands, networks, and personnel. Each company's scale of tens of millions suddenly increased to 200 million, with a sales team of over 200 people, brands increasing from 30-40 to over 160, single products reaching over 2,000, full channel coverage, 70% market share in Changsha, over 50% in Hunan Province, and radiating to Jiangxi, Hubei, etc. Overnight, they became strong and impressive (later unified under Yang Fan).
For example, four Hunan distributors jointly funded this way, using limited capital to achieve low-cost expansion. The benefits are obvious. The hidden danger is that such alliances are still relatively loose; if division of labor is unclear and rules are not strictly enforced, splits may recur after a period, but during that period, alliance members can benefit.
- Chamber of commerce cooperation
Method:
Organize chambers to jointly purchase, negotiate with supermarkets and large users, solve entry conditions, daily operating costs, and payment issues.
Cases:
Example 1: Henan Jia Shuming: Zhengzhou Yangming Food Co., Ltd. Distributes well-known brands such as Jiajia, Hengshun, Donghu, Shinho, Axiangpo, and Gao Fuji.
On August 10, 2008, Yangming Company initiated the establishment of the "Zhengzhou Condiment Distributors Alliance" to unite condiment distributors across Henan's 18 cities, reducing pressure from upstream manufacturers and downstream terminals. Now, the Henan Chamber covers 18 cities, 118 counties, and over 800 townships, with over 2,000 business personnel. Corresponding data: [As of the end of 2012, Henan Province had 18 provincial cities, including 17 prefecture-level cities and 1 directly administered city, 50 municipal districts, 20 county-level cities, and 88 counties, with 556 sub-district offices, 1,452 towns, and 219 townships.]
Later renamed the Henan Provincial Alliance Chamber, it absorbed 108 county-level distributors. The chamber has one president unit, Zhengzhou Yangming Food Co., Ltd., three vice-president units — Nanyang Rijuexing Trading Co., Ltd., Pingdingshan Ximin Trading Co., Ltd., and Xinxiang Zhihua Trading Co., Ltd. — and also has a secretary-general unit (Zhoukou Hongchengda Industrial Co., Ltd.) and a discipline inspection unit (Anyang Wenqing Trading Co., Ltd.). It also independently set up a finance department and a separate warehouse for the alliance chamber.
Unified purchasing: unified product introduction, market promotion plans, and terminal sales prices. Members change from second-tier wholesalers to enjoy provincial agency purchase prices, whether city-level or county-level distributors. Yangming advances funds for purchases, and other members only need to distribute according to Yangming's market strategy and set prices. Risks and follow-up services are handled by Yangming. This ensures the success rate of distributed products (like spraying pesticides). Product selection requires annual sales potential of no less than 1 million yuan, providing 100,000 yuan worth of initial products for market development with return/exchange guarantees for slow-moving items, and a one-time 20,000 yuan network entry fee to cover initial network construction and maintenance costs. It also aims to integrate capital upstream. Yangming only adds freight costs and bears the entry fees for various regional stores and market promotion costs, including after-sales service.
Upward investment: The chamber raised 10 million yuan to invest in Prairie Mama. Dividends are distributed to members regularly.
Experience exchange: Yangming Company convenes members to Zhengzhou for training, sharing the Yangming model to ensure unified thinking and models across regions during market operations.
Joint distribution: Distribution is done in one step, reaching county-level markets. Chamber members visited 1,431 terminal customers in five days, closed deals with 723, distributed 3,416 pieces, totaling 700,000 yuan.
Example 2: Hebei Wu Maichen:
Alliance coverage: On July 16, 2012, Hebei Zhongdiao Trading was established, with 15 distributors covering all of Hebei, Beijing, and Dezhou, Shandong, jointly funding.
Upward pressure: Enhance the voice of the distributor group. Previously, contracts with manufacturers were renewed annually with increasing thresholds; now they demand longer contracts and favorable policies. After signing agreements, they operate products according to pre-agreed internal cooperation methods and benefit-sharing mechanisms.
Downward pressure: KA entry fees paid only once, striving for favorable policies.
Success guarantee: Each director unit can recommend its star products into the Zhongdiao network. Specific categories and varieties are jointly selected by director units. The recommended products have lower per-unit gross margins but higher total gross margins because sales networks and market areas multiply.
Key Points for Transformation:
Fully utilize the distributor's greatest wealth:
Regional distribution network
Good geographical relationships
Good customer relationships
Resolve competition among regional peers and new entrants, and reduce pressure from suppliers.
The distributor's greatest wealth is the regional distribution network, good geographical relationships, and good customer relationships. These are resources that manufacturers find hard to achieve and cannot compete with. This is the distributor's advantage. As long as distributors fully leverage their strengths, manufacturers will be willing to cooperate. Even if a big manufacturer doesn't cooperate (with such a strong network, manufacturers won't give you up), many small and medium enterprises across the country will compete to cooperate with you.
Transformation Direction 4: Professional Segmentation Transformation Objective:
The purpose of professional segmentation is to overcome substitute competition. To overcome substitute competition, you must make trade-offs, focusing business on your strongest areas to counter competition.
Pay attention to choosing your advantages and maintaining periodic balance.
Transformation Methods:
Distributors concentrate resources on certain categories or channels.
(1) Brand Substitution
Principle:
Reduce brands. With less capital, you can reduce brands and focus on brands with strong manufacturer support, fast turnover, and market prospects, cultivating second-tier brands into regional first-tier brands.
Increase brands. With more capital, you can add brands to reduce potential competition.
(2) Category Substitution
Principle:
Focus on certain categories to strengthen advantages in those categories. When you focus on these categories, you will be sensitive to changes in consumer substitution, proactively adapt, and seize business from slower-moving peers.
Cases:
Example: Only doing imported food ingredients, only Hunan cuisine ingredients, only milk powder, only alcohol, only biscuits.
(3) Channel Substitution
Principle:
Consumer shopping habits are constantly changing, leading to channel substitution. To occupy all channels would weaken advantages, so give up some channels and choose those where you have advantages or less competition. This strengthens your competitive edge.
Cases:
Example 1: Zhejiang Xianglong Trading Xu Jingtao, a manufacturer manager for nearly ten years, after starting as a distributor, mainly relied on wholesale markets for large circulation but couldn't make money. He decided to transform to the restaurant channel, cleaning up and categorizing existing products, and introducing spices and seasonings commonly used in restaurants, such as stock powder, fresh aroma powder, fresh flavor powder, concentrated chicken juice, hot pot aroma enhancer, braised vegetable concentrated juice, braised vegetable aroma enhancer, and braised vegetable fragrance powder. Currently, he supplies 200-300 types of condiments exclusively for the restaurant channel, with over 1,000 SKUs.
Example 2: Zhejiang Wanxinglong, originally doing food wholesale in the Xiaoshan wholesale market, now only targets two major systems, Walmart and Carrefour, focusing on ten major stores mainly in Hangzhou.
This article is excerpted from Chen Xiaolong's practical course "The Way of Distributor Transformation" - "Sharp Change."
New Food Era · New Distribution
— 2016 China "FMCG + Internet" Summit Forum —
This is a grand event focused on how FMCG industry channels will transform under the trend of Internet+ transformation
Agenda
08:00-09:00 Registration
09:00-09:05 Host opening
09:05-09:35 2016 China FMCG Industry Trend Analysis Report — Zhao Bo
09:35-10:05 FMCG Enterprise Transformation Strategy and Path — Liu Chunxiong
10:05-10:35 Opportunities and Challenges from FMCG Channel Reform — Liu Zhao, CEO of Waiqin365
10:35-11:05 Reconstructing Distribution Channel System, Promoting Urban Retail Upgrade — Tian Yuan, General Manager of Alibaba Retail Link Backend
11:05-11:25 Channel Efficiency in the Internet Era — Fu Xiaoyun, Vice President of Benlai Holdings
11:25-12:00 Roundtable Forum — Brand Transformation: Improvement vs. Reconstruction?
Guests: Liu Zhao, Liu Chunxiong, Fang Gang, Chen Feng, Shi Zhengchuan, Deng Xia
12:00-13:30 Lunch
13:30-13:50 Distributor Transformation: Urban Distribution Trends — Wang Qi, CEO of Weijie Urban Distribution
13:50-14:20 Roundtable Forum — Why Should Distributors Do Logistics in Transformation?
Guests: Zhao Bo, Wang Qi, Liu Zhongmin, Tang Guangliang, Wang Cheng, Sheng Yan
14:20-14:40 How FMCG Enterprises Leverage the Internet to Take Off — Wang Hui, E-commerce Operations Director of Xijiu
14:40-15:00 Detailed Explanation of Zhongshang Huimin's "One Machine, Two Wings" Strategy — Su Xiaoxin, Vice President of Zhongshang Huimin
15:00-15:20 Category Value and B2B E-commerce Development Strategy — Wang Chaocheng, CEO of Yijiupi
15:20-15:40 Supply Chain Finance as a Lubricant for B2B to Drive Traditional Business — Chen Xian, CEO of 51 Order
15:40-16:00 Zhanghe Cloud Factory Helps Upgrade FMCG Supply Chain — Yang Lixiang, CEO of Zhanghe Tianxia
16:00-16:30 Integrating Small and Micro Retail, Reconstructing Business Ecosystem — Miao Dong, Vice President of Quanshi
16:30-16:50 B2B Investment Principles and Ideas — Zhao Mingwei, Vice President of Junlian Capital
17:00-17:30 Roundtable Forum — Who is the King of FMCG B2B Models?
Guests: Fu Xiaoyun, Zhuang Jianzhong, Jiang Tao, Zeng Weiqin
17:30-19:30 Dinner
For manufacturers and distributors who want to transform, this grand event is not to be missed. Interested friends can long-press the QR code below or click "Read Original" to register.
Registration: Long-press the QR code below or click "Read Original"
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