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Articles by 朱朝阳
Browse 26 New Distribution articles by 朱朝阳.
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The Survival Rule for Enterprises in 2026: No C-end, No Future
Amazon founder Jeff Bezos once said: "I often get asked, 'What will change in the next ten years?' But I rarely get asked, 'What will stay the same in the next ten years?' I think the second question is more important than the first, because you need to build your strategy on the things that don't change. All in on the things that don't change—what an exciting principle." For the FMCG industry, this 'unchanging thing' is the deep cultivation of C-end user value. No matter how difficult it is to advance now, it is urgent to deploy on the C-end.
朱朝阳Beware of the "Street-Loitering Salesperson"!
Salespeople, once the vanguard of market expansion, are now becoming a burden for many liquor companies and distributors amid industry adjustments and channel fragmentation. The root cause is not the sales role itself but the "street-loitering" work style that prioritizes superficial visits over value creation, leading to poor performance. The solution lies in bC integration, which redefines the salesperson's role as a terminal sales booster, and in shifting management from result-oriented to process-empowering approaches.
朱朝阳Super Tobacco & Alcohol Stores, Super Profitable
Due to the nature of my work, I frequently travel for market research, and a key way to gather effective market information is by chatting with terminal store owners. Many have asked me how to succeed in the tobacco and alcohol store business, so I'm sharing my thoughts here. According to Tianyancha data, there are about 2.95 million such stores in China, facing intense competition and high saturation. As I often say, 'Previously it was an era of pioneering; now it's an era of grabbing meat,' meaning the industry is undergoing consolidation and reshuffling, what is now called high-quality development.
朱朝阳Distributors: Survival Is Growth!
The article discusses how distributors can survive and grow amid the COVID-19 pandemic, changing consumer behavior, and economic downturn. It emphasizes adapting to the new normal, understanding shifting consumption patterns, and implementing specific strategies such as focusing on key outlets, optimizing product and channel structures, and digitalizing business operations.
朱朝阳High-Line Bare Bottle Liquor: How to Quickly Scale Up in the Market?
The rise of high-line bare bottle liquor is driven by consumption upgrades, changing consumer awareness, easy access to information, and intense industry competition. This article shares strategies for the 50-100 yuan price segment, focusing on building terminal channel systems, shaping consumer cognition, assembling a versatile team, and executing sustained marketing activities.
朱朝阳Six Key Points for Winning with Bare Bottle Liquor!
Jiang Xiaobai, Lao Cunzhang, and Jiang Xiaobai are three brands; what commonality in their brand operations would you identify? I believe the commonality is solid offline channel cultivation, manifested in high market share, strong terminal scene atmosphere, standardized market promotion actions, strong channel control, and strong team execution. Generally, a brand's terminal market performance reveals the skill of its brand operator and the enterprise's market operation and control capabilities; a glimpse reveals the whole, and market performance is a projection of operations. Bare bottle...
朱朝阳Where to Start with Channel Digitalization?
Many business owners ask me, 'Teacher Zhu, is it too early for our company to start digital transformation?' I express my view in three sentences: digital transformation must be early, must be difficult, and must be done. There is much discussion about digitalization from various angles and positions. Here, I mainly stand from the perspective of brand owners, discussing how enterprises can achieve digitalization through channels. The main problems faced by traditional channels are profit distribution and sell-through at all levels. Simply put, someone is willing to sell, and someone is willing to buy. One is the physical space grab for shelf space, and the other is the occupation of mind space.
朱朝阳Where Is the Spring for Small and Medium-Sized Liquor Enterprises?
A distinguished guest from afar traveled a long distance to Boss Zhang's hometown. At the welcome dinner, although the guest, who frequently flew around the country and held status and prestige, usually drank famous liquors, Boss Zhang did not entertain him with a nationally renowned top-tier baijiu brand but instead chose his hometown's local liquor brand. After the banquet, the guest not only expressed no dissatisfaction but, upon leaving, took the initiative to buy several cases to take back. Boss Zhang, embarrassed to let him pay, gave them free of charge. Later, the guest kept asking Boss Zhang for more, and Boss Zhang kept giving them for free...
朱朝阳The Iteration of Deep Distribution—BC Integration: Operating C-End, Empowering B-End
Terminals will never disappear, and brand owners cannot sustain or take root without offline channels; regardless of channel fragmentation, offline sales remain the primary sales. Offline sales come from the number of terminal outlets multiplied by per-store sales. The number of outlets should be neither too many nor too few, like farming—too dense and they won't grow, too sparse and they grow but in small numbers. A reasonable density ensures high yield. Similarly, a reasonable number of outlets in a regional market ensures both consumer convenience and terminal recommendation enthusiasm. The premise of BC integration is deep distribution, and its core is to connect C-end through B-end, activate B-end with C-end, and achieve a closed loop in channel operations.
朱朝阳Terminal is King, Where is the Way, Can New Store Commerce Be the Antidote?
The article discusses the evolution of the 'terminal is king' sales model in FMCG, emphasizing that while offline channels remain crucial, brands must integrate digital tools to enhance terminal efficiency. It introduces 'New Store Commerce' as a solution to overcome physical limitations of stores by leveraging dual stores, dual scenarios, dual IPs, dual experiences, and a toolkit of cloud store, community, live streaming, and WeChat Moments to empower terminals and connect with consumers.
朱朝阳Micro-Mall vs. Cloud Store: What's the Real Difference?
Cloud stores, along with one-code-per-item and RTM digitalization, are among the three foundational systems for brand marketing digitalization. However, cloud stores are often mistaken for micro-malls. While using a cloud store as a micro-mall is merely underutilizing its potential, using a micro-mall as a cloud store is problematic as it cannot support the marketing digitalization of brands and distributors. Technically, they may seem similar, but from a marketing perspective, they are vastly different. Both have their value, but the danger lies in using them incorrectly.
朱朝阳How to Break Through in a Newly Assigned Regional Market?
Regional transfers for marketing personnel are common in the sales industry, often framed as gaining diverse market experience but actually aimed at personnel management and team vitality. For individuals, success in a market depends on both ability and luck, but repeated success across markets signals true capability. Using the FMCG industry as an example, this article explains how to break through in a newly assigned regional market.
朱朝阳The Many 'Deaths' of Distributors and Their Self-Rescue
With current overcapacity, a poor economic environment, and e-commerce impact, market competition has intensified, causing a large number of distributors to slowly 'die' while resisting the cold of economic downturn. An autopsy reveals many causes, both subjective and objective; by learning from the past, we can prevent future tragedies. This article outlines ten 'deaths' and offers transformation and self-rescue strategies.
朱朝阳The Traditional Double-Festival Order Conference Is Slowly Dying
Why write about this topic? During a recent market visit, I noticed that this year's Mid-Autumn Festival (October 4) would normally be a peak time for manufacturers' order conferences, but many distributors have no intention of holding one due to high cost-effectiveness, insufficient returns, difficulty in collecting advance payments, and lack of interest from retail terminals. The article analyzes why order conferences are becoming increasingly difficult to hold, citing factors such as normalized holiday consumption, diversified consumer needs, online festival promotions, information transparency, intensified competition, lack of innovation, trust issues, chaotic marketing planning, and anti-corruption policies. It concludes with suggestions for reform.
朱朝阳All About Node Ordering Meetings!
In Chinese traditional culture, there has always been a gene of "reciprocity." During festivals, people visit each other with gifts to strengthen various relationships (family, friendship, love, etc.). For manufacturers, this is an opportunity and a node for huge sales. Most manufacturers choose to hold ordering meetings to achieve node sales explosion by seizing terminal resources. How to successfully hold an ordering meeting? 1. Clarify the purpose of the ordering meeting; not all markets can hold one, depending on the maturity of market operations...
朱朝阳The Grand Finale of My First Half of Life in Marketing (Last 50 Quotes)
This article presents the final 50 quotes from a marketing professional's career reflections, covering topics such as market strategy, workplace dynamics, leadership, and personal growth. The quotes emphasize the importance of diligence, continuous learning, and integrity in the marketing profession.
朱朝阳My First Half of Life (100 Quotes from the Marketing Industry)
This article presents a collection of 50 quotes from the marketing industry, offering insights on workplace survival, career development, and marketing strategies. The quotes cover topics such as leadership, teamwork, personal growth, and the realities of the corporate world.
朱朝阳Building an Invincible Marketing Team in a Weak Market
This article discusses how to build a strong sales team in a weak market, addressing challenges such as low morale, lack of direction, and high turnover. It offers practical strategies including creating a harmonious team environment, boosting morale, self-improvement for leaders, setting clear goals, managing personnel effectively, ensuring execution, establishing systems, and fostering continuous learning.
朱朝阳At the Start of the Year, How Can New Products Quickly Ignite the Market?
This article analyzes the development bottlenecks faced by FMCG distributors and provides a comprehensive guide on how to successfully launch new products. It covers product selection criteria, market preparation, execution details, and long-term strategies, emphasizing the importance of choosing the right product and adapting to market trends.
朱朝阳With 90% Distribution Coverage, Why Is the Market Still Lukewarm?
During a Spring Festival gathering, a friend's client mentioned a market bottleneck: despite achieving 90% distribution coverage, the market remained sluggish. The article explores why high coverage is often pursued, the dangers of improper high coverage, and how to approach coverage based on product attributes and market stages.
朱朝阳The Curse of Distributors in the Market: Who Will Prevail?
Due to the economic environment and channel fragmentation, distributors are facing tough times, often seeing their years of hard work undone overnight. The main problems include being coerced by manufacturers into advancing costs that are not repaid in time, having their territories reduced or being replaced by direct operations, choosing poor products, and suffering from excessive credit sales.
朱朝阳Don't Obsess Over the Wind: It's Just a Myth!
Lei Jun, founder of Xiaomi, famously said, 'With the right wind, even a pig can fly.' However, in today's challenging economic climate, many businesses are tempted to chase trends, but true success comes from building a solid foundation and focusing on core strengths, not just riding the wind.
朱朝阳How Can the Baijiu Industry Break Through in 2016 Amid Slowing Economic Growth, Weak Consumption, and Restrictions on Official Spending?
The baijiu industry, once enjoying a golden decade, is now in deep adjustment amid slowing economic growth, weak consumption, and anti-corruption policies. To break through, companies must adapt to the new normal by adjusting prices, clearing inventory, learning from FMCG practices, persisting in strategy, targeting new consumer groups, focusing on consumer experience, innovating products, and using the internet wisely.
朱朝阳Weak Regional Markets Need 'Crazy' Marketing Teams
With the support of aircraft and artillery resources, one is air-dropped alone onto a war-torn base, surrounded by ruins and desolation, self-appointed as a 'scout', seeing only the 'old, weak, sick, and disabled' left behind. Marketing personnel responsible for weak markets will surely have such feelings and memories: internal and external troubles, with external clients lacking enthusiasm, low cooperation, poor profitability, slow product movement, no click-through rates, chaotic pricing, and internally a stagnant sales team with scattered morale...
朱朝阳