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Articles by 高级研究员 海游
Browse 210 New Distribution articles by 高级研究员 海游.
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210 articles · Page 6 of 9
Analysis | Viewing FMCG Business Through Game Theory Models
This article uses game theory models to analyze common phenomena in the FMCG industry, such as the 'Smart Pig Game' explaining why small companies often become pioneers but not winners, the 'Tragedy of the Commons' in budget allocation, and the 'Prisoner's Dilemma' in community group buying price wars, offering strategic insights for businesses.
高级研究员 海游Ten Suggestions for FMCG Manufacturers Amid the Lingering Pandemic
The recent COVID-19 outbreak in Shanghai has deeply affected the nation, with daily confirmed cases in the thousands and asymptomatic cases in the tens of thousands, prompting many regions to adopt full or partial lockdowns. Logistics disruptions, consumer restrictions, and declining purchasing power are impacting all industries. GDP growth in Q1 2022 is expected to remain below 5% due to the pandemic and geopolitical tensions, and this article offers ten practical suggestions for FMCG manufacturers to navigate these challenges.
高级研究员 海游Born in Adversity, How to Survive the Pandemic? The FMCG Industry Must Re-examine Efficiency!
Amid domestic COVID-19 resurgences and international geopolitical conflicts, China's Q1 2022 GDP growth may fall below 5%, with March macro data declining. As consumer spending weakens, FMCG manufacturers face sales and profit pressures, especially in Q2. The industry must re-evaluate operational efficiency, focusing on retail and channel efficiency to survive and thrive.
高级研究员 海游Going Offline: The Urgent Task for Brand Owners is Dealer Sorting
In late 2013, Nongfu Spring's annual sales had just exceeded 10 billion yuan, but growth hit a bottleneck, prompting the company to reform its dealer network. As an assistant to the operations director, I developed five evaluation indicators for dealers—supply chain capability, financial strength, channel coverage, operational efficiency, and organizational strength—and successfully adjusted several dealers. This reform proved crucial for future growth. The article emphasizes that brand-dealer cooperation success depends on matching, and provides frameworks for evaluating dealers, including six key capability indicators and three critical points for adjustment.
高级研究员 海游Consumer Disconnect: A Brand's Nightmare
Many FMCG brands beloved by the post-70s and post-80s generations are losing favor with the post-90s and post-00s. This is often attributed to product aging or changing consumer needs, but the real issue is a disconnect caused by tactical, executional, and strategic misalignments. To avoid this, brands must engage consumers across all age groups through multi-dimensional touchpoints and adapt to evolving consumer behaviors.
高级研究员 海游Analysis | How FMCG Manufacturers Should Pay Post-90s to Attract and Retain Talent
Indeed, having worked in the FMCG industry for 15 years, I consider myself quite knowledgeable about its development. I've led sales teams of thousands, and I've found that few brand owners provide career planning for frontline sales staff (even if they do, it's vague, more like painting a pie in the sky or an HR show), and few brand owners have precisely defined frontline sales staff: are they peddlers or marketing talents? For post-90s entering the FMCG industry, their first job is likely to be a grassroots operator. If this definition is unclear, the talent pipeline essential for future development is at risk.
高级研究员 海游Analysis: Why Are There Fewer and Fewer Post-90s Salespeople in FMCG?
FMCG companies are recruiting every day but still face shortages, with a common phenomenon of grassroots staff job-hopping among themselves, yet fewer post-90s are joining FMCG teams. Many post-90s, even those with bachelor's degrees or above, prefer delivering packages, food delivery, or ride-hailing over joining the FMCG workforce. This article explores the reasons and remedies for attracting post-90s to the industry.
高级研究员 海游Facing Product-Type Decline, How Can Brands Create Super Single Products?
In the FMCG industry, apart from channel and brand strength, is the product itself the core competitiveness of an enterprise? Yes and no. Yes, because some non-first-tier brands have quickly captured leading category positions with their products, while some first-tier brands have seen all efforts wasted due to product issues. No, because the underlying logic is that today's FMCG market will not sustain a brand solely on one super single product; the core competitiveness is not the product itself but the brand's ability to create products. For example, Nongfu Spring's new products are highly likely to lead in their categories, and it is this product creation capability that is the core competitiveness.
高级研究员 海游Dark Under the Light: A Common Ailment of Mid-Tier FMCG Brands
The article discusses the 'dark under the light' phenomenon in mid-tier FMCG brands, where companies neglect their base markets near production bases. It provides indicators to identify this issue, strategies for distribution network layout, supply chain optimization, and replication of successful base market models.
高级研究员 海游Expert: Low-Mineral Water May Hinder Children's Height Development
A survey by the Chinese Center for Disease Control and Prevention found that 65.4% of students do not drink the recommended 1200 ml of water daily, and nearly 75% prefer beverages. Experts warn that dehydration can impair cognitive function and growth, and studies show that low-mineral water may slow height growth and increase tooth decay in children.
高级研究员 海游Returning to Offline: Channel Coverage Model Layout Strategy for FMCG Enterprises
Returning to offline and the fundamentals are highly popular terms in the FMCG industry this year. Previously, 2C e-commerce optimized the supply chain from brand to consumer; later, B2B optimized it from brand to terminal outlets; and in the past two years, community group buying optimized it from distributor to consumer. Within the entire F2B2b2C supply chain, driven by capital and internet tools, these innovations captured nearly 30% of market sales, prompting a renewed focus on the 70% offline operations.
高级研究员 海游Raw Material Prices Are Soaring: Should Product Prices Follow? And How?
During recent market visits, conversations with distributors, wholesalers, and retail outlets inevitably turned to the increasing difficulty of doing business, compounded by rising product prices. Three scenarios emerged: some brands haven't raised prices but are threatening to; some price increases failed due to consumer resistance and squeezed channel profits; and some succeeded without losing market share. This article discusses how brands should approach price increases, covering pre-increase preparation, execution, and post-increase monitoring.
高级研究员 海游Grassroots Assessed on Execution, Executives on Performance? Three Methods and Two Principles for High-Performance Sales Compensation
FMCG companies have a group of 'diligent' sales team leaders who issue monthly sales targets at the start of each month and then track performance through countless conference calls. However, this so-called process management is actually just managing results, with meetings filled with empty talk. The article argues that sales teams should be assessed based on both process and results, with grassroots staff responsible for execution and executives for performance, and proposes three compensation structures and two principles for fairness and transparency.
高级研究员 海游Human Efficiency Will Be the Biggest Bottleneck for FMCG Enterprises in the Future
This article discusses the issue of human efficiency in FMCG enterprises. Low human efficiency is manifested in three ways: low output, low work efficiency, and high interpersonal costs. The key to improving human efficiency lies in managing both the number of personnel and their average efficiency, with innovative solutions such as crowdsourcing and shared labor models.
高级研究员 海游FMCG Manufacturers Need More Than Just a System—They Need a Great Coach
A recent visit to an FMCG brand revealed that while SaaS vendors pitch powerful features, brands often remain confused about their own needs. The article argues that brands require not just a system but a coach who understands their operational pain points, and as dealers increasingly become the end users, vendors must also grasp dealer economics to ensure successful adoption.
高级研究员 海游The Sharp Tool for Extracting Digital Oil: Intelligent Image Recognition Systems
This article discusses the concept of digital transformation in the FMCG industry, using Liu Run's analogy of oil extraction to explain the process from data collection to wisdom. It emphasizes the importance of accurate data collection and introduces image recognition technology, specifically Baidu's EasyDL retail version, as a key tool for precise data extraction in various retail scenarios.
高级研究员 海游Decoding Yili's 'Comprehensive Value Leadership' Goal in the Post-Hundred-Billion Era
As 2021 drew to a close, Yili's annual global partner conference kicked off. New Distribution observed that in 2021, Yili worked closely with global partners, innovating continuously and achieving leading results in performance, brand, products, and marketing. In the first three quarters, it achieved total operating revenue of 85.007 billion yuan, a year-on-year increase of 15.23%, and net profit of 7.967 billion yuan, up 31.82%, ushering in the 'post-hundred-billion era'. Earlier, at the 2021 Leadership Summit, Yili officially released its 'comprehensive value leadership' goal.
高级研究员 海游Without Perfect Execution, How Can You Talk About Business Growth!
Recently, while visiting the market with a company's marketing team, I observed some common minor issues. After in-depth discussions with company personnel, it became clear that these issues stem from incomplete small closed loops in marketing processes. For a business model to operate smoothly, each node must form a closed loop; otherwise, overall operations suffer. Achieving sales and profit growth requires the stable operation of small closed loops within the larger operational model. Below, I illustrate with examples from my market visits.
高级研究员 海游After Seven Years, 'Da Nai Cha' Sets a New Standard for Bottled Milk Tea
Nongfu Spring's new bottled milk tea, 'Da Nai Cha', has become a top seller within a month of launch, thanks to its premium ingredients, advanced homogenization process, and elegant packaging inspired by Song Dynasty tea culture. The product's success reflects Nongfu Spring's patient, innovation-driven approach and its commitment to setting new industry standards.
高级研究员 海游Approaching 2022: Product Selection Logic for Beverage Distributors
The pandemic has heightened global health awareness, making beverage safety and natural ingredients more important than taste alone. This article analyzes future bestsellers and distributor product strategies from consumer, distributor, and industry perspectives.
高级研究员 海游Practical Exploration of Internet-Famous Consumer Brands Going Offline
This article discusses how internet-famous consumer brands can successfully expand into offline markets. It emphasizes the need to integrate online and offline thinking, focusing on meeting consumers' five senses, using content to influence store owners, leveraging local KOLs and KOCs, and ensuring closed-loop execution in operations, management, and business.
高级研究员 海游What Is the First Step in Enterprise Digital Transformation?
At the China FMCG Conference held by New Distribution in September, we concluded that the first step in digital transformation for FMCG companies is not studying digital patterns or making decisions based on numbers, but ensuring authentic data collection. Without authenticity, having data is more dangerous than having none. If the team doesn't love the terminal system, pause the digital transformation.
高级研究员 海游Internet-Famous Brands Entering Offline: A General Guide to Landing Offline
In recent years, internet-famous products have proliferated, and behind their success, they are all planning offline expansion, as offline sales remain the mainstream for FMCG and will not change in the next decade. However, many such brands have made grand offline entrances only to disappear quietly. This article explores the reasons and offers a general guide for offline expansion.
高级研究员 海游The Price Hike Wave Has Arrived: Seven Suggestions for Distributors
In just two months, a distributor boss surnamed Zhang received five price adjustment notices from brand owners, with unprecedented increases. Zhang is struggling due to rapid upstream price hikes, rising operational costs, and lack of pricing power. This article offers seven practical suggestions for distributors to navigate the crisis, including shifting to partnership models, optimizing team management, prioritizing scale, managing receivables, simplifying performance assessments, optimizing distribution networks, and focusing on sell-through.
高级研究员 海游