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Articles by 袁来
Browse 256 New Distribution articles by 袁来.
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256 articles · Page 4 of 11
After All the Twists and Turns, Distributors Are the Real Moat for Channels
This article discusses how brands of different sizes can build a moat through offline distributors. It argues that after the exhaustion of online traffic and rising costs, offline distributors have become the fundamental base for FMCG brands, and provides strategies for top-tier, second-tier, and new consumer brands to empower, operate, and select distributors respectively.
袁来Second-generation distributor of Unilever, Nice, Colgate and other daily chemical giants tells you how to break through in e-commerce!
At a brand's distributor annual meeting dinner, a distributor with annual sales over 100 million yuan lamented the difficulty of offline business and considered moving to e-commerce despite having no experience. This article shares the case of second-generation distributor Wang Banglai, who entered e-commerce in 2020 and achieved nearly 50 million yuan in sales within two years, highlighting the importance of seizing opportunities and hands-on involvement.
袁来Empowering Distributors | Expanding Coverage, Strengthening Sales, and Growing Business!
The incremental business based on demographic dividends in the FMCG market has completely ended, replaced by stock business, which implies a zero-sum game among market players. For FMCG giants, stock business tests not only their own capabilities but also their external partners, especially distributors at the frontline. Therefore, in recent years, many leading FMCG companies have been discussing empowering distributors, hoping to enhance their operational capabilities, reduce costs, and increase efficiency to achieve growth against the trend. Based on New Distribution's practical experience and industry cases, this article discusses how FMCG manufacturers should correctly empower distributors.
袁来Redo the Terminals All Over Again
For distributors, terminals are crucial as they convert products into consumer goods. Is it necessary to redo this link in market operations? Yes! This article argues that despite declining offline sales, distributors can still find growth by redoing terminals, focusing on grabbing existing market share, and becoming large-scale distributors.
袁来10 Management Lessons from Conversations with Over 100 Outstanding Distributors
Over the past two to three years, we have visited over a hundred outstanding distributors across the country, discussing their business strategies and how they manage to resist risks, achieve growth, and expand despite rapid market changes. This article distills 10 practical management lessons from these visits, focusing on internal trade company operations and management, offering insights for distributors to break through in a changing environment.
袁来How Distributors with 80 Million to Over 100 Million in Sales Grow: Cross-Online Business, Cross-Category Business, Cross-Region Business
Many distributors are finding this year's business particularly tough, but instead of looking inward at their own management and operations, they tend to blame external factors. This article explores the 'outward-looking' opportunities for growth, including online channels, new categories, and new regions, offering practical advice for distributors seeking new growth curves.
袁来The Bloated Distributor: High Sales, No Profit
Many distributors boast high annual sales but suffer from meager profits, often relying on manufacturers for orders and lacking core competitiveness. True competitiveness lies in the ability to distribute and sell through retail stores, not just serving brands.
袁来All Distributors Should Rebuild Their Terminal Operations Through Salary and Assessment Adjustments!
This article argues that a distributor's frontline salesperson compensation structure is the best indicator of their management capability and future prospects. It categorizes three common salary structures and explains how they reflect different business philosophies, ultimately advocating for a market-oriented approach that rewards market-building actions.
袁来Jingxi Business Group Dismantled, Community Group Buying Suffers Major Setback
According to the latest news, JD.com's Jingxi Business Group is being dismantled, affecting multiple business segments including Jingxi Pinpin, Jingxi App, and Jingxi Tong. In recent months, Jingxi Pinpin has reportedly withdrawn from many regions, retaining only partial operations in Beijing and Zhengzhou. Once covering over 20 provinces and highly anticipated within the group, it is now collapsing.
袁来In the New Environment, Requirements for Distributors Will Only Get Higher!
The article discusses how distributors must enhance their capabilities to thrive in the current market, featuring stories of three distributors who expanded across categories, focused on selling premium products, and leveraged operational management skills to grow their businesses.
袁来Fast-Moving Goods, Slow-Moving Market
FMCG products are defined by high frequency and rigid demand, leading to rapid turnover. However, due to extreme competition, establishing a solid regional market takes a long time, often three to five years or more. This article discusses how to seize opportunities and stabilize the market base in such a slow-moving environment.
袁来Every Regional Sales Unit Needs a Plan B Amid the Pandemic
The pandemic is no longer a one-off event but a persistent and certain occurrence that can instantly alter market transaction structures. Therefore, every manufacturer and distributor must have a comprehensive Plan B in place, covering organization, channels, and products, to ensure business continuity and minimize losses during regional lockdowns.
袁来Seven Major Trends in the Future Development of Distributors
The resurgence of COVID-19 outbreaks has put distributors, who were already struggling, under renewed pressure. However, this article is not about the business challenges under the pandemic. Outstanding and capable distributors have always emerged through rounds of market changes and harsh environments. Facing business fluctuations, operators should always be rational optimists: optimism is the business mindset, while rationality is the business science. By understanding industry trends and adhering to correct, professional, and optimistic business practices, as long as you stay on the right path and persist, for distributors, this is just a test on the road to distant success.
袁来Why Are Distributors Not Making Money?
Distributors' business efficiency is the core issue. When asked about their current business, most distributors say it's getting harder due to e-commerce and the pandemic, but the real problem lies in outdated business models and system structures. Only by changing the business structure and system elements can distributors achieve sustainable growth.
袁来Beverage Entrepreneurship: Starting with 100 Sports Venues, 100 Refrigerators, and 100 Scene Ads
Beverages, as the category with the largest market capacity and the most frequent and rigid demand in FMCG, have always been the first choice for entrepreneurs in the industry. However, despite the large capacity and steady growth, it is not easy for entrepreneurs to truly make a name for themselves. This article discusses two types of beverage entrepreneurship: those that are flashy but not profitable, and those that are profitable but lack innovation. It then delves into the case of Yuaneng Sports Drink, which started by securing 100 sports venues, 100 refrigerators, and 100 scene ads, and shares insights on finding opportunities in a red ocean market and executing a ground-level strategy.
袁来Through Blue Moon's 2021 Annual Report, See the Value of the Leader
Blue Moon recently released its 2021 financial report, showing revenue of HK$7.597 billion and net profit of HK$1.014 billion, achieving high-quality and steady growth. Its core business, fabric care, remained strong with revenue of about HK$6.457 billion, up 15.4% year-on-year. New products like the underwear-specific laundry detergent and antibacterial deodorizing laundry detergent were well received, showing potential as star products.
袁来New Consumer Brands Must Have the Boss Personally Lead Offline Expansion!
Many new consumer brand founders may question or even scoff at the idea that the boss must personally lead offline expansion. While it's fine if the brand aims to be a niche player, becoming a leading brand in a category requires conquering the offline market, which demands patience and a shift in mindset.
袁来As the Pandemic Rages, the Market Is Even Slower Than the Off-Season. What Should Distributors Do?
The pandemic is once again spreading across nearly 30 provinces. Compared to the sudden outbreak in early 2020, although there is still concern and inconvenience from lockdowns, past experience has made prevention and control more composed. This round is likely the final battle against the pandemic. The resurgence has impacted distributors' businesses, especially in logistics, personnel visits, and sales turnover. In this context, distributors should use this short period, which is even slower than the off-season, to make business plans—not just annual plans, but 3-5 year strategic plans to explore the direction and model of their trade.
袁来An "Alternative" Distributor's Transformation: Abandoning First-Tier Brands to Focus on Second- and Third-Tier Brands, Building a Channel Moat with 200 Sales Associates!
New Distribution has previously reported on many practical cases of distributor transformation, covering areas such as business management, organizational change, warehousing and logistics, and channel expansion. However, cases involving brand transformation are rare. Since the brands a distributor represents form the foundation of their business, this might seem like a topic with little to discuss. But after reading today's case, you will surely admire the boldness and courage of this distributor. As is well known, holding the agency for a well-known first-tier brand is like having a "treasure" for a distributor...
袁来Stuck in the Middle: The Awkward Position of 30 Million Distributors
Recently, I had exchanges with several distributor friends, each with a business scale around 30 million yuan. After in-depth discussions, it became clear that distributors of this size share distinct characteristics and face growth bottlenecks, with their businesses stagnating for years. Frankly, the 20-30 million yuan business scale is mainstream in the current trade and distribution sector. Facing the shift to online consumption, declining store traffic, and intensifying brand competition, how to break through and grow is a question every distributor owner must consider.
袁来2022: Channels Return to Certainty!
Before 2022, when discussing channel changes and trends, fragmentation, diversification, and segmentation were almost industry consensus. Looking back over the past three to five years, new channel types such as community group buying, short-video live streaming, O2O same-city retail, private domain e-commerce, and content e-commerce have emerged, with both online and offline channels flourishing. Of course, this also kept brand owners and distributors busy, as they had to follow each new channel to seize category market share. Just as they became familiar with the operations of new channels, the rules of the channels and platforms changed again. After a while, another variant channel appeared...
袁来The 'Bitterness' of Second-Generation Distributors
Recently, I discussed business plans with a second-generation distributor, and the conversation turned to succession. This article aims to address the topic from the perspective of second-generation distributors themselves. Most current distributors started their businesses around 1990-2000, following the reform of department stores and supply and marketing cooperatives. If they started in 2000, they are now 52; if in 1990, 62. Thus, the industry is experiencing a wave of second-generation succession, and these successors face various forms of 'bitterness'—not physical hardship, but a lack of meaning and value.
袁来2022: Channels Return to Certainty!
Before 2022, when discussing channel changes and trends, fragmentation, diversification, and segmentation were almost industry consensus. Looking back over the past three to five years, new channel types such as community group buying, short-video live streaming, O2O same-city retail, private domain e-commerce, and content e-commerce have emerged, with both online and offline channels flourishing. Of course, this also kept brand owners and distributors busy, as they had to follow each new channel to seize category market share. Just as they became familiar with the operations of new channels, the rules of the channels and platforms changed again. After a while, another variant channel appeared...
袁来From a Billion-Yuan Track to Advertising Bans: How the Betel Nut Industry Can Innovate from the Consumer's Perspective
In September 2021, the National Radio and Television Administration issued a notice prohibiting the promotion and sale of betel nut and its products through radio, television, and online audiovisual programs. The Hunan Provincial Market Supervision Administration also clarified that starting from February 1, 2022, it would no longer grant food production licenses for betel nut, bringing uncertainty to the industry. However, we do not believe the betel nut industry will cease to develop; instead, it will usher in a historic opportunity for more orderly and healthy growth, as consumers need products that bring pleasure amid the accelerated pace of work and life, such as coffee...
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