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Articles by 袁来
Browse 256 New Distribution articles by 袁来.
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256 articles · Page 8 of 11
Small dealers rely on insight, medium dealers on professionalism, large dealers on management!
A dealer with annual sales of 200 million is not necessarily better at management than one with 50 million. The FMCG distribution industry is highly diverse, and management levels are influenced by product categories, channels, and brands. As market dividends fade, dealers must focus on refined management, with organizational management being the most critical task, especially in managing people, as they are the core resource.
袁来Distributors: Afraid to Manage, Afraid to Penalize—Where Exactly Is the Problem?
This article discusses the root cause of distributor management difficulties: insufficient profits. It argues that only when distributors earn more money can they afford to pay higher wages and effectively manage staff. Drawing on Wei Qing's framework, it explores how distributors can optimize their profit models through product selection, channel structure, and category management.
袁来Distributors: If You Don't Move, How Can You Talk About Distribution and Sell-Through?
In a region, the number of distributors is bound to decrease. With the convenience brought by mobile internet technology, consumers' purchasing channels are no longer limited to traditional offline channels. B2C e-commerce, community group buying, content e-commerce, O2O new retail enterprises... various retail scenarios have emerged in recent years. More and more purchases are made online, leading to a decline in offline sales. This triggers a series of chain reactions. However, the good news is that the quality of distributors will improve, and those with competitive advantages will survive. The key is to be proactive in distribution and sell-through in both existing and incremental markets.
袁来Analysis of the Implementation Strategy for the 'Little Boss Project' in Trading Companies
This article discusses how distributors can set up incentive mechanisms for frontline salespeople. It is over 7,000 words and takes about 20 minutes to read. Almost every distributor is troubled by the fact that salespeople are increasingly difficult to manage and lack motivation. Many distributors try to find solutions by learning from peers or experts, but often fail to apply what they learn. The article introduces the 'Little Boss Project' as a solution, explaining its definition, suitable distributors, design framework, and precautions.
袁来Mengniu, Yili, Wahaha, Nestle Rush into Social E-commerce: Pitfall or Treasure?
Once dismissed as a scam, social e-commerce is now being embraced by major FMCG brands like Mengniu, Wahaha, and Nestle. This article explores the evolution from personal WeChat business to social e-commerce, the underlying forces driving its rise, and how traditional FMCG players can seize the next wave of opportunities.
袁来Avoiding Laoganma, How Hubang Overtook in the Chili Sauce Market from the Delivery Scene?
The chili sauce market is worth 40 billion yuan, with Laoganma dominating at around 4.5 billion in annual sales. Hubang, a startup, avoided direct competition by focusing on the delivery scene, developing over 100,000 restaurant terminals and achieving 200% annual growth.
袁来Disrupting Prices, Ruining the Market: Can Distributors Transform into Regional B2B Platforms?
In recent years, more distributors are transforming their businesses due to sluggish growth and external changes. One distributor, Wang Hua (pseudonym), who transitioned to a regional B2B platform in 2018, found that after a year, he lost profits and disrupted his market. The key to successful transformation lies in the category structure, with a focus on non-head brands and diversified categories to maintain profitability.
袁来Nongfu Spring's Sesame Store: A Billion-Yuan Dream?
Nongfu Spring's 'Sesame Store' is a new name for an existing project, expanding its vending machine business into residential underground parking lots. The company has invested heavily, planning to lose 200 million yuan annually for five years, aiming to directly connect with consumers and build a comprehensive household service platform.
袁来Some Distributors Exit, Others Transform
The FMCG industry's channel transformation is an indisputable fact, with distributors facing a future of consolidation and quality improvement. Surviving distributors will evolve into brand operators, category operators, or supply chain enterprises, requiring them to enhance their distribution and sales capabilities.
袁来Analysis of Implementation Strategies for the Business Partner Model in Trading Companies
This article explains how distributors can implement the business partner model, focusing on strategy. It covers the definition, applicable scenarios, architecture design, implementation path, investment and dividend design, and key considerations. The model aims to transform employees into partners to enhance organizational drive and address management challenges.
袁来Major Move: JD New Channel Enters Offline Liquor Retail, Fully Empowering Traditional Tobacco & Alcohol Stores
On June 15, during JD's 618 promotion, the first JD Convenience Famous Liquor Collection store opened in Linyi County, Dezhou, Shandong, marking JD New Channel's first borderless retail model store in offline tobacco and alcohol retail. The platform upgrades traditional stores with unified branding, strong supply and price control, and digital tools, aiming to revolutionize the industry.
袁来Exclusive | Food Industry Inventory Losses Reach 100 Billion Yuan a Year, He Helps Manufacturers Reduce Losses by 100 Million Yuan Daily
Product nearing expiration is a pain point for all food companies and distributors. The handling of such products typically involves discount sales in KA stores or special channels like factories, canteens, and prisons. Despite these efforts, not all near-expiry products can be sold, leading to destruction. An industry insider reveals that a 1% loss rate for top FMCG companies like Want Want, Uni-President, and Master Kong translates to billions in losses, with total industry losses exceeding 100 billion yuan annually. In response, the app 'Hao Shi Qi' was launched in 2016 to help brands, distributors, and importers sell near-expiry products quickly through countdown pricing, aiming to reduce losses. Founder Lei Yong aims to halve the 100 billion yuan loss, with a slogan of reducing losses by 100 million yuan daily for Chinese food companies.
袁来This 618, JD New Channel's B2B2C Strategy in Action: Capability Upgrade!
The annual 618 promotion battle has begun. This festival, originally created by online e-commerce platforms, has evolved from pure online to a promotion festival involving all commercial entities both online and offline. In the past, 618 was mostly a C-end "price cut" promotion, with B-end businesses rarely heard from. But in the past two days, it's evident in the author's social feed that some regional B2B platforms transformed from distributors have joined in, targeting small B-end store owners with waves of promotional campaigns leveraging the 618 momentum. This has drawn the author's attention to FMCG B2B platforms, especially JD's FMCG B2B business, the New Channel division, under the 618 initiator JD.com.
袁来With Dividend Rewards and Points-Based Management, She Went from Borrowing 20,000 Yuan to Assets Over 100 Million!
On May 17, in Anshan, Liaoning, the author attended a management training class organized by a local distributor, where the boss and general manager served as trainers, attracting nearly 400 attendees, many of whom were FMCG distributors from Sichuan, Guangdong, Jiangsu, and other places. New Distribution interviewed the distributor, Ms. Xu Min, founder of Anshan Hongye Hengda Trading Company, who shared her journey from borrowing 20,000 yuan to building assets over 100 million, and her innovative management concepts including dividend rewards and points-based management.
袁来The Times Have Changed: Where Exactly Are Distributors Losing?
Many distributors ask me about transformation, often seeking software recommendations or advice. I don't answer directly because there's no standard model; instead, I ask about their sales, brands, and regions. After analyzing cases, I've identified three core traits: efficiency, opportunity, and partnership.
袁来Unified Warehousing and Distribution: A Good Business or a Bad One?
Distributors are struggling, a consensus across the industry. With sales plateauing and external growth constrained, internal cost reduction becomes key: 800,000 distributors/wholesalers correspond to 800,000 warehouses and millions of delivery vehicles, which is economically unreasonable. Many local governments are encouraging unified warehousing and distribution (统仓统配) through logistics parks, but is it a good business? This article explores the debate, highlighting that while it can be a winner-take-all opportunity, poor management often turns it into a bad business.
袁来Dealer Transformation: The "Hot and Cold" of Unified Warehousing and Distribution
On May 6, a dealer surnamed Zhang from East China called to ask if unified warehousing and distribution was still viable, noting that the trend had gone quiet. This prompted reflection on why the once-hot model has cooled, and whether it remains an opportunity or a trap.
袁来50% of Wholesalers Have Already Left the Market; Will Distributors Be Far Behind?
According to industry insiders, nearly 50% of wholesalers in cities like Shanghai have disappeared due to urban planning and demolition, which have significantly increased warehousing and distribution costs beyond profitability. Additionally, both national and regional B2B platforms are accelerating their coverage of small stores, leading to a notable increase in online ordering frequency. The situation is worsened by the expansion of convenience store chains like FamilyMart and Lawson, prompting many traditional mom-and-pop stores to close or switch to franchising.
袁来Master Kong: One Hand Holding a Sword, the Other a Scripture
After years of decline, the instant noodle industry has made a comeback, with Master Kong reporting a 5.73% year-on-year growth in 2018. The company's success is attributed to its dual strategy of aggressive market expansion and brand building, including partnerships with e-commerce platforms and space-themed educational campaigns.
袁来Annual Sales of 3.8 Billion, Over 100 Million SKUs Sold: What's the Secret to This Distributor's Success?
Amid the wave of digital transformation in FMCG channels, the industry has reached a consensus: distributors may disappear, but intermediaries will remain. Traditional distributors' functions are replaceable, and most lack digital service capabilities. The future intermediary will not simply provide financing, logistics, and sales visits. With nearly 30 years of history, distributors have benefited from demographic and market dividends, but in a saturated market, their promotion and operation capabilities will be tested.
袁来Distributors: Refine Warehouse and Distribution Functions to Be Ready for Both Attack and Defense!
FMCG urban distribution emerged around 2016, following the digital transformation of FMCG channels, and has been widely discussed. However, in the past six months, information about it has dwindled. Despite being a trillion-yuan market, its momentum has slowed. Why is urban distribution difficult? Wang Jianjiang, founder of Hailian Tianxia, told New Distribution that the overall B2B delivery system in China lacks standardization, and data silos lead to inefficiencies. He believes that because it is difficult, it offers opportunities for small and medium enterprises, including regional distributors, to refine their warehouse and distribution capabilities, and even turn them into independent business units.
袁来Observation: Why are leading brands like Yili, Budweiser, Kangshifu, and Uni-President rushing to build their own B2B systems?
New Distribution has learned that in early 2019, several FMCG giants including Yili, Budweiser, Kangshifu, and Uni-President have been piloting self-built B2B systems in various regions. According to industry insiders, Uni-President has selectively piloted B2B systems in major regions nationwide, while Kangshifu introduced "Shifutong" in February this year, incorporating Kangshifu and Pepsi brands into its own B2B system. 1. Why do brand owners build their own B2B? Wang Hua (pseudonym), head of new retail at a certain brand, told New Distribution, "Starting this year, some FMCG B2B platforms have begun charging brand owners platform usage fees, ranging from hundreds of thousands to millions of yuan annually."
袁来How to Make Sales Staff Complete Sales Tasks Like Playing Games and Leveling Up!
Recruiting, retaining, and managing staff are almost daily headaches for every distributor. However, one trading company abolished the salesperson role and replaced it with a merchandiser role, solving these problems. How did they do it? What are the staffing and management logics behind this simple change in job title and responsibilities? Recently, I saw Qiang Huitao, founder of Dunjie Supply Chain, posting on his Moments: recruiting merchandisers. At first I didn't pay much attention, but after seeing it repeatedly, I clicked in: 'High salary for merchandisers, monthly salary 3000-5000 yuan, work location arranged nearby.' This piqued my curiosity.
袁来When Deep Distribution Is a Thing of the Past, What Are the Sales Tactics of New Distribution?
If you were given a startup cookie brand, how would you sell it? Traditional marketers might rely on deep distribution, but in today's saturated market, this approach is failing. AKOKO, a cookie brand founded in 2016, achieved explosive growth by leveraging micro-agent distribution, content-driven sales via KOLs, and e-commerce platforms, illustrating a new distribution model that focuses on direct consumer connection and rapid iteration.
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