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Articles by 赵波
Browse 345 New Distribution articles by 赵波.
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345 articles · Page 12 of 15
The More Online Sales on Double 11, the Harder Offline Business Gets. What Should Distributors Do Next?
This year's Double 11 saw Alibaba's transaction volume surpass 120 billion yuan, prompting reflections on how online sales impact offline stores. The article advises distributors to face the internet with an open mind, avoid escaping or blindly joining platforms, and focus on data-driven operations, professional management, and team entrepreneurship to survive the changing landscape.
赵波Salespeople Disobey, Obedient Ones Don't Deliver, Deliverers Don't Make Money: 80% of Distributors Fail Due to Poor Management. How to Break the Cycle?
Distributors often lose money due to management failures, such as salespeople slacking off, intercepting promotional items, and misappropriating funds. Implementing sales management software can help, but success depends on the distributor's own management skills and a phased approach to change.
赵波Sales Management Software Is Known to Be Good, but How to Implement It to Improve Management Efficiency?
Personnel management is a persistent headache for distributors, as without proper monitoring, salespeople may neglect their duties. Using sales management software is a trend and a necessary condition for improving management, but many distributors fail due to lack of implementation methods. The author shares personal implementation experience from three stages and two levels.
赵波How Are Distributors Being Killed by B2B?
Recent media reports have highlighted incidents of B2B platforms engaging in cross-regional selling, disrupting local distributors' sales and prompting extreme reactions such as blockades and complaints. The article argues that this trend will intensify, with B2B platforms increasingly bypassing traditional distribution channels, undermining regional protections, and ultimately squeezing distributors out of the market.
赵波Countdown: 9 Days Left! B2B E-commerce Study Tour Starts Soon - Distributors Seeking Transformation, Register Now!
The fifth B2B e-commerce study tour will officially commence from the 19th to the 24th of this month, visiting Beijing, Tianjin, and Tangshan to inspect Beiquan, Tongying Tianxia, Quanshihui, Zhongke Shangruan, and Huimin Wang. Through on-site inspections, face-to-face exchanges with peers, and professional training, distributor friends gain an initial understanding of domestic B2B e-commerce, and some have found methods and paths for business transformation after the study tour.
赵波Distributors Upgrading to the Internet: Look Here!
Since April this year, our official account has organized four B-end e-commerce inspection tours, leading over 400 domestic distributors to visit more than 10 representative B-end e-commerce platforms. Through on-site inspections, face-to-face exchanges, and professional training, distributors have gained a preliminary understanding of B-end e-commerce, and some have found methods and paths for business transformation. The fifth B-end e-commerce inspection tour will officially start from the 19th to the 24th of this month, visiting Beijing, Tianjin, and Tangshan, with inspections of five B-end e-commerce platforms: Beiquan, Tongying Tianxia, Zhongke Shangruan, Quanshihui, Huimin Wang, and Aixianfeng (pending). Interested friends can register by long-pressing the QR code or clicking the original text link.
赵波Before Distributors Dive into B2B, You Need to Understand...
In 2016, B2B models disrupting the FMCG industry became a hot topic, with nearly a hundred platforms entering the supply and distribution sector, leaving distributors anxious about how to respond to internet-driven channel changes. While some distributors are attempting to transform by embracing the internet, joining platforms, or starting their own B2B companies, most lack understanding of these new concepts and terms, and have no good way to learn.
赵波Self-Operation Down, Matching Up
Self-operated FMCG platforms face high fulfillment costs that erode profits, making it difficult to achieve operational efficiency. Matching platforms, on the other hand, struggle to move existing transactions online but can drive industry restructuring through technology and efficiency gains.
赵波From the Distributor's Perspective: Can B2B Platforms Replace the Existing Channel Supply and Marketing Model?
In 2016, B2B models disrupting the FMCG industry became a hot topic, with nearly a hundred platforms entering the field, leaving distributors anxious about the changes brought by the internet. This article explores from the distributor's perspective whether B2B platforms can truly disrupt distributors and alter the existing supply and marketing model, considering the context of consumption upgrades and rising operational costs.
赵波Where Does the Efficiency of FMCG B2B Come From?
The article first explains why B2C thinking cannot be applied to B2B: in B2C, users are consumers with unbounded horizontal needs, so platforms need long-tail categories; but in B2B, users are stores with vertical and limited needs, and the core is to optimize supply chain efficiency to reduce transaction costs. It then discusses three dimensions to improve efficiency: restructuring traditional distribution through specialization, flattening channels where possible, and achieving large-scale efficient operations through technology.
赵波New Distribution Zhao Bo: It's Not the Internet That Defeats Distributors, but High-Efficiency Models Will Always Replace Low-Efficiency Ones
If one word were to describe the state of the FMCG industry in 2016, it would be 'decline.' In the first half of 2016, among 42 FMCG companies that disclosed financial reports, 33 saw revenue growth of less than 10%, 17 saw declines (41%), and 22 saw net profit declines (54%). Master Kong's revenue fell 13.9% to 27.99 billion yuan, with net profit down 64.8% to 614 million yuan. Wahaha's performance dropped from 72 billion to 49.4 billion yuan, a decline of 22.6 billion yuan, marking a new low in years.
赵波2016 Survey on the Survival of Distributors
Since 2015, almost all FMCG manufacturers in China have been struggling. In the first half of 2016, Kangshifu's revenue fell 13.9% year-on-year, and net profit dropped 64.8%. Wahaha's revenue plummeted from 72 billion to 49.4 billion yuan, the lowest in years. Distributors are facing even harsher conditions, with pressure from manufacturers to stock up, leading to despair and abandonment.
赵波How Should FMCG Manufacturers and Distributors Navigate Internet Transformation?
Since China's GDP first fell below 7% in 2015, most FMCG companies have reported declining sales, facing both market volatility and the impact of e-commerce. Traditional marketing models like intensive distribution have failed, and while new Internet B2B platforms are rising, traditional companies and distributors are struggling to adapt. This article introduces a summit held to discuss the transformation path for FMCG companies in the Internet era.
赵波Why Are Old Hands More Likely to Succeed? Insights from B2B Platform 'Wang Kai Wan Wu'
The article discusses the B2B platform 'Wang Kai Wan Wu' (网开万物), which focuses on the stationery sector, and argues that entering the FMCG B2B market through a niche segment may lead to greater success. It highlights the value of industry veterans ('old hands') who deeply understand the industry, and analyzes the importance of choosing the right track for B2B platforms.
赵波Distributors Want to Do B2B? Don't Joke—First Pass These 6 Tests!
Over 30 industry experts, 100+ B2B platform founders, and 800+ manufacturer and distributor friends gathered in Fuzhou to discuss the internet transformation of the FMCG industry. While the consensus is that FMCG is moving online and channels are shifting to B2B, many distributors have observed but few have taken action.
赵波Zhongshang Huimin's 1.3 Billion Yuan Series B: Will It Really Reshape China's FMCG Supply Chain?
Yesterday afternoon, news broke in the FMCG B2B circle that Zhongshang Huimin held a press conference in Beijing, announcing a 1.3 billion yuan Series B financing round, co-led by Zhongchuang Capital, Zhonghe Guarantee, and Western Securities, with follow-on investments from Dimension Capital, Renzhong Capital, and Tongxi Capital, and additional investments from Series A shareholders such as Zhejiang Venture Capital, Daochen Venture Capital, and Jinfu Fund. The pre-money valuation is rumored to be $2 billion. The press conference did not disclose specific sales and gross profit figures, but it is said that its 2016 sales are expected to reach 10 billion yuan.
赵波How Can the Self-Operated Model of FMCG B2B Break Through Bottlenecks?
The self-operated model, as the name implies, means the B2B platform handles everything from procurement to distribution. However, many matching models, such as Alibaba Retail Link, are also highly involved in transactions between both ends. There are also many self-operated platforms that adopt a consignment model, such as JD New Route. The boundary between the two is increasingly blurred in the backend: consignment, transaction control, unified warehousing, and socialized resource co-distribution have basically become standard for all B2B platforms. The simplest way to distinguish them is to see whether the platform issues invoices to small Bs. If it does, it means the platform touches the goods, making it self-operated.
赵波Revisiting the Impact of FMCG B2B: Where Should Distributors Turn for Transformation?
The traditional distribution business is being reshaped by the internet, with numerous B2B platforms entering the market. Distributors must adapt by transforming into platform operators, logistics providers, brand service providers, OEM brands, or retail chains to seize the opportunity.
赵波Employees Not Diligent? Distributors, Are You Managing the Process?
This article discusses the common problem among distributors of focusing only on sales targets and neglecting process management, leading to undisciplined sales teams and poor market performance. It provides practical advice on how to improve employee diligence through process management, including breaking down goals, setting standards, tracking performance, and providing timely rewards and punishments.
赵波Understanding Alibaba Retail Link's Manufacturer and Distributor Cooperation Policies
This article summarizes the content shared during a visit to Alibaba Retail Link's headquarters, detailing its operating model, cooperation policies for distributors and manufacturers, and insights from participants. It highlights Retail Link's B2B platform for small retailers, its collaboration terms, and strategic considerations for FMCG companies.
赵波How Do Marketers at Different Levels Put Up POP?
As sales professionals, we are all familiar with putting up posters. Many might think, "It's just putting up a poster, how much skill can it involve?" However, I believe the difference between you and a sales director earning a million a year might just be one poster! This article explores the gap between us and top-earning sales directors through the lens of poster placement.
赵波How Can the FMCG B2B Matchmaking Model Create Value?
The matchmaking model faces challenges because B2B transactions in regional markets are frequent and stable, making it easy for both parties to bypass the platform. Unlike B2C, where short supply chains offer price advantages, B2B matchmaking lacks such advantages and often targets existing stock, reducing supplier motivation. To succeed, matchmaking platforms should span longer supply chains with sufficient margin incentives, integrate and restructure offline intermediaries into infrastructure, and offer a wide range of products for one-stop shopping.
赵波FMCG Companies Facing Internet B2B: To Board or Not to Board?
Recent media reports highlight brand companies exploring new channels: Moutai partnering with Alibaba, Wuliangye with JD.com, Niulanshan and Nongfu Spring streamlining distribution, and beverage companies deploying vending machines. The author links these events to consider whether F2C, F2R, or B2B models are viable, noting that internet technology now enables direct control of millions of terminals, and flattening channel hierarchies is a key consideration for most brands.
赵波Restructuring the FMCG Supply and Distribution Landscape is the Mission of B2B, and Alliance is the Best Form!
Discussions on FMCG B2B platform business models have waned, with a consensus emerging that platforms fall into matchmaking, self-operated, or hybrid types, often leaning towards either improving agency efficiency or disrupting the industry, rarely aiming to restructure regional supply and distribution. The article argues that pure matchmaking under existing dealer relationships is logically untenable, while self-operated platforms face heavy asset burdens and inefficiencies. It advocates for restructuring the supply chain through division of labor, symbiosis, and cross-industry alliances, where B2B platforms integrate resources rather than replace or eliminate traditional dealers, ultimately creating a closed-loop ecosystem.
赵波