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Articles by 赵波
Browse 345 New Distribution articles by 赵波.
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345 articles · Page 7 of 15
Zhao Bo of New Distribution: The Underlying Logic of Digital Infrastructure in FMCG
At the 'Digital New Infrastructure · 2020 (3rd) China FMCG Conference' hosted by New Distribution, founder Zhao Bo discussed how the pandemic accelerated digital transformation in FMCG. He argued that traditional marketing models based on physical resource monopolies are being replaced by a new logic centered on consumer mindshare, integrated value chains, and data-driven decision-making.
赵波The Partnership Model: The Core to Scaling Up and Rapid Growth for Distributors!
This article discusses the partnership model adopted by Shaanxi Baihui Trading, which has enabled it to retain talent and achieve continuous growth. The model involves virtual joint ventures with department managers, where employees invest a small amount for a share of profits, boosting motivation. The article also explores how this model can solve cross-regional expansion challenges for distributors, drawing parallels with historical land reform.
赵波Some Thoughts During This Epidemic
In his book "The Low Desire Society," Kenichi Ohmae describes several phenomena in Japan's lost decade, where the economy stagnated and politicians were helpless. Despite various stimulus policies and massive infrastructure investment, the economy failed to grow significantly, and even with negative interest rates, savings increased rather than decreased. The elderly with savings feared spending, while young Japanese men lacked ambition, leading to a vicious cycle. The core issue, as Ohmae notes, is that the Japanese people lost confidence in the future. Returning to the epidemic, China's first-quarter domestic consumption fell 6.8% year-on-year, but instead of revenge spending, people are making revenge savings, with RMB deposits increasing by 8.07 trillion in the first quarter, resembling Japan's lost decade.
赵波Future Trends and Countermeasures for Channel Changes in the Next Three to Five Years
Western marketing emphasizes brand, while Chinese marketing has always emphasized channels. In the next three to five years, channels will see online-offline integration, fragmented transaction scenarios, and the emergence of new traffic models. Brands must adapt to these changes by enhancing their capabilities in technology, management, and innovation to seize new opportunities.
赵波Innovative Consumer Brands Keep Rising—Can Big Brands Afford to Sit Still?
The impact of e-commerce and mobile internet on the consumer goods market is not merely about new sales channels or media; it represents a paradigm shift that reconstructs past models and competitive barriers. This article explores the concept of 'infinite shelves' and how it drives demand toward the long tail, challenging big brands while offering opportunities for agile, niche-focused companies.
赵波Next Stop for Deep Distribution: Community-Based 2C Marketing
This article discusses the shift from traditional deep distribution to community-based 2C marketing, emphasizing the importance of leveraging three spaces (online, offline, and social) and three types of traffic (commercial, public, and private) to build cognition, transactions, and relationships with consumers. It highlights the role of small store owners as community group leaders and provides strategies for brands to effectively sell in social spaces.
赵波The Essence of Brand Owners Doing Private Domain Traffic Is Managing KOLs!
The article discusses how brands like 自嗨锅, 王饱饱, and AKOKO have risen rapidly due to changes in media, channels, and consumer behavior, shifting from traditional retail logic to attention-based marketing. It argues that private domain traffic is not just about accumulating followers but about building trust and relationships through KOLs and community, ultimately enabling effective recommendations.
赵波Home Delivery Becomes a Hot Trend, Manufacturers Rapidly Increase Investment, but Two Things Must Be Recognized!
In 2020, due to the pandemic, O2O home delivery has become a hot trend that all manufacturers are paying attention to. Recently, in New Distribution's Douyin live stream, many experts also advised manufacturers to pay more attention to the development of the home delivery model.
赵波Impact of the Epidemic on FMCG: Investors Predict Opportunities in 2020 from Demand, Behavior, and Supply
Recently, in the New Distribution live room, we invited several well-known investors in the consumer goods field to discuss the changes and development trends in the food industry in 2020 under the shadow of the epidemic. The investors gave some very pertinent and practical suggestions, which we now share with you.
赵波How Should FMCG Manufacturers Plan Their Marketing in the "Special" Year of 2020?
The epidemic has basically moved from the outbreak period to the post-epidemic period, with the peak already passed. Many companies resumed work around the 20th, and the previously tight production capacity, especially for grain, oil, and instant food products, should ease. It is foreseeable that road closures and city lockdowns will be lifted by the end of the month, and transportation nationwide (except Hubei) will gradually return to normal. Offline retail will also gradually recover as the epidemic subsides. The sudden outbreak caught the entire industry off guard. But...
赵波The Most Comprehensive | Ten Strategies for FMCG Manufacturers in Response to the Epidemic
The epidemic has caused significant losses in the FMCG industry, but the fundamentals remain unchanged. This article provides ten strategies for dealers to cope with challenges such as inventory backlog, cash flow shortages, and communication with manufacturers.
赵波The Traditional Marketing Triangle Is Obsolete; the New Three Forces Are the Future of FMCG!
In recent years, a large number of excellent innovative brands have emerged in the consumer goods industry, such as Panda Brewing, Master Gao, Genki Forest, Zihaiguo, Hi Jiajia, Single Grain, Zhong Xuegao, and Egg Full. Unlike traditional brands, these innovative brands did not follow the traditional marketing model of advertising on TV and recruiting distributors offline; instead, they used entirely new marketing models to reach the market and quickly gained consumer awareness and recognition. This was rare in the past. Analyzing the reasons, the competitive barriers of traditional enterprises came from the construction of the three marketing forces (product force, brand force, and channel force), through which enterprises built an efficient, low-cost marketing system via mass production, mass communication, and mass distribution.
赵波The Consumer Psychology Behind Product Innovation: Why Big Brands Can Make More Money?
Big brands profit from consumer habits, which are formed through minimal cognitive effort. Innovation is hard because users resist change, but small brands can exploit the 'red button syndrome'—the innate desire to choose—to break monopolies, provided they invest enough in habit formation.
赵波It's Time to Give the Market Back to Distributors
The author recently visited distributors in Hebei and Shandong, with sales scales mostly between 10-100 million yuan, representing the main body of Chinese distributors. These distributors share common traits: years of business accumulation, local influence, single-category multi-brand operations. Most operate with brand support for sales staff and marketing expenses, while distributors handle capital, warehousing, logistics, and some wholesale sales. Their gross margins are generally low, typically 7-13%, with some categories reaching 15-16%. This is surprising, as distributors above 10 million yuan usually have operating costs of 7-8%, so low margins put them near breakeven, making them vulnerable to external changes.
赵波How Small Brands Can Break Through the Blockade and Defeat First-Tier Brands?
In an incremental market, small brands can survive by imitating big brands and targeting niche markets. However, in today's saturated and stagnant market, small brands face the challenge of being crushed by big brands' aggressive competition. To thrive, small brands must abandon conservatism, adopt challenger strategies, find breakthrough points, leverage new traffic and channels, and follow the eight laws of challenger innovation to establish a strong brand identity and win consumer loyalty.
赵波Deep Distribution in the New Era: Frontline Salespeople Evolve with 'Multi-Branch, Multi-Function' Mixed Operations
China is a super-large-scale market, and deep distribution has been the most effective channel solution in the Chinese FMCG industry over the past 30 years, without exception. Its internal logic is: large-scale factory production, wide-area communication through mass media, and finally large-scale distribution through deep distribution, with manufacturers and distributors joining forces to expand production and sales scale and share economies of scale. This is the most efficient sales system under the manufacturer-distributor combination. The purpose of deep distribution is to enable goods to reach consumers on a larger scale, with higher density, and more effectively. The core of deep distribution is 'sell-through', and its essence is the effective 'conversion' of shelf traffic, with the transaction logic being to achieve consumers' random and impulsive consumption through effective reach.
赵波Will the Next Marketing Revolution Happen in China?
The mobile internet has brought about information equality, shifting consumers' roles and making reputation management more important than brand image. As China becomes the world's largest consumer market, the next marketing revolution is likely to emerge there, driven by fragmented markets and the need for continuous learning and adaptation.
赵波Interview | JD New Channel's Zheng Hongyan: FMCG B2B Should Be Value Creation, Not Value Substitution or Value Segmentation
From 2013 to 2019, the FMCG B2B industry has entered its sixth year. From a few entrepreneurs testing the waters to internet giants entering one after another, and more brand owners building their own B2B, the industry's development has been unpredictable. Returning to the essence of the FMCG industry, all technological developments should help brand owners reduce costs and increase efficiency, accelerating the circulation of goods. From an industry development perspective, what value can B2B bring? In today's increasingly evident channel and consumption stratification, how can B2B help brand owners return to trillion-yuan growth?
赵波Zhao Bo of New Distribution: Digital Supply Chain Applications and Practices in the FMCG Industry
At the FMCG2019 China FMCG Conference hosted by New Distribution, founder Zhao Bo discussed the challenges and transformations in the FMCG industry, emphasizing the need for digital supply chains and organizational change to adapt to fragmented markets and diverse consumer demands.
赵波A Deep Dive into the Essence and Underlying Operational Logic of Private Domain Traffic
In 2019, private domain traffic became a hot topic as the cost of public domain traffic soared. According to Analysys data, Alibaba's customer acquisition cost rose from under 30 yuan per person before 2014 to over 300 yuan per person by 2018. This article explores the concept, advantages, acquisition methods, and the underlying operational logic of private domain traffic, emphasizing the importance of building relationships, trust, and value.
赵波When Big Brands Besiege Rural 'Generic' Brands, They Are Counterattacked Online by New Brands...
Small brands that imitate big names have been wiped out in rural markets, but big brands now face attacks from innovative niche brands online and in cities. These new consumer brands use unique innovations and are eroding the market share of established giants.
赵波Exclusive | Want Want's 'Second Venture'
The Chinese market is vast, characterized by its breadth and depth. Before the internet, brands used a model of 'big SKU + mass production + big channels + big retail' to reach consumers nationwide. Now, with disappearing market growth, rising labor costs, and internet disruption, brands must rethink their strategies. Want Want, which entered the mainland market in 1992, is now undertaking a 'second venture' with its new independent brand 'Food Lab' (食技研), aiming to innovate by breaking away from its traditional system.
赵波Catering B2B: The Matching Model Is More Likely to Produce a Super Unicorn!
If B2B is stripped of transactions, it is essentially a wholesale business, not a high-sounding logic. The essence of wholesale is saving, variety, quality, and speed. To win customer recognition, you must secure cheaper, better, and more diverse products, which requires sufficient procurement scale upstream in the supply chain. Only with sufficient procurement scale can you have enough bargaining power. In the past, the industry often compared platform and self-operated models, finding that the platform model is hard to sustain in FMCG. However, after recent exchanges with Gong Yanbin, founder of Tongying Tianxia, it appears that the platform model is viable in the catering industry and could even give rise to a super unicorn.
赵波If the Logic of Self-Built B2B Doesn't Hold, What Should Brand Owners' Channel Digitalization Strategy Be?
This article discusses how FMCG brand owners can build a digital supply chain, totaling 7,800 words and about 20 minutes to read. It argues that channel digitalization is inevitable, but brand owners often lack systematic design for the entire channel, leading to digitalization for its own sake. The author proposes that brand owners should focus on two cores: diverse consumer demand and fragmented retail scenarios, and reconstruct the distribution channel using digital technology to build an efficient digital distribution network.
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