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Articles by 陆兴元
Browse 7 New Distribution articles by 陆兴元.
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Supply Chain Companies Want to Build C-end Brands: A Tough Road Ahead
In recent years, with the rapid development of tea, coffee, and bakery chain formats, as well as the acceleration of private label strategies by leading supermarkets like Sam's Club, Hema, and Pangdonglai, a large number of supporting supply chain raw material and ODM companies have emerged, preparing to move from behind the scenes to the forefront. Unlike the B2B large-customer model that relies on orders and is constrained by others, every supply chain company boss harbors a dream of owning a brand—truly mastering market discourse and securing a place in the C-end market. However, transitioning from a supply chain company to a C-end brand is not just a step away; it's essentially starting a new race on a different track.
陆兴元A New Brand's Omnichannel Operation Strategy!
Today, brand owners face far more complex channel operation issues than before, with an increasing variety of channels such as distributor wholesale/retail, KA hypermarkets, maternal and infant specialty stores, e-commerce, and WeChat businesses. Each new channel's emergence and differentiation reflects consumers' new choices for shopping and demands for lower comprehensive costs, driving brands to adapt or decline. This article outlines a four-step roadmap for emerging brands: first, community e-commerce operations and minimal experiments; second, leveraging major e-commerce platforms for consolidation and diffusion; third, steady expansion into offline channels; and fourth, managing product lines and lifecycles for sustainable growth.
陆兴元What Should Maxwell House Coffee Do Next After Falling to the Point of Suspending Production and Closing Factories?
In 1984, Mondelez International (formerly Kraft Foods) officially started its development in China and began producing Maxwell House instant coffee. 33 years later, it was reported that Maxwell House's production plant in Guangzhou, China, had suspended production with employees on leave. Jacobs Douwe Egberts (JDE), the trademark holder of Maxwell House, publicly responded that starting from 2017, the Guangzhou plant would cease production, and the Greater China market would be supplied by its production base in Bangkok, Thailand.
陆兴元2016 FMCG Industry Review: Where Should the Hesitant and Anxious FMCG Professionals Hold Their Ground?
In 2016, FMCG marketers faced a year of upheaval as traditional categories declined, leading to falling sales and profits, marketing fatigue, budget cuts, restructuring, and layoffs. Amidst this turmoil, the industry is being reshaped by changing consumer preferences for health and quality, prompting brands, retailers, and distributors to adapt and innovate.
陆兴元Case Review: The Growth Code of Kouzijiao
On October 27, 2016, Anhui Kouzi Distillery Co., Ltd. (hereinafter referred to as Kouzijiao) released its Q3 2016 performance report, showing total revenue of 2.335 billion yuan for the first nine months of 2016, a year-on-year increase of 10.48%, with Q3 single-quarter revenue of 850 million yuan, up 5.89% year-on-year. Since the reconciliation of the two Kouzi distilleries in Huaibei, Anhui in 1997, and until its successful listing on the Shanghai Stock Exchange on June 29, 2015, Anhui Kouzijiao has maintained steady development.
陆兴元In the Post-Depth-Distribution Era, FMCG Enterprises Think and Change
There are no successful enterprises, only those that keep pace with the times. In an era of rapid change and uncertainty, FMCG companies must embrace change and adopt lean marketing. This article reviews the three historical stages of China's FMCG marketing and proposes three system upgrades for the post-depth-distribution era.
陆兴元The Sale of Evergrande Spring Water Signals the End of the Era of Extensive Operations in the FMCG Industry
The sale of Evergrande's FMCG businesses, including its spring water brand, marks the end of the traditional extensive marketing era in the FMCG industry. The article argues that companies must shift to refined marketing strategies, data-driven decision-making, and upgraded management to survive in the new normal.
陆兴元