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Articles by 鲍跃忠
Browse 28 New Distribution articles by 鲍跃忠.
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Mastering the 'Moments' (WeChat Moments) Will Be a Basic Skill for Marketing Professionals!
An increasing number of brand owners, distributors, and retailers are recognizing the marketing potential of social media 'Moments' (e.g., WeChat Moments). Many forward-thinking individuals have begun to proactively conduct marketing promotions through Moments, and some companies are starting to plan and organize marketing innovations based on Moments. The rapid development of mobile internet has shifted how the Chinese public obtains information from large screens (TV, radio, newspapers) to small screens (mobile devices), fundamentally changing the dynamics of marketing communication.
鲍跃忠Brand Owners Take Note: 'Private Domain Traffic' Has Arrived—Should You Follow?
Private domain traffic is a new concept that has garnered significant attention in the marketing field this year, both online and offline. There is considerable debate about its value: some see it as a revolutionary marketing innovation that will transform traditional models, while others dismiss it as merely adding friends on social platforms. This article argues that private domain traffic will become the primary marketing model of the future, potentially replacing traditional systems, and offers guidance on how enterprises can build a new marketing system centered on it.
鲍跃忠Setting High Prices Online: A Win-Win or Digging One's Own Grave?
Currently, many companies have significant differences in how to integrate online and offline channels, and how to position the future market landscape for in-store purchases versus home delivery. Some companies, either due to habit, focus on existing offline markets, or the complexity of omnichannel transformation, have adopted strategies that favor offline and neglect online, such as setting high prices on online platforms to drive customers to offline stores. This approach may yield short-term results but is fundamentally flawed and dangerous in the long run. The future lies in omnichannel integration, and companies must adapt to changing consumer purchasing habits, especially the shift toward online and home delivery, to avoid strategic errors.
鲍跃忠FMCG B2B Platforms Shrink Dramatically: Returning to Rationality After the Hype!
FMCG B2B has entered a period of rational development. During this period, brand owners, distributors, and platform operators all need to think more rationally about what the core value of B2B is and how to do B2B well. What is B2B? In the early stage, the concept of B2B was somewhat confusing. When B2B was mentioned, it was often associated with platform operators like Retail Link, New Access, and Yijiupi, with the belief that they were B2B or represented B2B. This understanding is incomplete. Literally, B2B is business-to-business transactions, that is, transactions between enterprises.
鲍跃忠What's Next After the Eight Steps of Terminal Visits? Community!
Channel community management is bound to be the primary means of channel management for brands and distributors in the future. Currently, some forward-thinking brands and distributors have already begun such attempts. 1 What is channel community management? Simply put, it means using social tools like WeChat groups to effectively connect with your customers and consumers, using these connections to activate and effectively manage your customers and target consumers. Marketing, in plain terms, is about getting your customers to sell more of your products, keeping your users using your products, and getting your target consumers to buy more and keep consuming your products.
鲍跃忠The Urgency of Transformation for Brand Owners, Distributors, and Sales Teams: Insights from Alibaba's Retail Link 4.1 New Policy
Retail Link's recent 4.1 policy, which significantly reduces the income of its city partners, has sparked unrest and highlights the urgent need for digital transformation in FMCG distribution. This shift underscores the weakening role of traditional sales teams and the necessity for brand owners, distributors, and sales personnel to adapt to online, platform-based models.
鲍跃忠Digital Upgrade for Distributors: 5 Capabilities, 4 Key Points!
At this critical juncture of industry transformation, distributors must contemplate transformation and make a systematic plan. Thirty years ago, the distributor enterprises that play a vital role today did not exist; instead, there was a complete wholesale enterprise system. During the transition from wholesalers to distributors, most traditional wholesale enterprises were eliminated, giving rise to a batch of distributor-model enterprises that are important in today's market. The main driver of this change was the shift in the overall industry's marketing model and distribution system.
鲍跃忠Deep Analysis: Misconceptions in the Development of Unmanned Shelves to Avoid!
Since the second half of 2017, unmanned shelves have entered a period of rapid development. Currently, various companies are exploring their models. Based on observations, some viewpoints are one-sided and some paths may have problems. This article analyzes common misconceptions such as occupying locations, relying on simple shelves, standard products, single-shelf output, others' supply chains, scattered layout, and treating capital as the service target, arguing that success requires focusing on supply chain innovation, product differentiation, and treating it as a real retail business.
鲍跃忠Key Opportunities Distributors Should Seize in 2018: Difficulty Equals Opportunity!
For distributors, the current period is both the most difficult and the period of greatest opportunity. If they continue with old thinking, old models, old products, and old methods, they will certainly encounter many problems. However, if they can clearly see the current market environment, accurately grasp market changes, and promptly reform with new ideas, adjust models, organize new products, and adopt new methods, distributors face enormous opportunities. Distributors must recognize that the market and operating environment have changed. Enterprises must adapt promptly to changes; transformation brings new opportunities, while stagnation leads to losing development opportunities.
鲍跃忠Market Competitiveness Analysis of FMCG B2B Platforms in Changsha
This article analyzes the current state of the FMCG B2B industry in China, focusing on the market in Changsha. Based on a field survey of 300 small retailers, it reveals that Changsha has a mature B2B market with high platform coverage, strong retailer acceptance, and significant growth potential, highlighting the competitive landscape and the advantages of B2B over traditional distribution.
鲍跃忠B2B: A Method to Double Small Store Performance
To support the compilation of New Distribution's '2017 FMCG B2B Industry Competitiveness White Paper', our team conducted in-depth field research in cities with advanced FMCG B2B development. The research revealed that most small stores operate unprofessionally, potentially doubling their performance with more professional practices.
鲍跃忠From Hema Fresh to Global Internet Sensation: Communication Marketing in the Internet Era
If asked which retail enterprise is currently the hottest, it is undoubtedly Hema Fresh. With only a dozen stores, this new retail innovator has become a global sensation within just one and a half years since its first store opened in early 2016, attracting attention from media and retail peers in Japan, the US, and beyond. Its popularity extends beyond retail to government, media, institutions, and manufacturers, with the Xi'an Party Secretary inviting Hema to establish a presence in the city.
鲍跃忠Convenience Stores Face Five Major Challenges
The market environment for retail enterprises is changing, and so is the development environment for convenience stores. In this new environment, convenience store companies must adapt to the changed external environment and adjust their development and business strategies. Overall, the current convenience store market faces five major challenges.
鲍跃忠Can Alibaba Really Save Lianhua?
Recently, Alibaba's entry into Lianhua via Yiguo Fresh has drawn widespread industry attention. There is a general expectation that Alibaba's new retail can bring important transformation opportunities for physical retailers like Lianhua. From Alibaba's investment in Suning, to its acquisitions of Intime and Sanjiang, to its strategic cooperation with Bailian earlier this year, Alibaba has been expanding cooperation with offline retailers. From Jack Ma's proposal of the new retail concept before Double 11 in 2016, to the Taobao Maker Festival at the end of 2016, where senior Alibaba executives led by Daniel Zhang interpreted Alibaba's new retail strategy, Alibaba has been continuously researching and exploring new retail.
鲍跃忠How Should FMCG Companies Understand the Internet?
FMCG companies currently have vastly different understandings of the internet, ranging from deep integration to outright rejection. This article argues that companies must thoroughly study and embrace the internet, as it is reshaping consumer behavior, management environments, and business models, and those who fail to adapt risk being left behind.
鲍跃忠In-depth: Retail stores are getting harder to understand. What can the Hema model teach us?
Retail stores are becoming increasingly difficult to analyze. Previously, one could learn from store layout, display, product mix, and operations, and infer a company's capabilities. Now, changes in business philosophy, deep online-offline integration, and shifting profit models make stores less transparent. The Hema model, with its supermarket-plus-restaurant format, abandonment of average transaction value, and self-operated delivery, represents a fundamental reconstruction of retail, driven by consumer changes, internet development, and industry-wide challenges.
鲍跃忠How to Accurately Grasp Current Consumption Changes
The main cause of the current changes in the FMCG market is the change in consumers. Due to significant consumer changes, brand manufacturers and terminal retailers are severely unadapted, leading to serious problems. To study the transformation of FMCG enterprises and terminal retail enterprises, one must first accurately analyze and grasp the characteristics of current consumption changes. If the changes in consumption are not comprehensively and accurately grasped, it is difficult to find the correct direction for transformation. Currently, some institutions, individuals, and enterprises focus their analysis of consumption changes mainly on the dimension of consumption upgrading. This feels incomplete...
鲍跃忠Reflections on the Declining Performance of Watsons
For over a decade, the author has closely followed Watsons, one of the most frequently visited chain retailers in his store inspections across China. Despite its strong product organization, procurement, innovation, and store management capabilities, Watsons' recent performance has declined, prompting deep reflections on whether the retail industry needs fundamental change or just superficial adjustments.
鲍跃忠Insights from Zhang Ruimin's Quotes on Enterprise Transformation and Retail Transformation
Zhang Ruimin is a highly admirable entrepreneur, not only for transforming Haier from a small enterprise into a world-class company, but also for his keen insight into the development of the internet society, which led him to transform Haier from a traditional manufacturing enterprise into an internet enterprise. Recently, I read Zhang Ruimin's views on the present and future, which are indeed thought-provoking. I would like to share my superficial understanding of the following viewpoints with you. Zhang Ruimin: Only small and micro companies can face market uncertainty and users' personalized needs...
鲍跃忠The Biggest Danger for Retail Stores Today: Declining Customer Traffic
The biggest problem facing retail enterprises today is the decline in customer traffic, which is the root cause of all other issues. Data shows that hypermarket traffic has dropped over 40% compared to normal years, and Japanese convenience stores have seen five consecutive years of slowing growth, with negative growth in the last twelve months. This trend is dangerous as it indicates consumers are leaving, and it requires a fundamental shift from product-centric to consumer-centric retail models.
鲍跃忠What Should Distributors Do in the New Retail Environment?
In the new retail environment, both brand manufacturers and distributors must pay close attention to the transformation of new retail. If we analyze the Hema Fresh model, Yonghui's Super Species model, and the cooperation between Alibaba and Shanghai Bailian as important directions for new retail innovation, the new retail environment indeed poses many new challenges to the current distributor model.
鲍跃忠Current State of China's 6.5 Million Retail Small Shops: Accelerating Structural Divergence, Urgent Need for Integration and Upgrading
The B2B model has become a hot topic in the FMCG industry. To succeed in B2B, one must first deeply analyze the current state of small shops and grasp their future development trends, so that the B2B model built on this basis will be more reasonable and feasible.
鲍跃忠How Should FMCG Distributors Transform?
Recently, discussions about distributor transformation have been frequent. This is indeed an urgent topic, but how to transform requires an in-depth, systematic, and comprehensive analysis of distributor enterprises, their business models, and the market environment they face.
鲍跃忠How Retail Tong Should Be Played
Whether e-commerce or offline, any business model must first have a sound commercial logic, meaning the inevitability, necessity, and key points of the business must be well designed. Without reasonable commercial logic, a business model is hard to sustain and will eventually collapse. Retail Tong and similar e-commerce wholesale platforms aim to leverage the efficiency of the internet to build open platforms for merchants and manufacturers, providing matching services for 5 million B-end small shops. There are three key points: platform efficiency, the integration capability of merchants and manufacturers, and a stable, valuable, and sales-effective market network.
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