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Who Stole Genki Forest's Dream of 10 Billion in Revenue?
Seven years after its founding, Genki Forest still hasn't crossed the 10 billion yuan revenue mark, a reality it must face. At its 2023 national distributor conference, the company reported double-digit growth but didn't disclose specific figures. Founder Tang Binsen repeatedly emphasized 'returning to tradition' in front of nearly 400 distributors, signaling a shift away from its high-growth internet marketing model toward traditional FMCG practices.
YNSeeing the Shift of Times Requires a God's-Eye View
A God's-eye view means thinking from the highest dimension, understanding cause and effect, and foreseeing the future. In today's uncertain era, Chinese enterprises need such a perspective to find certainty and navigate the future.
刘春雄Small dealers rely on luck, medium dealers rely on management, large dealers rely on direction
Hello friends. I am Yuan Lai from New Distribution. Small dealers rely on luck and courage; medium dealers rely on management and professionalism; large dealers rely on direction and choice. This is my recent reflection based on the scale of dealers' business volume.
袁来The Incremental Growth Model: A Brand Methodology for the Digital Age
This article presents the author's comprehensive brand marketing methodology, the Incremental Growth Model (STAG Model), which centers on creating new consumption scenarios and using tags to drive growth. It argues that true growth comes from expanding consumer scenarios and building brand associations, rather than merely occupying existing categories.
空手Farewell to Increment
The FMCG industry has no increment, and it has been that way for a long time. Since 2013, sales volumes in most FMCG sectors have been declining. Even if there is an occasional rebound in a certain year, it is only a sideways movement, not a reversal. The biggest tragedy of the FMCG industry in the past decade is the stubborn belief that there is still increment, and it has spent ten years on this. As long as sales growth is not achieved, the external environment is blamed. The macro environment has problems, policies have problems, and the internet has problems. In short, as long as there is no growth, there are problems. Over 30 years of continuous growth has fostered...
刘春雄Qiaqia and Weilong Both Need a 'New Story'
In today's rapidly changing business environment, the ability of companies to sustain growth and successfully transform is increasingly important. For consumer goods companies, finding a reliable 'second growth curve' in saturated markets with intensifying competition has become a key proposition determining their future. However, discovering a second growth curve is as challenging as starting a new business, and even industry leaders like Qiaqia and Weilong face this dilemma.
关注消费品的Will Next Year's Market Be Even Harder? Six Company Founders and Executives from Jiangxiaobai, Kimberly-Clark, and Kotler Consulting Share Their Insights!
At year-end visits to distributors, most reported that breaking even was considered good. While 2023 was tough, 2024 is expected to be even harder. As the market shifts from growth to stock, the future for distributors looks bleak. Cao Hu, Global Partner of Kotler Consulting Group and CEO of Greater China and Singapore, notes that the past era of rapid growth across all industries is over; the next three years will see differentiation by industry, region, price band, and brand. The strong will get stronger, the weak weaker, making 'differentiation' the theme. With demographic imbalances, consumption structure shifts, and rational demand, the domestic market of 1.4 billion is not driving consumption, leaving distributors confused and anxious. Founders and senior executives from six companies—Jiangxiaobai, Kimberly-Clark, Kotler Consulting, Xuanwu Cloud Technology, Heyin Network, and Qince—offer their insights from an industry-wide perspective.
New DistributionFour Decades of Retail-Supplier Dynamics: How Brands Navigate Cycles
Discounting has become the dominant theme in retail, affecting both brands and channels. As a process that squeezes out residual value from the value chain, it requires brands and channels to operate with lower margins, ultimately benefiting consumers through lower prices and better value. This has sparked a new round of brand-channel conflicts, exemplified by disputes between JD.com and Haishi, Xinba and DeRUCCI, and Hema and Wangxiaolu.
窄播In an Era of Slowing Growth, Why Can Meituan Flash Delivery Create Incremental Growth for Brands?
With the deep integration of people, goods, and scenes, Meituan Flash Delivery is leading instant retail toward new growth. In recent discussions with brand partners, the common feedback is that growth has become difficult in the past two years, and sustained growth even more so. For brands, growth is an unavoidable topic, but now it has become a challenge. In fact, over the past decade, the total market volume for most FMCG categories has not seen significant growth.
周群2024: The Scarcer, the More Valuable
As 2024 begins, the hit drama 'Blossoms' evokes nostalgia for China's golden era of growth, yet today's world faces economic downturn and market saturation. Despite talk of consumption downgrading, luxury goods thrive, revealing a hidden upgrade driven by rational consumption, ESG concerns, and experiential desires, where scarcity becomes increasingly valuable.
笔记侠Chengde Lulu Trapped by Almonds
Chengde Lulu, a leading Chinese plant-based beverage company, has seen stagnant revenue for a decade despite profit growth, and is now pushing into southern markets through new products and distribution expansion, but faces challenges from high prices and regional brand perception.
付艳翠How Far Is Yili from Becoming the World's No.1?
Amid the consumption recovery trend in the first half of 2023, dairy giant Yili maintained a stable upward trajectory, achieving growth in both revenue and net profit. On August 28, Yili Co., Ltd. (600887) released its 2023 interim report: revenue reached 66.197 billion yuan, up 4.31% year-on-year; net profit attributable to shareholders was 6.305 billion yuan, up 2.81%; non-GAAP net profit was 5.797 billion yuan, down 1.55%. By segment, Yili's liquid milk scale and market share remain the largest, while its adult milk powder and cold drinks businesses are becoming new growth engines.
卓心月Elevator Smart Screens Become the Top Elevator Media: How to Invest in Brand Advertising in 2024?
Elevator media has become a crucial advertising format, with smart screens surpassing LCDs and posters to become the leading elevator media. This article explores the industry's transformation, the rise of challenger Xinchao Media, and provides strategic advice for brands on how to effectively use elevator smart screens for advertising.
陈文石Downgrading is Lazy Governance!
Labeling a complex environmental change with a simple 'downgrade' tag is lazy governance. Recently, I discussed several topics about the macro environment with friends, including self-rescue in quagmires, the unexpected success of Dongfang Leaves, and a listed company's strategy to increase dealer profits by 3-5 percentage points. The key is to focus on opportunities rather than problems, as success comes from seizing opportunities, not just solving problems.
刘春雄FMCG Enters the Era of Stock, How to Find Growth Opportunities in the Cracks?
The FMCG industry has entered an era of stock, with data showing that for the first time, the number of declining categories exceeded growing ones, average retail prices fell for the first time since 2001, and consumer desire indices hit historic lows. Yet, opportunities remain across categories, such as Eastern Leaf's 60% annual growth for three consecutive years. This article shares insights from a speech by Liu Ruizhi, co-founder of Jane, on finding growth in a saturated market, avoiding common pitfalls, and developing new products and channels.
刀法行研Where Are the Brand Growth Nodes in 2024?
Over the past year, I witnessed a flood of co-branded marketing, event marketing like 'live-streaming reversing aesthetics' and 'the most down-to-earth business war', the collective resurgence of domestic brands after a single eyebrow pencil incident, the rise of hit new products, small brands leveraging their strengths, and large models moving from behind the scenes to the forefront of marketing. At the same time, we realized that brand competition has entered a new environment of stock competition, where marketing has shifted from investing for growth to accumulating for growth, and technology and emotional value are key drivers.
节点财经Discountization Sweeps Chinese Retail: A Consumer-Led Evolution of Retail Organization
In 2023, an unprecedented wave of discountization swept through China's retail industry. The 'price war' between Hema and Sam's Club intensified, while Metro and Costco announced expansion in China. Amid the trend of seeking affordable alternatives to big brands, Pinduoduo's market value surpassed Alibaba's, and white-label goods from 1688's industrial belt factories gained popularity among young consumers. In Shanghai, hard discount formats emerged, with Dingdong Outlets targeting community seniors and Aldi targeting middle-class consumers. The pressure from snack discount chains expanding aggressively also affected traditional snack brands, with Bestore announcing its largest price cut in 17 years and Three Squirrels responding with a 'high-end cost-performance' strategy. As the discount wave engulfs the retail industry, how should retailers, brands, and suppliers navigate this shift? After the trials of fresh e-commerce, community group buying, and unmanned retail, what disruption will discount retail bring to China's retail organization? Are we entering an era of comprehensive discounting?
节点财经In the Omnichannel Era, the Core Competitiveness of FMCG Enterprises Depends on Digital Operation Capabilities
In the omnichannel era, FMCG enterprises need to build digital operation capabilities to seize structural growth opportunities. As channels proliferate and consumption enters a stock or even shrinking phase, companies are increasing digital investment, but the industry's digital transformation is still in its early stages, facing obstacles in cognition, organization, and tools.
任文青Andy“Seizing Share, Boosting Sales”: The Battle for a Strong Start Begins—How Can FMCG Manufacturers and Distributors Break Through?
As the Chinese New Year approaches, FMCG companies are gearing up for the annual 'strong start' campaign. This article offers practical incentive strategies for distributors, wholesalers, retail outlets, and staff to boost performance during this critical period.
邢仁宝How Should the FMCG Industry Face 2024?
The article discusses how the FMCG industry should approach 2024, arguing that it marks the beginning of a new era driven by a supply chain revolution led by retailers. It advises companies to preserve existing market share while positioning themselves for new opportunities in the evolving price spectrum.
刘春雄Tangchen Jiesen & Liangmi Group Strategic Signing: Building a New Omnichannel Marketing Pathway for New Retail
Exploring market opportunities and expanding into the northern market, the two companies join forces to achieve complementarity, mutual benefit, and win-win outcomes.
JaneAs Spring Festival Approaches, How Should Gift Box Distributors Stock Up This Year?
With only about forty days until Spring Festival, the annual gift box sales season is upon us. This year, the market shows mixed signals: while rural areas remain strong, urban consumers increasingly prefer value over packaging, and many retailers are cautious about stocking up. Distributors should focus on high-end gift boxes for loyal customers, maintain flexible inventory for low-end products, and adapt to changing consumer habits by integrating online and offline channels.
高级研究员 海游Hard Discount: Is Low Price a Tactic or a Strategy?
Low price alone is not a durable strategy. Successful hard-discount retail depends on supply-chain strength, differentiated products, operating efficiency, and a clear value structure for brands, distributors, retailers, and consumers.
New DistributionThe Harder It Gets, the More You Need to Trade Strategy for Growth—You Have No Other Choice!
In a vast grassland, three wolf packs face starvation after a plague and drought. Their leaders choose different strategies: one conserves resources, one fights desperately, and one launches a surprise attack. The story illustrates that in difficult times, relying on operational efficiency alone is insufficient; strategic positioning is essential for breakthrough growth.
梁将军