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If You Only Deliver Goods, You're a 'Mover'! Without Category Management, Distributors Have No Competitive Moat
Recent exchanges with distributor friends have made one thing increasingly clear: the most critical lesson distributors need to learn today is not transformation or people management, but category management. On the surface, the biggest changes in the industry over the past two years have been at the retail end—supermarket overhauls, accelerated discounting, the rise of instant retail, chain convenience store expansion, and the explosion of private labels—but ultimately, these changes all converge on one point: the rules of the shelf are being rewritten. All retail changes are doing the same thing: re-screening SKUs, re-aligning price bands, and re-matching assortments based on demand.
周群The Ideological Stamp: How Childhood Engraves Consumption Habits into the Body
In the novel 'The Three-Body Problem,' there is a crucial concept called the 'ideological stamp,' which is implanted into the brain by a machine and is both indelible and believed by the individual to be their own free will. This article argues that everyone carries such stamps, shaped by their childhood environment, and explores how these stamps drive generational differences in consumption behavior.
赵波Walmart CEO Doug McMillon's Latest Thinking: Long-termism Is the Greatest Certainty
In the global retail industry, few companies have influenced daily life as persistently and profoundly as Walmart. From a small store in Arkansas in 1962 to operations in 19 countries, nearly 10,800 stores, and serving hundreds of millions of customers worldwide, it is undoubtedly the most representative benchmark in global retail. Walmart's global CEO Doug McMillon joined the company as an hourly associate in 1984 and became CEO thirty years later. During his tenure of over a decade, Walmart has consistently held the top position in global retail.
联商网编辑部Alibaba P8 Enters Lightning Warehouse for Three Years: It's an Opportunity, but 90% Will Be Cut (Pitfall Checklist at the End)
In the past six months, 'lightning warehouses' have become a hot topic among distributors. Many are anxious about missing the next growth wave, but the reality is that lightning warehouses are a high-barrier opportunity, not a simple 'put goods online and sell' business. This article, based on a three-year veteran's experience, reveals the true thresholds and provides a practical checklist to avoid common pitfalls.
陈思廷From a Sugar-Free Can to a Citywide Craze: How Pepsi Turned Co-Branding into a New Channel Business
Zootopia 2 has exploded in popularity, and Pepsi's 7UP co-branded cans have taken both consumers and channels by storm. By matching IP, audience, and scenario, Pepsi has turned a marketing event into a sustainable channel business, driving family consumption and repeat purchases.
张雨薇46.7%! 657 Million Middle-Aged and Elderly People Are Reshaping China's Consumer Market
Over the past 25 years, China has undergone a silent yet profound demographic revolution that has reshaped the nation's population and is completely rewriting the rules of the business world. With 657 million people aged 40 and above now accounting for 46.7% of the population, a new consumer era driven by mature consumers is emerging, fundamentally altering the underlying logic of China's consumer market.
王小博、李相如“Innovation Leading, Crossing Mountains and Seas”: The Strength and Vision of a Leading Dairy Enterprise with 100 Billion in Revenue!
As China's dairy consumption enters the true second half, with factors such as supply-demand imbalance, weak consumption, declining market growth, and slow sales across all categories, dairy enterprises face multiple challenges including intensified competition and pressure on revenue growth. Only by continuously breaking through original boundaries and precisely grasping demand can they stimulate the recovery of dairy consumption and restore market vitality. How to transition from simply pursuing 'volume growth' to fully entering a 'quality improvement' environment oriented by diversified and refined demands, and find breakthroughs, is an urgent issue facing the industry...
AmandaXiaohongshu Still Fails to Conquer Local Life Services
Xiaohongshu, aiming to monetize local life services, has suspended the trial operation of its membership card 'Xiaohongka' starting January 1, 2026, less than 100 days after launch. The official reason cited was insufficient preparation to meet user needs for richness and convenience, reflecting broader challenges in the local life sector.
听筒Tech工作室The Bloody Lesson Paid with 600,000: Confession of a 'Greenhorn' Lightning Warehouse Owner
A lightning warehouse owner, Mr. Li, invested 600,000 yuan but lost it all, leaving only unsold inventory. He shares his painful experience and warns newcomers about the pitfalls of the lightning warehouse business, including intense competition, deceptive franchising, and information asymmetry.
同行者老张Ten Conclusions on FMCG B2B for 2026
In recent years, B2B sales have declined, distributors are finding it harder, mom-and-pop stores are losing foot traffic, and even strong chains like 7-Eleven and FamilyMart are showing downward curves. Many attribute this to a bad economy, industry downturn, or consumption downgrade, but these are just surface symptoms. The real structural change is the reconstruction of the underlying logic of Chinese retail. When an era's logic fails, it doesn't die quietly; it collapses with a shout. Today's B2B stands at such a critical point. The old B2B model is ending, and a new supply chain growth model is being born.
赵波The Opportunity for Offline Retail Lies in Differentiation
As the wave of supermarket 'adjustment and reform' intensifies, Angel Bay Ventures partner Tan Zhiwang argues that copying others' 'result-oriented' actions is the easiest way to fail. Instead, one should learn 'why others can achieve it, not what they have achieved.' He emphasizes looking two years ahead, focusing on differentiation in categories, products, and high-margin areas, and building core capabilities in fresh food, processing, private brands, and traffic.
楚勿留香Don't Blame All Market Problems on Frontline Sales Staff
When sales performance is poor, many managers resort to replacing frontline staff, but this often fails to address the root causes. Systemic issues such as product strategy, pricing, and channel shifts cannot be solved by changing personnel; instead, empowering and supporting the sales team is the key to success.
金名Ele.me Finally Turns 'Orange'
Today, an announcement marked the end of the traditional food delivery brand Ele.me, replaced by the new Taobao Flash Purchase. This change is not just a brand visual overhaul but a deep strategic adjustment by Taobao in the instant retail sector, redefining Alibaba's position in the instant delivery market amid the wave of consumption upgrade.
创新零售社Ignoring Category Management Means Dealers Can Only Run Inefficient Businesses!
This article is a supplement and extension of a previous one, continuing to explore how dealers can do category management well in combination with the retail industry. Without category management, dealers' survival space will be locked down. The article proposes three core viewpoints: choose the right stores and sell the right products, optimize resource allocation to reduce operational risks, and increase volume and profit to enhance competitiveness. It also provides specific methods for dealers to implement category management, including deciding whether to prioritize category or brand, adapting to the retail trend of 'wide category, narrow product', and deeply binding category management with retail outlets.
高级研究员 海游China Want Want's Half-Year Report: A Tale of Two Sides with Slight Revenue Growth and Profit Decline
On November 24, China Want Want Holdings Limited ("China Want Want") disclosed its interim results for the six months ended September 30, 2025. During the reporting period, total revenue was RMB 11.108 billion, up 2.1% year-on-year, while profit attributable to equity holders was RMB 1.717 billion, down 7.8% year-on-year. The company attributed the performance to new products and new channels driving sales growth, but higher costs for imported whole milk powder and palm oil, along with increased operating expenses, led to a decline in net profit.
让消费更纯粹的From Deep Distribution to Super Sales: A Veteran Company's Nationwide Breakthrough
Founded in 1982 and headquartered in Zhengzhou, Henan,金星啤酒 (Jinxing Beer) has evolved from a regional player into a key modern enterprise in China's beer industry, especially in the craft beer segment. In the past two years, it has successfully transitioned to the Chinese-style craft beer track, with a strategic transformation that has drawn attention. This article analyzes the challenges it faced and the four-pronged strategy (new products, new channels, new communication, new organization) that drove its success.
公方刚Pet Fresh All Closed, Hou Yi Launches 'Chong Tiantian' to Re-enter Pet Track?
Recently, as the closure of 'Pet Version Hema' Pet Fresh sparked industry discussion, founder Hou Yi's team quietly launched a new online brand, Chong Tiantian, focusing on fresh pet food. This marks a strategic correction and model iteration in the pet sector, leveraging supply chain and human-grade production standards.
联商网编辑部“We've Done Everything We Should—Why No Sales?”
Over 20 years ago, when I was deputy editor-in-chief at Sales & Marketing, frontline salespeople at monthly editorial meetings would often complain: “We've done everything we should, but sales aren't growing—what can we do?” This topic later disappeared as deep distribution models revived growth. Now it has resurfaced, signaling that current marketing models have become ineffective. The solution lies in finding the next standard action template, such as bC-integrated user operations, to stay ahead in competitive markets.
刘春雄Zong Fuli Steps Down as Wahaha Chairman! Power Transition Reaches a Critical Moment
Wahaha has once again found itself at the center of public attention. On November 27, an announcement of business registration changes seemed to put a definitive end to the months-long internal turmoil at Wahaha: Zong Fuli officially resigned as legal representative, chairman, and general manager of Hangzhou Wahaha Group Co., Ltd. Her successor is not a traditional professional manager or founding veteran, but a 31-year-old legal background executive, Xu Simin. Although Zong Fuli still holds 29.40% of Wahaha Group's shares, remaining the second-largest shareholder, her retreat from the management core marks the end of the era of full control by the Zong family.
New DistributionManufacturer Sales Team Management: Focus on Performance, Not 'Laissez-Faire'
In today's FMCG market, manufacturers often pressure distributors with higher targets without providing effective support, leading to conflict. The root cause lies in the 'laissez-faire' management of sales teams, which can be transformed by adopting clear, measurable performance indicators for every distributor visit, turning vague activities into strategic, results-driven actions that benefit all parties.
田沂桐Common Maladies of FMCG Managers: Managing Instead of Teaching, Punishing Instead of Coaching
This year, while conducting organizational research at several brand companies, the most striking observation was that many mid-level marketing managers manage by issuing orders and punish rather than coach. This approach stifles employee growth, undermines team innovation, and leads to a cycle of mistakes and penalties, ultimately harming organizational efficiency.
高级研究员 海游Ren Wenqing of New Distribution: Warehouse-as-a-Store Becomes the New Terminal, Brands Must Occupy Positions Early
On November 25, 2025, the '2025 Instant Retail Supply Summit and First Instant Retail Warehouse-Store Product Matchmaking Conference' was held in Hangzhou, where Ren Wenqing, CEO of New Distribution, delivered a keynote speech titled 'Viewing Supply-Demand Matching from Instant Retail: How Brands Grow in an Era of Surplus?' Core viewpoints: 1. Warehouse-as-a-store becomes the new terminal. 2. The logic of instant retail development is supply-demand matching. 3. Matching is the first growth law in the era of surplus. This article is a core summary of the speech. Instant retail has moved from traffic wars to supply wars. Today, brands...
任文青AndyAbandoning 150 Million P&G Business, B2b Startup Hits 6 Million Monthly Sales in Six Months! What Did Leguan Yigou Do Right?
In China's FMCG industry, the past three decades were a period of 'easy wins.' A generation of distributors once dominated channels thanks to a few major brand dividends. But today, that path is clearly no longer viable. After talking with many distributors, we found that brand dividends are gone, business growth is sluggish, and transformation seems to be the only consensus—but how exactly to transform? We've seen many successful cases, and we've been thinking: is there a more down-to-earth example that ordinary distributors can see themselves in and truly learn from? Yes! The story of Leguan Yigou is such a case.
张雨薇Can Three Major Strategies Support the Ambition of the 'Vinegar King'?
Hengshun Vinegar Industry, China's largest vinegar producer, has unveiled three long-term strategies under new chairman Gao Yinong to transform into 'Hengshun Weiye' and expand beyond vinegar into a full-table condiment provider, while facing challenges from competitors like Haitian and the need for M&A.
让消费更纯粹的