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Customer Onlineization: A New Step in Business Reach for the FMCG Industry
Field Service 365 proposes that digitalization in the FMCG industry mainly consists of five onlineizations: personnel, customer, market activity, channel order, and channel inventory. Among them, customer onlineization is the foundation for business reach. In the past, FMCG companies mostly adopted multi-level distribution strategies, ignoring stores and not controlling them. Companies pushed goods to distributors, who were responsible for developing stores and stocking them, making it difficult for companies to know which terminals their products reached. A typical FMCG company has thousands of customers (terminal stores), and large ones have hundreds of types and hundreds of thousands of terminals, such as KA, BC, CVS, and special channels like hotels, internet cafes, restaurants, and schools. To obtain their locations, delivery frequencies, and complaint situations, companies had to invest heavily in manpower and verify information accuracy. Now, "those who win terminals win the world," and controlling terminals is core to competition. The first step is customer onlineization, which differs from traditional informatization by enabling real-time, two-way business interaction.
实现客户在线化的Digitalization Completely Transforms Channel Power
A review of several cases of BC integrated operations reveals that even unknown new brands can move through channels much faster than with deep distribution. The reason is that digitalization reaches C-end consumers, activating B-end channels through C-end resources, creating channel pull. When push and pull are combined in the same channel, the impact far exceeds traditional brand-driven or channel-driven approaches.
刘春雄Goodbye, Salesmen!
2020 marks the beginning of the digital marketing era, accelerated by the pandemic. As traditional channels and the internet fully integrate, the role of salesmen will be replaced by digital systems, turning them into 'human components' within these systems.
方刚The Future of Sales Representatives: Trapped in Algorithms Like 'Riders', or Squad Leaders 'Calling for Fire Support'?
This article explores the dual nature of the internet for sales representatives in the FMCG industry, using the analogy of food delivery riders constrained by algorithms and the concept of 'squad leader warfare' from Huawei and Feng Lun. It argues that digital marketing transforms the traditional push-based channel model into a pull-based one, empowering frontline salespeople to make decisions and call on backend resources, thus changing their role from mere executors to strategic leaders.
刘春雄Don't Let Vivid Materials Eat Into Your Profits
A conversation with a small business owner reveals that while companies focus on increasing sales, they often overlook cost control, particularly in the area of point-of-sale (POS) materials. By implementing better planning, usage standards, incentives, and audits, companies can significantly reduce waste and improve profitability.
高级研究员 海游Should Salespeople Be Paid Commission or Points?
Salesman Lao Wang is set to visit eighteen stores today, but he is more concerned about this month's sales target of 200,000 yuan, as only sales performance directly affects his commission. Before he leaves, the distributor boss hints that tasks like shelf organization are equally important as distribution, but Lao Wang nods with a wry smile. By month's end, Lao Wang barely achieves half of the sales target. After spot-checking several outlets, the boss finds that Lao Wang ignored his advice, with messy shelves and other issues. The boss realizes that salespeople do what is incentivized, not what is asked, and uses a mobile tool to implement a points system that rewards every task, leading to immediate improvements.
外勤365市场部FMCG Manufacturers: A Practical Guide to Digital Channel Management
This article uses a case study to illustrate the practical value of digitalization for FMCG manufacturers, focusing on how 'one product, one code' technology can solve traditional marketing challenges such as precise distribution, flexible promotions, efficient expense verification, consumer data collection, anti-counterfeiting, and channel control.
邢仁宝Achievements of Frontline FMCG Professionals: Footwork X Eloquence X Brainpower
The achievements of FMCG professionals are the product of footwork, eloquence, and brainpower, not their sum. Continuous development requires all three, with brainpower being crucial for systematic thinking and long-term growth.
阿湖“Marketing Digitalization 10 Lectures” No. 9: To Be Specific, What Exactly Is Marketing Digitalization Useful For?
This article explains the practical uses of marketing digitalization, emphasizing data transparency in B2B and B2C contexts, and how it enables targeted interventions and user conversion management.
刘春雄Omnichannel Operations, Full-Matrix Livestreaming, and Full-Chain Resonance: JD New Channel Drives New Industry Growth During 11.11!
At 24:00 on November 11, JD's 11.11 shopping festival officially concluded, and JD New Channel also revealed its performance in this carnival covering online and offline, omnichannel and multi-scenario. Data shows that from November 1 to 11, New Channel's cumulative 11-day sales reached 208% of the same period last year, and sales in the first hour of the peak sprint reached 10 times that of the same period last year. Behind this 11.11 igniting store owners' stockpiling enthusiasm, it is evident that JD New Channel's original intention and determination to create omnichannel increments for the upstream and downstream of the industry have achieved results. Zheng Hongyan, Vice President of JD Group and President of the New Channel Business Unit under JD Retail's General Merchandise Omnichannel Business Group, said: ...
New DistributionFour Roadmaps Behind the Rise of China-Chic Brands
The hottest business trend today seems to be the 'rise of China-chic.' From Palace Museum lipsticks to Perfect Diary, Florasis, Heytea, Genki Forest, Bosideng, and Feihe, a wave of domestic brand consumption is heating up. But this is only a phenomenon, not the essence. Some say it symbolizes cultural confidence, others attribute it to China's world-class supply chain, and some credit clever marketing and public sentiment. All are correct, but at the core, every category champion after the rise of China-chic represents the formation of a new mental entry point and the establishment of new brand equity. This article summarizes four roadmaps behind the rise of new domestic brands and analyzes the process and attribution of China-chic brand success.
胡喆Seizing 11.11: JD New Distribution Unveils 'Three Sharp Tools' to Drive Brand Growth
As the annual 11.11 shopping festival kicks off, JD New Distribution launches its 11.11 carnival on October 31 at 20:00. This year, the platform emphasizes 'stronger penetration, faster conversion, and more scenarios' to deliver omnichannel growth for partners. Key initiatives include cross-category joint promotions with over 300 brands, a massive B2B livestreaming campaign, and digital solutions connecting consumers, stores, and brands.
New Distribution“Ruining” a Person? Just Make Him an FMCG Salesman!
The article reflects on the author's seven-year journey in the FMCG industry, highlighting how the stable compensation, repetitive work, and lack of career development can trap frontline salespeople in a comfort zone that hinders growth. It offers advice on how to break free by leveraging personal strengths and exploring opportunities in the internet and new retail sectors.
阿湖Jinmailang Beverages: Crisis and Opportunity!
In recent years, Jinmailang has been a benchmark for growth in the FMCG market, ranking first among large and medium-sized beverage companies for six consecutive years. Its 'Four-in-One' distributor operation model is also an industry benchmark. However, after visiting markets in Shanxi, Henan, Shandong, and Hubei, the author identifies key challenges: the need to upgrade the Four-in-One model, the urgency of consumer education for Liangbai Kai (cool boiled water), and the need to gradually abandon the follow-the-leader and low-price strategies.
高级研究员 海游How to Handle KA Channels to Avoid the Dilemma of 'Entering Means Death, Not Entering Means Waiting for Death'?
Mr. Wang, a daily chemical distributor, partnered with a local hypermarket two years ago, investing hundreds of thousands in fees, yet profits remain unsatisfactory due to high contract terms that increase annually. He admits, 'After a hard year, I'm still working for the supermarket; KA is like chicken ribs—tasteless to eat, but a pity to discard.' KA hypermarkets, as the ultimate form of retail terminals, represent the largest sales channel for many distributors. As China's economy rapidly develops, major domestic and international chain groups have expanded from first-tier cities to second- and third-tier cities, covering a wide area. Therefore, KA channels are indispensable in a distributor's business system. However, under the current backdrop of 'not doing terminals means waiting for death, doing terminals means seeking death,' how to effectively manage KA channels to achieve sales growth remains a challenge for many distributors.
李锋Digital transformation is so important for enterprises, what should be the first step?
Under the influence of the new market environment, the traditional functions of distributors are gradually losing their advantages, and they are facing an urgent need for transformation and upgrading. Experts point out that future FMCG distributors should be 'smart' distributors integrating data services. They can not only maximize their operational efficiency through real-time data flow and efficient integration, but also provide data support to brand owners to help solve production and product R&D issues, and provide sales guidance to terminal stores to help solve marketing optimization and consumption upgrade issues. However...
数据智能专家Time to 'Refresh' Frontline Sales Staff!
Before the holiday, I attended an O2O workshop organized by New Distribution's consulting team for a brand manufacturer, covering O2O knowledge, market insights, strategy deployment, and case studies. O2O is now a critical sales growth channel for every regional branch and local sales office, driven by the pandemic and changing consumer habits.
袁来A Comprehensive Analysis of Shihuituan
Shihuituan is a community group buying startup focused on fresh produce, aiming to participate in all household daily purchases and supply. The company sees vast potential in the fresh food market due to high-frequency demand, pain points in lower-tier markets, and the efficiency of direct supply chains. With plans to expand to 3 million pickup points in three years, Shihuituan targets a trillion-yuan market, positioning itself as a leading fresh food distribution channel.
万德乾A Realistic Look at the Soy Milk Market
A journalist's investigation reveals that despite optimistic industry reports, the actual soy milk market in China is struggling, with low distribution and consumer acceptance, as many consumers prefer milk at similar prices. The article highlights challenges in consumer perception, usage occasions, and category value, suggesting that the industry needs long-term efforts to educate consumers and develop the market.
陈峰“Do Market Work in the Off-Season, Achieve Sales in the Peak Season” Is Not Just Empty Talk!
With the Mid-Autumn Festival and National Day approaching, many FMCG products will enter the off-season afterward, such as grain and oil, and snacks. What should distributors do when the market enters the off-season? The best way to deal with the off-season is to keep moving. I have always believed that there is only an off-season mindset, not an off-season market. In an industry, all distributors face the same situation: if it's off-season for you, it's off-season for others, so the key is the mindset. Distributors need to come up with ideas and plans to get their sales staff moving; only when people move can the market move! -01- Seize demand...
李锋The Gap Between a Distributor with 30 Million in Annual Sales and One with 300 Million May Just Be Channel Downward Extension: Down to Towns and Villages!
Recently, terms like 'channel digitalization,' 'channel diversification,' and 'business online' have become hot topics in the distribution industry. This article shares personal insights on channel diversification, emphasizing that distributors must adapt to changing consumer behaviors and expand from single to multi-channel operations. It highlights the importance of penetrating traditional channels down to village levels and leveraging fresh food supermarkets as key growth opportunities.
李锋Baidu AI Drives the Second Growth of "Deep Distribution"
Baidu AI Cloud is accelerating industrial intelligence upgrades, offering solutions for the FMCG industry to transform from traditional extensive distribution to precise deep distribution, thereby driving a second wave of growth.
New DistributionFive Online Initiatives to Drive Digitalization in the FMCG Industry
The digitalization of the FMCG industry faces three main challenges: the large proportion of offline revenue, the monopolistic e-commerce ecosystem in China, and the low ARPU (average revenue per user) leading to low customer loyalty. Liu Zhao, founder of Waiqin365, proposes that digitalization should focus on five online initiatives: market activities, channel orders, distribution inventory, personnel, and customers. These initiatives aim to enhance management capabilities, optimize offline channels, and gain a competitive edge in the digital era.
提升企业销售效率AI-Driven Perfect Market Closed Loop
Trax, one of the earliest companies in product image recognition, founded in 2010, now processes over 1.5 million stores in more than 90 countries daily, converting product displays, promotional materials, and sales activities into readable structured digital assets for real-time, transparent sales operations and decision support. Although online business is growing rapidly, offline remains the mainstay, with about 3.3 million stores in China's urban areas.
Mike Wang