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Giving Up Deep Distribution Easily Is the Biggest Pitfall You Can Jump Into
Since 2013, the claim that 'deep distribution has failed' has sparked widespread industry debate, and today, abandoning deep distribution has become a mainstream view. However, the real problem is not that deep distribution has failed, but that its efficiency has declined due to the shift from manufacturer-led operations to dealer-led operations under manufacturer guidance.
万超帮陈思廷This 618, JD New Channel's B2B2C Strategy in Action: Capability Upgrade!
The annual 618 promotion battle has begun. This festival, originally created by online e-commerce platforms, has evolved from pure online to a promotion festival involving all commercial entities both online and offline. In the past, 618 was mostly a C-end "price cut" promotion, with B-end businesses rarely heard from. But in the past two days, it's evident in the author's social feed that some regional B2B platforms transformed from distributors have joined in, targeting small B-end store owners with waves of promotional campaigns leveraging the 618 momentum. This has drawn the author's attention to FMCG B2B platforms, especially JD's FMCG B2B business, the New Channel division, under the 618 initiator JD.com.
袁来Yunnan Baiyao, the 'Second Place', Aims for the Top Spot in the Toothpaste Market in 2019?
Yunnan Baiyao toothpaste has differentiated itself from other brands, breaking the low-price market deadlock and proving the potential of high-end functional toothpaste. By moving beyond pharmacy channels and adopting a deep distribution strategy, it has achieved top rankings across multiple channels. Now holding the No.2 market share in China's toothpaste market, will it overtake Darlie, the current leader?
张明Deep Distribution Loses Growth Momentum: How FMCG Brands Plan Growth for the Next Decade
Deep distribution efficiency has failed. With 5.2 million mom-and-pop stores in China, the market is highly fragmented and multi-tiered. The essence of the deep distribution system that supported FMCG growth for decades was mass production, mass communication, and mass distribution, driven by efficiency. However, this model is now failing due to high costs, single-channel coverage, and the rise of new retail. Brands like P&G have seen revenue declines, and the traditional HBG theory (big brand, big media, big channel) is no longer effective. The article discusses the need to restructure distribution models, focusing on digitalization, integrated online-offline supply chains, and organizational changes to adapt to future growth.
赵波Zhong Shanshan: Persisting in Doing a Good Job at the Three-Meter Cashier Counter is the Key Action for Nongfu Spring's Success!
In the past, before the internet was widespread, most FMCG practitioners advocated and believed in the supremacy of terminals and channels. However, in recent years, as the internet has fully penetrated offline, some have begun to claim that the era of terminal supremacy is over and that those who don't keep up will be eliminated. Many of these critics are theoretical researchers. Although their logic is rigorous and well-founded, I don't believe these academics are more capable than the leaders of billion-yuan enterprises. If they disagree, I'd rather trust the chairmen, as practical results don't lie.
海游New Product Distribution Underperforms: Where's the Problem?
In the process of introducing a new product to a regional market, the initial distribution effect and whether it meets targets are often key to success. Many distributors can distribute quickly, but market activation is slow, leading to poor sell-through and damaging customer relationships.
师顺宽No Price War! Uni-President Makes More Money in Mainland China
Uni-President Enterprises reported record first-quarter results, with revenue of NT$107.791 billion (approximately RMB 23.768 billion) and net profit after tax of NT$5.276 billion (approximately RMB 1.163 billion), up 99.85% quarter-on-quarter. Its mainland China business, Uni-President China Holdings, saw net profit surge 48% to RMB 380 million, driven by value marketing and healthy channel inventory management.
New DistributionThe Concept of Distribution No Longer Exists!
In the past, companies focused on channel dominance and winning at the terminal, but with channel restructuring and integration, traditional distribution channels have been disrupted, and you never know where your products will be intercepted. As a result, the way suppliers connect with customers must change: previously, whoever had the biggest business got connected, but now customers connect only when there is content, professional service, shared interests, and excellent scene experiences. The new marketing era has arrived, and many Chinese companies are accelerating into industry monopoly, which violates the laws of competition.
程绍珊Jinmailang and Nongfu Spring's Top Sales Performers: They Only Got One Thing Right
This article discusses how FMCG companies can improve employee efficiency through terminal management systems, using Jinmailang and Nongfu Spring as examples. It emphasizes that companies should choose a system based on their specific needs, whether focusing on market fundamentals (for growth-stage companies) or sales fundamentals (for mature companies).
海游Without Increment, Cannot Hold Onto Stock
China's reform and opening-up succeeded due to a key technique: shelving stock and reforming increment. This led to incremental reform inevitably driving stock reform. In Chinese marketing, stock has been capped since 2013, and with the rise of e-commerce, stock is no longer secure. Without increment, stock cannot be maintained. The article discusses the three battlefields of new marketing, new retail, and new distribution, emphasizing the shift from 2B to 2C to create increment and influence stock.
刘春雄New Marketing Practical Case: From 'Terminal Wins' to 'Community Wins'!
This article presents two real cases demonstrating the shift from traditional terminal-based marketing to community-based new marketing. The first case involves a brand that, after struggling with declining sales, successfully implemented a new marketing strategy using social media, mini-programs, and community marketing to achieve significant growth. The second case shows how Beikang diapers leveraged community group buying and social e-commerce to exceed sales targets, highlighting the importance of connecting with consumers in their daily environments.
任小东Does the Old Playbook of FMCG Still Have a Future?
Marketers, planners, and SME owners—the backbone of traditional enterprises—are mostly in a state of confusion and anxiety. This article explores whether the old, low-level operational tactics in the FMCG industry still have a future amid new consumption environments, and how traditional players can adapt.
冯云飞The Product Remains the Same, but the Channel Is No Longer What It Used to Be
The current marketing landscape for traditional FMCG companies can be summarized in three sentences: First, the product is what most needs to change, but it remains unchanged; second, the channel is what least needs to change, but it has quietly changed; third, the internet's greatest impact on traditional business is in communication, yet traditional companies are clearly at a loss. Today, I focus on the quiet changes in the channel. Why is the channel the least likely to need change? Because since the era of deep distribution, the channel has contributed greatly to growth. However, the channel is quietly changing, with the most significant changes being the resurgence of provincial distributors and second-tier wholesalers, and the impact of internet tools on channel efficiency.
刘春雄Hot at Retail, Booming Production and Sales: What Product Has Won the Attention of Hundreds of Millions-Level Distributors?
In recent years, the consumption of soda water has surged. Globally, European countries account for 54.1% of soda water production, while China only accounts for 7.2%, indicating huge growth potential. According to Nielsen, from 2017 to 2018, the soda water market grew by 36.9% in sales, far exceeding the overall beverage growth of 3.1%. The industry is still in a rapid growth phase, with the market expected to reach 20 billion yuan by 2020.
New DistributionFMCG Salesperson's Reality: Our Dream Is '996'
The '996' work schedule has sparked widespread debate, but FMCG practitioners remain unfazed, even joking that their dream is '996'. A 28-year-old salesperson, Fan Peng, describes the demanding routine: starting at 8 AM year-round, with penalties for leaving after 8 PM during certain months, and a daily grind of visiting 30 stores, all for a modest salary of 70,000-80,000 yuan a year.
比月皎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How to Make Sales Staff Complete Sales Tasks Like Playing Games and Leveling Up!
Recruiting, retaining, and managing staff are almost daily headaches for every distributor. However, one trading company abolished the salesperson role and replaced it with a merchandiser role, solving these problems. How did they do it? What are the staffing and management logics behind this simple change in job title and responsibilities? Recently, I saw Qiang Huitao, founder of Dunjie Supply Chain, posting on his Moments: recruiting merchandisers. At first I didn't pay much attention, but after seeing it repeatedly, I clicked in: 'High salary for merchandisers, monthly salary 3000-5000 yuan, work location arranged nearby.' This piqued my curiosity.
袁来From April, 500,000 Terminal Outlets Nationwide Disappear: How Much Impact Will the Closure of Campus Stores Have on Distributors?
According to the Ministry of Education website, the 'Regulations on the Management of Food Safety and Nutrition and Health in Schools' formulated by the Ministry of Education, the State Administration for Market Regulation, and the National Health Commission were recently published and will take effect on April 1, 2019. The regulations clearly state that primary and secondary schools and kindergartens generally should not set up food business premises such as small shops and supermarkets on campus. If necessary, they must obtain permission according to law and avoid selling high-salt, high-sugar, and high-fat foods. Additionally, the regulations require schools to establish a system where school leaders dine with students during meals.
New DistributionThe 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JD New Channel's Zheng Hongyan: More Open and Intelligent in 2019, Achieving Boundaryless Win-Win with Channel Partners!
At the 'Boundaryless Retail Industry Summit' co-hosted by JD New Channel and New Distribution on March 18, 2019, JD Group Vice President and President of JD Retail Group's New Channel Business Unit, Zheng Hongyan, announced that JD New Channel would fully transition from its 2018 trial phase to the 2019 practice phase, building a full-chain B2B2C platform that is more open and intelligent. This also confirms that FMCG B2B, from its inception in 2013 to 2018, after five years of expansion, model iteration, and strategy exploration, has officially entered a stage of deep, refined operations.
赵波Unbounded Retail Strategy Enters Implementation Phase: JD New Channel Upgrades to an 'Open + Intelligent' Platform
On March 18, JD New Channel and New Distribution co-hosted the 'Boundless Commerce, Shared Vision' JD New Channel Unbounded Retail Industry Summit in Chengdu. Xu Lei, rotating CEO of JD Retail Group, delivered a speech on the latest progress of JD's unbounded retail strategy, while Zheng Hongyan, VP of JD Group and President of JD Retail New Channel Business Unit, announced that in 2019, the unbounded retail strategy would move from experimentation to implementation, upgrading New Channel into a more open and intelligent B2B2C platform.
New DistributionMarketing is a 'Pitfall' Profession | What Should Salespeople Do in the Face of Change?
This article discusses the transformation of salespeople into marketing personnel in the context of new marketing. It outlines the shift from traditional channel management to a dual role involving both sales and communication, emphasizing new functions such as regional communication ignition, local IP, B-chain and C-chain construction, and scenario building.
刘春雄Hundreds of Stores Stocked, but Sales Barely Move: The Reasons Behind This Are Thought-Provoking!
For many distributors, product distribution can be done quickly, but market activation after distribution is slow. Once products don't sell, it leaves a bad impression on retail stores, affecting customer relationships and making it hard to introduce new products later. Terminal sell-through is the most direct and important indicator of a distributor's performance, as it's the final step in consumer purchase decisions and the ultimate realization of distributor profits.
师顺宽When Deep Distribution Is a Thing of the Past, What Are the Sales Tactics of New Distribution?
If you were given a startup cookie brand, how would you sell it? Traditional marketers might rely on deep distribution, but in today's saturated market, this approach is failing. AKOKO, a cookie brand founded in 2016, achieved explosive growth by leveraging micro-agent distribution, content-driven sales via KOLs, and e-commerce platforms, illustrating a new distribution model that focuses on direct consumer connection and rapid iteration.
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