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The Post-00s Who Just Entered the FMCG Workplace Have Already Resigned
In his sixth month at the company, Xiao Yang (pseudonym), the only employee under 30 in his department, resigned. He cited low pay, heavy and miscellaneous tasks, long working hours, and a lack of belonging as the main reasons. His experience highlights the challenges young people face in the FMCG industry, where high turnover and difficulty in retaining fresh talent persist.
汪海Going to the Countryside: How Beverage Manufacturers Can Find Opportunities in Lower-Tier Markets
During a business trip to Jingxi City, a border town in Guangxi with a population of 480,000, the author discovered intense competition and business opportunities in the beverage market, prompting reflection on whether brands facing performance bottlenecks can find breakthroughs in such markets. The article shares insights on market potential, existing problems, and development strategies for county-level markets.
邢仁宝From Deep Distribution to Precision Distribution: A Strategy for Incremental Change in Brand Channel Models
Brand executives face three common challenges: difficulty recruiting quality personnel, managing teams effectively, and maintaining high service quality at retail outlets. This article explores shifting from traditional deep distribution to a precision distribution model, using Nongfu Spring's channel reform as a case study, and outlines a four-step approach for channel model transformation.
高级研究员 海游The Core of Distributor Morning Meetings Is Helping Salespeople Make Money
Morning meetings, the simplest and most basic daily management routine, seem to trouble many frontline execution teams. This article discusses how to prepare and conduct efficient morning meetings, emphasizing that the key is to use data to show salespeople how to earn more money, turning management into motivation.
高级研究员 海游“Even a delivery guy like me can tell something's wrong with this year's market!”
A salesperson's observation that even a delivery person can sense market problems leads to an investigation revealing sluggish sales, aging inventory, credit sales turning into bad debts, and distributors overwhelmed by stock pressure.
张雨薇Winning at the Point of Sale: Lee Kum Kee Joins Hands with Distributors to Create Rapid Market Growth
Recently, Lee Kum Kee held its national channel partner conference in Guangzhou, with the theme 'Win at the Point of Sale, Win with Lee Kum Kee,' underscoring the company's strategic commitment to terminal operations. The insights shared by business leaders at the conference conveyed a strong sense of confidence in winning at the retail level. Among the attendees were many outstanding distributor partners excelling in various channels. The author had the opportunity to meet a distributor from Henan, Xinxiang Zhihua Changwang Trading Co., Ltd. (hereinafter referred to as Zhihua Trading), and visited Xinxiang for a face-to-face interview with this distributor.
孟云Under Cyclical Pressure, Bestore Defends and Attacks?
In an era of intense competition across all industries, no one can win easily. On the evening of April 25, leading snack company Bestore released its 2023 annual report: revenue of 8.046 billion yuan, net profit attributable to shareholders of 180 million yuan. Despite cyclical pressure, it stabilized its core business. Its 2024 Q1 report showed revenue back on a growth track, up 2.79% year-on-year to 2.451 billion yuan. Due to proactive price concessions, net profit attributable to shareholders fell 57.98% to 62.4828 million yuan.
任建新Why Are There More Major Distributors in South China, East China, and Southwest China, While Fewer in North China and Central-South China?
At a recent meeting, I sat next to a major distributor from South China with annual sales exceeding 10 billion yuan, which reminded me of the differences in major distributors across regions. In North China, a distributor with 100 million yuan in sales is already considered major, highlighting the significant disparity. The presence of major distributors varies greatly by region, influenced not only by individual capabilities but also by geographical factors. For instance, South China, East China, and Southwest China have more major distributors, while North China and Central-South China have relatively fewer, with notable differences in the ceiling of distributor scale.
刘春雄How Much Is a Salesperson's Customer Relationship Worth?
Long ago, I categorized the skills of frontline salespeople into three types: attitude skills, customer relationship skills, and business skills. Among these, customer relationship skills are the most important, accounting for 80% of the factors in closing a deal. This article explores how to increase regional sales through stable customer relationships, using the example of a distributor in Henan who successfully captured market share by leveraging customer relationships when a competitor was in transition.
高级研究员 海游Exclusive Insight | New Distribution Yuan Lai: Urban X Trade Circulation Business Development Model
At the 9th China FMCG Innovation Conference held in Chengdu on March 14, Yuan Lai, Chief Content Officer of New Distribution, released an exclusive industry insight titled "Urban X Trade Circulation Business Development Model" at the 2nd China FMCG Distributor Conference on March 16. The speech outlines the evolution of distributor business models, from brand-oriented to category- and retail-oriented, and proposes a development path model with five stages, emphasizing the shift from distributor to urban trade circulation enterprise.
袁来Leyuan Health: Dual-Wheel Drive Strategy Amid FMCG Distribution Model Transformation
According to incomplete statistics, private labels account for only about 7% in China, indicating significant growth potential. We believe that in 3-5 years, this will be a rapid growth phase. This year, we have incorporated ODM as a strategic supplement to our overall business direction, complementing and promoting our branded products. Zheng Tongjian, Vice President and General Manager of Marketing Center at Leyuan Health, said this in an interview with New Distribution. ODM involves providing customized product development and production services for large retailers, channel partners, or brand owners.
冯瑶Ren Wenqing: Hard Discount is the Surface, the Essence is the Transformation of FMCG Distribution Models
At the 9th China FMCG Innovation Conference held in Chengdu from March 14-16, Ren Wenqing, COO of New Distribution and chief editor of the China Snack Hard Discount White Paper, delivered a keynote speech on March 15 at the 2nd China FMCG Hard Discount Conference, titled 'Through Hard Discount, Looking at the Transformation of FMCG Distribution Models and Its Impact'. He argued that hard discount is not just a retail phenomenon but a systemic change in the FMCG distribution model, driven by macroeconomic and industrial chain changes, and that the industry is transitioning from an old order to a new one.
任文青AndyThe Return of the Big Distributor
Some say my recent articles are pessimistic about distributors, citing the orderly retreat of distributors. I disagree! Those who should grow big will grow big, and those who should disappear will disappear. That is optimism. Those who should grow big but don't, and those who should disappear but don't, that is pessimism. Over the past 20 years, distributors have basically not grown big, but they have lived well, which is not necessarily a good thing. In recent years, distributors as a whole have been struggling, but there are more big distributors than before, which is not necessarily a bad thing. Whether pessimistic or optimistic depends on one's standpoint.
刘春雄Why Are Young People No Longer Willing to Enter the FMCG Industry?
A notable phenomenon has been observed: frontline sales in the FMCG industry have not attracted high-quality talent for a long time. Even companies like P&G find it very difficult to recruit graduates from Tsinghua or Peking University, let alone frontline staff for Coca-Cola or Master Kong. A brand owner friend complained about massive turnover among their salespeople. I said, 'Your products are harder to sell than insurance, and they earn less than food delivery or courier services, so how can you retain salespeople?' Many frontline brand managers and supervisors earn only 4,000-5,000 yuan upon joining, while food delivery and courier incomes have reached 10,000 yuan in the current market. The FMCG industry cannot retain people under these conditions. The lack of excellent talent entering is a surface phenomenon; on one hand, the field is not cool or leading enough, but more importantly, it cannot pay higher wages to excellent talent!
New DistributionBrand Factory 'On-Site Procurement Fair': Top Distributors Across the Country, Take Action!
The deep distribution model faces marketing dilemmas: manufacturers struggle with new products not being sold, while distributors find big products unprofitable. To address this, New Distribution launched the 'Extreme Supply Chain' Brand Factory On-Site Procurement Fair, which proved successful with over 4 million yuan in orders, and plans to scale it up at the 9th China FMCG Innovation Conference in March 2024.
陈思廷Once You Pass 50 Million in Sales, Stop Working for the Brand
Hello friends. I'm Yuan Lai from New Distribution. Recently, I visited over a dozen distributor owners, and as the year ends, we reflected on our experiences. I'd like to share some insights: many distributors still have a 'working for the brand' mentality, but the real core competency lies in distribution and sell-through capabilities based on store control. Growth comes from where you invest your time, and even single-category distributors can succeed in B2b platforms by starting with their existing resources and building stable relationships with retail stores.
袁来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.
JaneFrontline Salespeople: Easy to Enter, Hard to Excel
In recent years, business has been tough, a common consensus. Many articles discuss corporate strategic dilemmas and distributor development challenges, guiding companies and distributors on how to thrive against the trend, improve store coverage, manage sales, and ensure rapid growth. But have you noticed? We focus on industry changes, corporate development, and distributor difficulties, yet rarely pay attention to frontline salespeople who face the same intense market competition and sales issues.
张雨薇“Meaningful, a Bit Regrettable, Worth Persisting”: A Decade of Practical Reflections on a Retail Terminal Platform
Over the past decade and the next, both distributors and the market they face have undergone tremendous changes. Mr. Xu Hongyao, Vice President of Dongguan Sugar & Wine Group and General Manager of Caihua Trading (Yueheji), shared his practical experience over the past decade and his thoughts for the next decade, using Caihua Trading (Yueheji) as a case study. From a retailer's perspective, he illustrated the opportunities and challenges in the evolution of distributor business.
姚旭鸿Rethinking the Logic of the Shelf
The article discusses how the logic of shelves differs between online and offline retail, emphasizing that offline shelves must be adjusted by time and customer group, while online platforms use algorithms to offer personalized product combinations. It introduces the concept of three generations of retail models in China and argues that the emergence of the third generation (e.g., community group buying, discount stores, interest e-commerce) has fundamentally changed the value chain, transaction logic, and the importance of scenarios, requiring brands and distributors to adopt a three-dimensional channel perspective.
赵波Is Offline Business Getting Harder? Has 'Terminal is King' Failed?
Many distributors are asking how to manage outlets to achieve 'terminal is king'. The answer lies in eight characters: outlets, display, visits, and sell-through. This article elaborates on these four extremes, covering strategies for outlet management, display optimization, visit excellence, and sell-through maximization, and discusses the interplay of 'dao' and 'shu' in execution.
高级研究员 海游Is the Relationship Between Salespeople and Store Owners Worth Anything?
Stores are where products are sold, serving as the link between products and consumers, and are the most critical link in product distribution. Winning stores means winning the market, and seizing stores has become a key to marketing success. However, stores require good relationships (keqing), and with strong relationships, greater sales can be achieved. In past reports by New Distribution on distributors, especially during the three years of pandemic lockdowns, many distributors who invested in relationship-building saw positive results, avoiding losses and even growing against the trend. China is a society that values personal connections, so in terms of salesperson skills, they are divided into three categories: attitude skills, relationship skills, and business skills. Among these, relationship skills are considered the most important, accounting for 80% of the factors in closing deals.
高级研究员 海游The Agency Model of Making Money from Backend Fees Has Reached Its End
The author recently visited distributors in Southwest and South China to discuss their business situations. These influential distributors shared their feedback and feelings, which are recorded for discussion. Cases include a leisure food distributor in Southwest China with annual sales of 130 million yuan, who relies on backend rebates for profits and has exited the KA system, and a top distributor of a famous liquor brand in South China facing severe price inversion and high growth targets.
赵波From Zero to 100 Million in Six Years: The Growth Story of a Distributor Representing 80+ Brands Including Lee Kum Kee and Totole, with 5,000+ Stores
Despite the general downturn in distribution, some distributors still find growth opportunities by seizing market share. Bajie Trading, a seasoning distributor in Nanchang, Jiangxi, achieved over 100 million yuan in sales within six years of its founding in 2014, by focusing on fine management and adapting compensation models to different stages of growth.
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