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The Overlooked "Visit Rate" by Distributors
An industry expert once said that in the FMCG industry, everyone talks about "distribution rate," but the premise of distribution rate is "visit rate." Visit rate is the cause, and distribution rate is the effect. Discussing distribution rate without considering visit rate is putting the cart before the horse. This key metric is often forgotten, a common mistake in marketing. Many distributors I know overlook this crucial indicator. Today, we discuss how to achieve sales growth through a scientific visit rate.
李锋Can Industries That Missed Deep Distribution Board the Group Buying Supply Chain Revolution?
This article discusses how industries that missed the deep distribution revolution, particularly fresh produce and other non-standard products, can now leverage community group buying platforms to undergo a supply chain revolution. It argues that while standard products have achieved channel revolution through deep distribution, non-standard products require a different approach, starting from the consumer end and tracing back to the source, with group buying platforms playing a pivotal role.
刘春雄How to Upgrade the Digital Capabilities of the Deep Distribution System?
Most companies' deep distribution systems face low visit rates, low per-capita output, high costs, management difficulties, aging teams, and serious talent attrition. Upgrading through digitalization can improve efficiency, reduce costs, standardize operations, leverage big data, automate transactions, expand contact surfaces, and extend transaction depth, but must address organizational rigidity, interest entrenchment, and lack of planning.
赵波Redo the Terminals All Over Again
For distributors, terminals are crucial as they convert products into consumer goods. Is it necessary to redo this link in market operations? Yes! This article argues that despite declining offline sales, distributors can still find growth by redoing terminals, focusing on grabbing existing market share, and becoming large-scale distributors.
袁来Practical Guide: How Can Brand Owners Achieve Store Self-Ordering and Display Maintenance?
In recent years, due to rising labor costs and the spread of internet technology, many brand owners have attempted to enable terminal stores to place orders and maintain displays autonomously. Except for a few industry leaders leveraging their channel coverage, product mix, brand power, and digital capabilities, most brand owners have not achieved satisfactory results. The core issue is not technology or operational skills but the store owners' willingness to use the app. This article explores how mid-sized enterprises can address the willingness problem through selection, incentives, verification, and process design.
高级研究员 海游Genki Forest's 'Cooler Defense War' That It Cannot Afford to Lose
In 2020, Genki Forest's management held an internal discussion on how giants could destroy the company, foreshadowing intense competition. Over the following two years, Nongfu Spring and Coca-Cola led a crackdown, and in 2022, Genki Forest shifted from an internet-plus beverage company to a traditional food and beverage enterprise, aggressively deploying coolers and offline marketing while facing slowed revenue growth.
袁喜乐Reasonable Channel Policies Are the Cornerstone of Deep Distribution
The article discusses the importance of designing reasonable channel policies for deep distribution, emphasizing that overly detailed policies can be counterproductive. It provides principles for policy formulation, the need for effective communication and execution, and the importance of collecting feedback from the field.
高级研究员 海游Most Companies' Digitalization Efforts Are Just to Alleviate Anxiety!
A leading FMCG company with hundreds of thousands of retail outlets cannot even pull a list of terminals with monthly sell-through of 5 cases, highlighting a common reality: despite much talk about digitalization, most companies struggle to obtain basic data. This article argues that the real obstacles are status quo bias and collective inertia, and that many digitalization initiatives are merely superficial actions to ease anxiety rather than address the hard strategic and organizational challenges.
任文青AndyAfter Deep Distribution, What Will Be the Next Major Innovation in Chinese Marketing?
This article examines the achievements and current confusion in Chinese marketing, arguing that while channel innovation like deep distribution has driven past success, the next major breakthrough will center on customers—specifically, building direct, seamless connections with them through brand and channel innovation.
陈思廷All Distributors Should Rebuild Their Terminal Operations Through Salary and Assessment Adjustments!
This article argues that a distributor's frontline salesperson compensation structure is the best indicator of their management capability and future prospects. It categorizes three common salary structures and explains how they reflect different business philosophies, ultimately advocating for a market-oriented approach that rewards market-building actions.
袁来The Evolution and Revolution of Deep Distribution in FMCG - FMCG Industry Seminar
Deep distribution has been the most successful distribution model for FMCG in the Chinese market over the past two decades. However, traditional deep distribution, characterized by a 'human wave' strategy, is facing challenges in cost, efficiency, and management. This seminar will explore the evolution and revolution of deep distribution in the FMCG industry.
New Distribution"Arbitrageurs" Stumble in Shanghai's Clearance Market
In a warehouse on Shanghai's Jialing Road, a box of Genki Forest milk tea has been sitting for over a month at 20 yuan, a fifth of its original 109 yuan price, yet few are buying. Zhang Wei, who entered the "clearance market" four months ago, is one of many newcomers facing unsold stock and logistical hurdles, while veterans warn that the industry is evolving beyond just low prices.
周月明Frequent Occurrence of Large-Age Inventory: How to Resolve This "Brand Red Flag"?
With the recurring pandemic, the issue of large-age inventory has become one of the more prominent problems for manufacturers and distributors. How to effectively avoid the generation of large-age inventory and minimize losses across the supply chain? Based on past experience, the author offers suggestions and digital application cases to inspire manufacturers and distributors. At its core, large-age inventory arises when the quantity of goods purchased exceeds the speed of sales, leading to slow-moving stock—a dynamic process. Causes include inaccurate distribution, overstocking, channel disruptions due to unexpected events, and poor customer inventory management. Solutions require both preventive measures and post-event handling.
邢仁宝Analysis: Why Are There Fewer and Fewer Post-90s Salespeople in FMCG?
FMCG companies are recruiting every day but still face shortages, with a common phenomenon of grassroots staff job-hopping among themselves, yet fewer post-90s are joining FMCG teams. Many post-90s, even those with bachelor's degrees or above, prefer delivering packages, food delivery, or ride-hailing over joining the FMCG workforce. This article explores the reasons and remedies for attracting post-90s to the industry.
高级研究员 海游Returning Offline: What Is the Channel Lever?
The marketing lever has evolved from wholesalers to retail stores to platform traffic, and now, in the bC integration era, the lever is the 'single-store community.' This article explains why the smallest channel unit is crucial for effective marketing and how to replicate it for success.
刘春雄From Frontline Salesman to Founder of a Trading Company: How Did He Achieve Over 100 Million in Sales in Just Seven Years?
“Business is tough, hard to do,” this is the current situation of some distributors seen during market research in Henan and Hebei provinces in the past two weeks. Indeed, the industry has changed significantly in recent years, with new business formats, models, and products emerging one after another. “Online intrusion, offline involution” has led to shrinking business year after year. Undeniably, the difficulty in doing business is partly due to market changes, but more so because the right direction has not been found in the face of change. We have seen some distributors actively trying to explore transformation in such an environment, and they have achieved good results...
周群Why Are New Consumer Brands Struggling to Enter Traditional KA Channels?
In recent years, many new brands have emerged in the FMCG market, including innovative brands that created new subcategories and internet-famous products favored by young consumers. However, these brands primarily operate through online channels like Taobao, JD.com, and Douyin e-commerce, making them hard to find in physical retail stores. This situation poses two challenges for brick-and-mortar retailers: difficulty in enhancing category differentiation and segmentation offline, and aging product portfolios that fail to attract younger shoppers.
张思遥Returning Offline: The New Street Battle
From the human-wave tactics of traditional deep distribution to the traffic tactics of e-commerce, and now back to offline—this is a process of negation of negation, spiraling upward. The boundary between online and offline is roughly clear: large items, high-value-added products, and long-tail products are online battlegrounds, while FMCG, high-experience products, and instant-consumption goods are offline's stronghold. The future split is roughly 70% offline, 30% online. This is the opening article of the 'Returning Offline' series.
方刚Returning to Offline: Channel Coverage Model Layout Strategy for FMCG Enterprises
Returning to offline and the fundamentals are highly popular terms in the FMCG industry this year. Previously, 2C e-commerce optimized the supply chain from brand to consumer; later, B2B optimized it from brand to terminal outlets; and in the past two years, community group buying optimized it from distributor to consumer. Within the entire F2B2b2C supply chain, driven by capital and internet tools, these innovations captured nearly 30% of market sales, prompting a renewed focus on the 70% offline operations.
高级研究员 海游Selection and Tiered Management of Key Accounts (KA)
This article discusses the selection and tiered management of key accounts (KA) in the FMCG industry, emphasizing the importance of channel definition and resource allocation. It provides a practical guide through a case study, covering criteria for selecting KA clients and methods for classifying them by geography and cooperation level.
曹扬How Can Brand Owners Efficiently Connect with Retail Outlets? Two Key Tools Are Indispensable
In the FMCG industry, sales representatives are the crucial, often sole, link between brand owners and retail outlets, but this single-line connection carries risks such as information loss and limited interaction time. To address this, brand owners can leverage enterprise WeChat and B2b platforms to directly engage store owners, enabling efficient communication, personalized promotions, and seamless ordering, thereby building a robust customer operations system.
助力客户成功的From Internet Sensation to Lasting Brand: A Roadmap for New Consumer Brand Value Breakthrough
In 2022, new consumer brands will face a major reshuffle. With platform dividends fading, customer acquisition costs rising, and the capital market cooling, new brands that have used traffic to create hit products and complete the 0-to-1 stage will face a crucial challenge: how to break through the GMV-oriented growth model, enhance core value, and truly embark on brand building. As a non-typical brand professional with an economics background, systematic international MBA training, and entrepreneurial experience, I have been thinking since last year about constructing a practical brand system for emerging brands.
EvaSwire Coca-Cola: How to Directly Connect 2 Million+ Outlets and 'Precisely Reach' 700 Million Consumers?
Distributing to retail outlets through distributors is the common model in the FMCG industry, but there are exceptions. Coca-Cola, for example, partners with bottlers for deep distribution to outlets. In China, Swire Coca-Cola is one such partner. As Coca-Cola's 5th largest bottling partner globally, Swire Coca-Cola China has over 10,000 salespeople maintaining 2 million+ offline outlets and serving over 700 million consumers. When you casually buy a bottle of Coca-Cola or its other beverages at a small store, have you ever wondered how it reaches your hands?
任文青AndybC Integration: Reshaping the Logic of Channel Profit Distribution
Both paths of digitalization lead to bC integration. One path is the B2C route: C2C (Taobao) → B2C (Tmall) → F2C (Private Domain 1.0) → F+b2C (Private Domain 2.0) → F2B2b+b2C (Private Domain 3.0). The other is the B2B route: F2B → F2B2b (deep distribution digitalization) → B2b2C (community group buying) → F2B2b+b2C. The key node is b2C, which means solving the connection between stores and users. bC integration is not about removing intermediaries but strengthening them, emphasizing the retail end's value in traffic generation. The core challenge is reshaping the channel profit distribution system from transaction-based to traffic-based, involving manufacturers, distributors, retailers, and users.
刘春雄