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Zhongxin Food's Ye Zhongfu: The Secret to Heineken's 10-Fold Growth in Taizhou in 5 Years
In an era of unprecedented change, Ye Zhongfu, founder of Taizhou Zhongxin Food, demonstrates that focusing on existing advantages rather than盲目出击 can lead to remarkable growth. By adhering to a differentiated strategy and building strong partnerships, his company achieved over 10-fold growth for Heineken in Taizhou within five years.
陈思廷Why Supply-Chain Companies Are Entering the Spotlight
As media, channels, and consumer demand fragment, technically capable supply-chain companies are moving from invisible cost centers to strategic partners that shape products, distribution, and profitable growth.
New DistributionSecond Stop of the 'B2b Platform Dealer In-depth Study Tour' Successfully Held in Nanning · Yijia Star
From November 21 to 22, the second stop of the 'B2b Platform Dealer In-depth Study Tour' was successfully held in Nanning at Yijia Star. The event focused on topics such as the operational guide for local B2b platforms for snack food, daily chemical, and seasoning distributors, and an in-depth analysis of Guangxi Yijia Star's model for traditional trade transformation to B2b. Despite inconvenient transportation, over 60 dealer owners from across the country participated enthusiastically, engaging in deep discussions with the founder of Nanning Yijia Star, B2b platform coaches, and New Distribution teachers.
New DistributionThe Distribution Business Still Has Great Potential!
Recently, the author exchanged views with a major snack food distributor and heard a very interesting interpretation: distributor brothers, when facing the current intense market competition, need to think clearly about what exactly they are competing on. Is it products? Is it prices? Neither—it's survival capability. Distributors are currently under two main pressures: the decline of traditional terminal channels with business being carved up by new retail channels, and brand owners' growth pressures leading to continuous inventory pushing. Under these dual pressures, distributors are having a tough time! Many say distributors have no future. But the author believes...
张振宇Breaking Through the Spring Festival Battle: How Lay's Helps Distributors Succeed?
With less than two months to the end of 2024, how can distributors break through the fiercely competitive Spring Festival marketing? The author recently talked with some distributors, who said that a successful Spring Festival sprint requires collaboration between manufacturers and distributors, and Lay's does this well. This article will discuss from two dimensions: first, from the brand's perspective, using Lay's as an example to analyze how it helps distributors with Spring Festival sales; second, from the distributor's perspective, what actions are needed for successful Spring Festival marketing. At the end, the author summarizes some Spring Festival stocking strategies.
AsherIce Cream Distributors: Selling into November's Cold, Last Year's Stock Still Not Cleared!
Big brands do bring volume, but top-tier manufacturers' excessive focus on their own sales data makes it hard for distributors to profit. Stock-pushing is the core practice of a few leading companies; in 2023, it crushed many large clients, with market prices falling dozens of points below the factory-set purchase prices. Meanwhile, these companies are also starting direct-to-terminal layouts and livestream sales to C-end consumers, and by 2025, distributors could almost be described as 'delivery men.' These days, Lao Sun, who works in the ice cream and frozen food channel in Hunan, is a bit troubled...
不旧Daily Chemical Distributor's "Whole-Store Output": Price Down 20%, Gross Margin Up 10%, Sales Up 30%
Henan Shizhirui Trading, founded by Zhang Wenhai in 2015, operates a "whole-store output" model for daily chemical products, supplying nearly 150 brands and 4,000 SKUs to supermarkets. By optimizing product mix, display, and pricing, it reduces retail prices by 20%, increases gross margin by 10%, and boosts sales by 30%, achieving cash-on-delivery terms.
张文海Distributors' Basic Skills for Core Key Accounts: Three Transformations + Three Efficiencies
This year, while providing channel empowerment consulting for two category-leading companies, I gained many insights. Let's first discuss the creation of core key accounts. I define core key accounts based on three dimensions: category capacity, brand sales share, and channel attributes. For example, a brand's instant noodles define a key account as an urban supermarket, college, or core township store with monthly instant noodle sales of at least 50,000 yuan and a brand share of at least 15% of that capacity. Many people advocate that supermarket business is declining and foot traffic is decreasing, suggesting a shift in focus, but they are mistaken. Traditional brand distributors must continue to value supermarkets, which are my core key accounts. Next, let's discuss the essential skills for building core key accounts: Three Transformations + Three Efficiencies.
高级研究员 海游Connecting Industry, Facilitating Distribution: JD Supply Chain Finance Technology Supports Strong Growth of Consumer Enterprises
Most FMCG manufacturers find it extremely difficult to achieve growth this year, a harsh and concrete reality. Amid a complex and volatile economic environment, weak consumer confidence, sluggish demand, and intense competition pose unprecedented challenges. In response, the state has rolled out a series of policies to expand domestic demand and boost consumption. However, in an era of stock, how can industry partners seize these opportunities? Improving efficiency and reducing costs from the supply chain, and channeling financial liquidity, is a very good path. On November 21, the '2024 JD Supply Chain Finance Technology Consumer Industry Conference' was held in Guangzhou, where many consumer industry clients benefiting from supply chain finance shared their successful practices.
文石The FMCG Industry Has Fundamentally Changed
With just over a month left in 2024, this year's business is nearly over. If one word were to sum up this year's FMCG industry, it would be 'difficult.' Retail channel transformations have come one after another, with intense competition both online and offline, including supermarket overhauls and the aggressive expansion of snack stores. Brand owners have also struggled, with financial reports showing severe declines, having been held hostage by e-commerce in the past and now by new retail. Distributors face even greater challenges, squeezed by upstream and downstream players in the past, and now facing abandonment by them, with the trend of big fish eating small fish becoming increasingly evident.
周群Coca-Cola and Yili See Explosive Sales: 90% Organic Traffic, 0.02% Return Rate—Why Should Distributors Pay Attention to Dewu?
As offline business becomes increasingly difficult, distributors are exploring online opportunities. Dewu, a platform focused on young consumers, offers 90% free traffic, extremely low return rates (0.02% for food and beverages), and a semi-managed model that allows even beginners to start with a small team, making it an attractive option for FMCG distributors seeking growth.
桑榆仁B2b Transformation Wave Rises Again: Distributors Who Pass Through the Narrow Gate Will Walk a Broad Future
This year, distributor transformation to B2b has once again become the biggest trend in the FMCG industry. New Distribution has organized multiple regional B2b study tours, each drawing large crowds. While we feel the enthusiasm, determination, and action of distributors, we also find that most lack sufficient understanding of B2b and underestimate the difficulty and challenges ahead. Yet, stepping out of familiar circles to learn from pioneers nationwide is a good start. Distributor transformation to B2b is a narrow gate, but those who pass through it will find a broad future.
文石One-Stop Bulk Food Category Output Helps Supermarkets Achieve 30% Growth: How Did This Post-90s Distributor Do It?
In recent years, most distributors, especially leisure food distributors, have faced tough business conditions. With the rapid expansion of snack stores, competition has intensified, and price wars have become common. A small survey by New Distribution showed that supermarket business for standard leisure food products dropped 10%-20% year-on-year, while bulk leisure food sales fell about 30%. This article shares how Tao Xin, a post-90s distributor from Suzhou, tackled these challenges and achieved growth.
张雨薇Zong Fuli's Ongoing War
Recently, Hangzhou Wahaha Precision Machinery Co., Ltd., Hangzhou Wahaha Lewei Food Co., Ltd., and Hangzhou Wahaha Hongzhen Biotechnology Co., Ltd. underwent industrial and commercial changes, with Zong Qinghou stepping down as legal representative and chairman, replaced by Zong Fuli as director and Zhu Lidan as legal representative and manager, along with other personnel changes. Additionally, Zong Qinghou has recently resigned from positions in several Wahaha subsidiaries, including Chengdu Wahaha Changsheng Food Co., Ltd., Chengdu Wahaha Changsheng Beverage Co., Ltd., and Nanjing Wahaha Hongzhen Drinking Water Co., Ltd., among others.
路世明Low Prices Will Not Win Regional FMCG B2B
A regional B2B distributor builds its moat through assortment, warehouse and delivery efficiency, store insight, sales management, and cash flow—not an endless price war.
New DistributionZong Shifu AD Calcium Milk: Putting Zong Fuli and Wahaha's 70 Billion on the Hot Seat
Zong Fuli, China's richest woman, and Wahaha have become hot topics in the food industry. First, the 42-year-old Wahaha leader became China's richest woman with a net worth of 80.8 billion yuan. Then, some Wahaha distributors will sign 2025 contracts with Hongsheng Beverage Group instead of Wahaha, involving 14 markets, accelerating Zong Fuli's divestment from Wahaha. Yesterday, at Wahaha's annual sales meeting, Zong Fuli announced that 'Wahaha has successfully matched its performance scale from ten years ago in 2024,' which means Wahaha has returned to a sales scale of 70 billion yuan.
小满The Trapped Distributor
Distributor bosses have never been more pessimistic than they are today. Since 2024, every distributor I've met, regardless of size, has asked: 'Business is really tough—do distributors still have a way out?' Some distributors really can't continue. For example, an extreme case I saw: monthly sales of only 600,000 yuan, but the manufacturer forced over 10 million yuan in inventory. The distributor boss mortgaged his house and borrowed money to barely survive. The manufacturer's people are also trying various ways to prevent his collapse. It's like an ICU patient who is terminally ill but kept alive with various tubes.
任文青AndyMerging Three Distributors in Five Years, Doubling Business: How Did He Master 'Distributor M&A'?
Distributors face increasing pressure. According to the '2023-2024 China FMCG Distributor Operating Conditions Survey Report' released by New Distribution in August, about 50% of distributors experienced declining revenue and profits in the first half of this year. In the snack food sector, only 31.4% saw revenue growth and 8.6% saw profit growth. In this environment, one distributor, Yi Dianlong, has found a path through mergers and acquisitions, growing his business from 20 million to 80 million yuan in five years.
葛畅Sales Surge! Genki Forest Distributors Say: Multiple Products Exceed Expectations!
A Shandong beverage distributor told New Distribution that this is the best year in three to four years of working with Genki Forest, with terminal sales orders up 68% year-on-year in May-July. The growth is driven by strong product performance, especially the unexpected success of Ice Tea and Zizai Shui, which even faced supply shortages in the first half of the year.
任文青AndyDistributors: How Can There Be Business Growth Without Perfect Execution?
Recently, while visiting the market with a company's marketing team, I observed some common phenomena. After in-depth discussions, it became clear that these issues stem from incomplete small closed loops in marketing. For a company's model to operate smoothly and achieve sales and profit growth, every node must form a closed loop. This article illustrates this with examples from market visits, such as the closed loop for blank outlets, the closed loop for sales velocity, and the closed loop for expense implementation.
高级研究员 海游Zhu Gu Trading Wang Xiaohong: The Growth Path from Sales Champion to Major Distributor
Wang Xiaohong, founder of Kunming Zhugu Trading, has grown her company by over 30% annually for years, becoming a leading distributor in the region. Her journey from a sales champion to a major distributor highlights the importance of team, organizational transformation, and a philosophy of 'seeking small satisfaction'.
陈思廷New Opportunities for FMCG Distributors in the Next 3-5 Years: 'Headquarters Thinking' Empowers Terminals, Doubling Sales
In the FMCG industry, 'involution' has become an undeniable phenomenon. Traditional thinking often limits us to our own perspective, focusing on improving our own competitiveness while ignoring the real needs of customers. However, if we can step out of ourselves and think from the customer's perspective, we may find a new way to break through. Zhao Qiuhua's story is a model of this mindset shift, as he not only saved his traditional food factory from crisis but also founded a new service company to help many distributors solve their business problems.
冯瑶The Historical Mission of Distributors Has Changed!
In 2024, distributors are facing increasingly difficult business conditions. Some distributor owners say, "Goods are stocked at retail terminals but simply don't sell; after more than a decade, I don't know whether to continue." Even top regional distributors note that while sales are increasing, profits are declining sharply. From B2b to various e-commerce platforms, from community group buying to hard discount stores, distributors are the most affected group in every industry shift. Phrases like "de-distributorization, no middlemen to earn the difference" and "90% of distributors will die in the future" are common. However, is this really the case? After visiting a group of distributors recently, despite the prevailing pessimism, they showed positive and rapid development. The key insight is that the historical mission of distributors has changed!
任文青AndyThree Moves for Distributors Transforming into Regional B2b: Assortment, Platform, and Sales
The author has been visiting distributors to help them implement B2b transformation, noting that while distributors generally recognize B2b as a viable path, most lack clarity on the specific methods. This article outlines the three key moves: organizing products, building a platform, and managing sales.
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