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Yili's Move into Foodservice Channels: A New Opportunity for Distributors, Not Just 'Selling an Extra Bottle of Milk'
In recent years, distributors of alcoholic beverages and food have faced mounting pressure: slowing baijiu sales, plateauing traditional beverage growth, and channel adjustments by major brands. The era of relying on a few blockbuster products to make money is ending. Distributors now find themselves trapped with inventory but no sell-through, channels but no profit, and teams but no growth direction. What they truly lack are products that can generate stable profits, brands that support long-term operations, and new business models that protect channel margins while sustaining their teams. Meanwhile, China's foodservice market is undergoing transformation, with consumers redefining 'table beverages' to prioritize health, taste, and quality. Yili has established a dedicated foodservice business unit, recruiting distributors nationwide, and building a specialized product system and operational model around four core scenarios: breakfast, restaurant front-of-house, delivery, and banquets.
伊利餐饮No Inventory Pressure, No Agency Fees! How a Distributor Captured 100,000+ Local Private Domain Users and Mastered Local Business
In the face of declining foot traffic and shrinking margins, a Tangshan-based distributor, Chang Tianxiao, built a successful S2b2C model with a team of fewer than 10 people, covering 800+ high-quality local outlets and 100,000+ private domain users. By giving away traffic to clients, sharing profits with employees, and charging higher prices than competitors, he found a sustainable path beyond scale.
张雨薇Traditional Distributors' Sales Cliff-Like Decline: 80% of the Blame Lies with Manufacturers
At a major FMCG manufacturer's performance review meeting for distributors from January to April, over 40% of distributors saw year-on-year sales declines, with the figure exceeding 50% for traditional channel distributors. The primary causes include overstocking, shifting business focus, and competitive pressure, but the root cause often lies with manufacturers who must proactively reform.
金名Interview with Zhou Zhen of Zhoupu Data: Distributors Don't Lack Data, They Lack the Ability to Turn Data into Action
In the past year, AI has become an unavoidable topic in the FMCG industry, especially after the rise of large models like DeepSeek. Distributors are interested in AI not because of tech trends but due to operational anxiety. The real value of AI is not to create a chatbot but to help distributors reconnect data, metrics, roles, and operational actions, turning what once relied on owner experience into replicable organizational capabilities.
周群The Second Half for Distributors: 'Don't Blindly Chase Trends, Rebuild Your Business from Scratch'
Recently, I met with several distributors. One beverage and catering distributor said instant retail has severely impacted his business, while a daily chemical distributor noted that promotions no longer work and a good product portfolio is what matters. A Chengdu distributor of snacks and instant drinks emphasized the need to re-examine basic operations like finance, procurement, and warehousing to improve efficiency. The key takeaway: distributors should focus on rebuilding their core business rather than chasing new trends.
周群Ten Years of Aerospace Cooperation: Why Should Distributors Bet on Master Kong for the Long Term?
Distributors often say that big brands are tiring and less profitable, but the real criteria for long-term commitment are stable sell-through, solid expense support, and sustained brand investment. On May 15, Master Kong opened its 'Tianxuan Good Noodle House' at the Shenzhen Science and Technology Museum, offering a window into how a major brand connects brand equity, product strength, and terminal confidence through continuous investment.
冯瑶Brand Owners and Distributors: Stop Obsessing Over Coverage
In a recent discussion with an FMCG company about channel transformation, a very practical question was raised: how to continue increasing coverage in first- and second-tier cities? This question sounds familiar. For many years, FMCG companies have talked about channels in terms of coverage: covering more blocks, covering more outlets, and as long as you occupy enough shelf space, growth will naturally follow. But in that discussion, we formed a sharper judgment: the word 'coverage' may already be a product of the previous era. The current situation is likely that the more you think about 'coverage', the harder it is to truly 'cover'.
任文青AI in FMCG Starts on the Front Line
AI creates real value in FMCG only when it enters sales, stores, inventory, spending, channel management, and day-to-day operating decisions.
New DistributionHow Distributors Can Use AI to Manage Business, Read the Market, and Lead Teams
Many distributors have been experimenting with AI, initially using it for writing copy. However, the real value of AI for distributors lies not in content generation but in helping owners identify business problems earlier and decide what to manage first. By exposing hidden wastes in resources, manpower, inventory, and opportunities, AI can transform from a content tool into a business management tool that improves revenue, profit, and efficiency.
赵波From Leading Standard-Setting to Medicine-Food Homology: Baixiang Gives Distributors Real Confidence for Long-Term Business
Distributors face the challenge of homogeneous products, but Baixiang's release of the 'Old Hen Chicken Soup' group standard provides a quality benchmark and a basis for trust. Baixiang's commitment to genuine ingredients and long-term innovation, including the new Medicine-Food Homology series, offers distributors a reliable path to sustainable growth.
冯瑶FMCG AI: A Severely Underrated Sector
The FMCG industry is often perceived as traditional, low-tech, and digitally lagging, but this impression is only partially correct. While many distribution channels remain analog, giants like P&G and Coca-Cola have invested billions in digitalization, and the sector's complex decision chains and high trial-and-error costs present a massive, underappreciated opportunity for AI.
戚特Blindly Visiting Stores Won't Work for Frontline Sales!
Recently, while preparing for the AI Application Forum at the CFC conference at the end of the month, I've been engaging in intensive discussions with brand owners about AI applications. The feedback I've received can be roughly divided into three stages. The initial stage involves administrative tasks like meeting minutes, customer service replies, contract review, and bid document generation. The intermediate stage includes applications like internal knowledge bases, image recognition for store inspections, consumer demand insights, and sales report analysis, where some small business scenarios start to be addressed. From my interactions, most companies are still in these first two stages.
袁来Shisheng's “Live Soy Sauce” and the Search for a New Premium Standard
After zero-additive and organic claims became crowded, Shisheng used long fermentation, membrane filtration, measured enzyme activity, and export credentials to propose a differentiated premium soy sauce category.
New DistributionDon't Rush into AI: Dealers Should First Get These Three Steps Right
In the past two years, AI has become an unavoidable topic across industries, but for FMCG dealers, the real question isn't whether to adopt AI, but whether it can solve their most pressing operational problems. Before jumping in, dealers should assess their digital maturity, focus on core issues like inventory, cash flow, and people, and run a 30-day pilot to validate value.
WendyManufacturers Seeking Growth Cannot Do Without Distributors!
A beer distributor worries about being bypassed as manufacturers experiment with direct supply to chains. However, distributors will not disappear; manufacturers need competitive distributors to win market share, and those who adapt will thrive.
金名“Switching Warehouses Saves 1.8 Million; Changing Rules Grows Business by 20%” – Distributors' Business Worth Rebuilding
A distributor in Chengdu saved nearly 1.8 million yuan annually by switching warehouses, while another in Guizhou grew business by 20% after changing sales rules. These cases show that distributors can find growth by optimizing internal constants like costs and business rules, rather than chasing external variables.
周群Refusing Price Wars and Abandoning Blind Stockpiling: A Practical Guide to Boosting Growth in the 2026 FMCG Beverage Peak Season
As the May Day holiday kicks off, the FMCG beverage industry officially enters the summer campaign that determines the year's success. This year's market environment is more complex, channels are more competitive, and consumers are more rational. How should this battle be fought? Where are the opportunities? How can growth be achieved? I'd like to share some thoughts to spark discussion. Competition has fully escalated, and the peak season cannot afford any mistakes. This summer's campaign will see a more comprehensive escalation compared to last year, which is both an industry consensus and a realistic pressure. On one hand, offline traditional channels continue to see weak sell-through, with terminals more cautious in stocking and slower movement due to economic conditions and low consumer confidence...
邢仁宝Luckin Coffee Launches Bottled Coffee, Offering a New Affordable Alternative to Starbucks
Luckin Coffee's first batch of bottled ready-to-drink coffee is set to launch at the end of April, featuring three store bestsellers—Classic American, Yuzu C American, and Coconut Latte—priced at 6-7 yuan, distributed across convenience stores, regional supermarkets, and vending machines. The company has completed provincial agency recruitment, with campus agents at universities like Wuhan University starting market entry, marking a strategic move to extend its brand into the RTD segment.
RBF团队Stockpiling Isn't the Sin—Stockpiling the Wrong Products Is!
Many distributors, after reviewing their inventory, found that nearly half of their profits come from less than 10% of their products, while many seemingly well-selling items aren't actually profitable. This article explains how to use the four-quadrant analysis to avoid inventory pile-ups and losses by making smarter purchasing decisions at the source.
杨博帆The Dealer's Business Must Change
Recent visits to wholesale markets across multiple regions have reinforced the perception that the distribution business is becoming structurally harder. Traditional channels are declining, while new retail formats are squeezing dealers' margins and bypassing them, forcing a transformation.
张振宇To Win in Vietnam's FMCG Market, You Must First Understand Its Distributor System
Vietnam's FMCG market is dominated by traditional trade (70-75% share), with a fragmented and relationship-driven distribution network. Chinese brands often fail due to a lack of understanding of this complex system, which includes national oligopolies, regional distributors, Chinese merchant networks, and specialized channel players.
戚特Surge 45.11%! Zhongju Hi-Tech's Q1 2026 Profit Reaches New High
On the evening of April 17, Chubang's parent company Zhongju Hi-Tech (600872.SH) disclosed its 2025 annual report and 2026 first-quarter report. In 2025, the company achieved operating revenue of 4.200 billion yuan and net profit attributable to shareholders of 537 million yuan. In Q1 2026, operating revenue reached 1.320 billion yuan, up 19.88% year-on-year, and net profit attributable to shareholders was 263 million yuan, up 45.11% year-on-year, setting a new single-quarter record. This record-breaking profit growth clearly confirms that after a deep adjustment in 2025, Zhongju Hi-Tech has officially emerged from its repair phase and is steadily entering a new growth cycle.
杨玉琳Frequently Changing Distributors and Sales Teams: Manufacturers Destroying Their Own Markets
There are many reasons for healthy market growth, each with its own characteristics, but the two most common reasons for hindered market growth are frequent changes of distributors and frequent changes of the manufacturer's sales team. The usual practice of incompetent managers is only one: warning, closing accounts, splitting markets when performance targets are not met, and simultaneously eliminating salespeople. The result is only one: the more frequently the two organizations change, the weaker the market becomes, until no distributors can be recruited and the market is blank. Today we discuss how to stabilize these two organizations and build the cornerstone of healthy market development. The manufacturer's sales team...
高级研究员 海游Distributors, Don't Be Kidnapped by 'Transformation Anxiety'!
During the CFC conference in March, I spoke with several distributor friends, and the most common topic wasn't a specific channel or product, but a shared emotion: anxiety. Many distributors are troubled not by a lack of direction, but by too many directions, leading to hasty imitation and investment that disrupts their core business.
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