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3725 articles · Page 31 of 156
Non-traditional distributors rise: representing Genki Forest, Yili, Arawana, and Fortune, reaching 70 million in 3 years
Distributors should not simply calculate profits when representing a brand, but consider what it can bring in the long term. Zhou Jing, a Beijing distributor, entered the FMCG distribution industry in 2021 by representing Genki Forest, and within just three years, his sales scale reached 70 million yuan.
任文青AndyWhy Is Your Distributor Team "Half-Dead" and How to Revitalize It?
Focusing on process metrics for distribution and sell-through, motivating distributor cooperation and employee enthusiasm is key to both treating symptoms and root causes.
高级研究员 海游Six Walnut Teams Up with National Distributors for 'Love Exam Transport' – Why Are Distributors Eager to Join?
Six Walnut's 'Love Exam Transport' initiative stands out for its deep connection and mutual empowerment with distributor partners, combining social responsibility with brand building. By mobilizing distributors nationwide, the campaign not only aids students but also enhances brand reputation and distributor business opportunities.
AmyWhy Are Post-80s and Post-90s Distributors Doing Better, Despite Being 'Doomed'?
The article argues that the notion of 'eliminating middlemen' is a false proposition, as distributors actually reduce transaction costs. It highlights how young distributors (post-80s and post-90s) are outperforming older generations by learning from successful models and leveraging information gaps, and introduces the New Distribution Distributor Club as a platform for sharing best practices.
周群Nine Questions Every FMCG Distributor Must Answer
Strong distributors make explicit choices about specialization, profit, governance, people, inventory, channels, manufacturer support, receivables, and portfolio economics.
New DistributionThe Post-90s Distributor Boss Who Dares to Share Profits
The previous generation of distributors believed that 'cheap' was important, while the younger generation believes that 'feeling cheap' is important. This article profiles three post-90s distributor bosses who have achieved remarkable growth through bold profit-sharing, continuous learning, and focused strategies.
袁来Dealers Trapped in Place!
The more outstanding peers you see, the easier it is to locate your coordinates, judge your current position, and know where you might go in the future. Over the past year, we visited many dealers, some extremely successful, but most are struggling, trapped in place—unsure of their position and next steps. The key to change is learning from peers, which provides a reference system to understand where you are and where to go.
任文青AndyThe New FMCG Channel Ecosystem Is Carving Up Your Business
The moment to change the channel ecosystem is coming. The rise of e-commerce has taken about 30% of traffic from traditional channels, and now the combination of premiumization and digitalization is reshaping the traditional channel ecosystem, with dealers needing to transform or be replaced by platforms.
刘春雄Dealer Business Strategy: Build Strong Fortresses, Fight Stubborn Battles
Dealers must shift from relying on external dividends to internal growth by re-conquering terminals, starting with grabbing floor displays and shelf space. The key is to increase efficiency first, then reduce costs, by adjusting sales incentive structures and focusing on multi-brand category management.
袁来Dealers Trapped in Place!
The more outstanding peers you see, the easier it is to locate your coordinates, judge your current position, and know where you might go next. Over the past year, many dealers have been visited, and while some are excellent, most are struggling—squeezed by upstream pressure, delayed payments downstream, and thin profits. The key to change is learning from peers, which provides a reference system to understand your position and direction.
任文青AndyFarewell, Second-Tier Distributors!
Second-tier distributors, once active in the market, are gradually disappearing, as reported by Jiuyejia360 during market visits to Henan, Zhejiang, and Shandong. In the new stage of the liquor industry, manufacturers are strengthening control over distribution prices and marketing methods, and are increasingly adopting channel flattening through self-built sales platforms or co-marketing with liquor merchants to optimize the industry chain. However, some major distributors believe that excessive channel flattening is counterproductive.
打造酒业第一媒体Distributors: The Harder It Gets, the More You Must Not Be Blind!
Recently, New Distribution spoke with a number of distributors about changes in their business, and many expressed a lack of confidence due to market shifts, channel reforms, and rising costs. This article summarizes successful cases of distributors who have achieved growth by focusing on internal organization and efficiency, as well as external transformation directions such as B2B, self-built terminals, and private labels.
周群「Dealer Membership Club」Officially Launched: Building a Business Evolution Community for Dealer Bosses!
Since April 2018, New Distribution has been visiting dealers across the country, both in person and online, covering various categories such as snacks, condiments, daily chemicals, beverages, frozen foods, beer, and dairy. The conversations have centered on business management, from how some dealers achieve sales of over 100 million yuan to how others maintain net profit margins of 8%-10%. The Dealer Membership Club is now officially launched to bring together dealer bosses with a strong willingness to learn and exchange ideas, creating a high-quality community for in-depth business discussions.
New DistributionBig Brands Become Chicken Ribs: Major Distributors and Major Manufacturers Face the Third Round of Structural Contradictions
Major distributors are abandoning major manufacturers, a surprising phenomenon that is increasingly common. Yuan Lai, a lead writer for New Distribution who has long tracked major distributors, has keenly observed this trend, quoting one major distributor: "There's volume but no profit, so why do it?" This marks the third round of structural contradictions between major manufacturers and major distributors since China's reform and opening up.
刘春雄Consolidating the Trade Foundation, Seeking New Breakthroughs in Retail Development
In a county in Xuzhou with a permanent population of only 700,000, a distributor represents nearly 20 first-tier brands such as Haitian, Niulanshan, Yili, Mars, Nice, Unilever, P&G, and Yunnan Baiyao. Adhering to offline development, he achieved a 40-fold sales increase in 6 years and opened 6 supermarkets of over 800 square meters in one year. How did he do it? What tools did he use? What changes did he make? Listen to Jia Yongshun, General Manager of Jintong Trading Food Co., Ltd., tell how to maintain high growth in the field of commercial circulation. From diversified operations to team building, Jintong Trading has gone through three development stages, from initial single-product single-operation to multi-brand multi-category divisional operation, and then to related diversified industrial operation.
贾永顺Best Practices for bC Integration in the FMCG Industry!
This article analyzes practical cases of bC integration in the FMCG industry, categorizing them into three types: leading brands that frequently change tech vendors, brands using dual-code association to launch premium new products, and brands like Eastroc Beverage implementing bC integration through a 1-yuan exchange 3.0 model. It also discusses common problems, conditions for successful implementation, and the necessary digital infrastructure, emphasizing the importance of a unified EBC system and a systematic approach.
张知智Major Distributors Are Giving Up on Top-Tier Brands: If There's Volume but No Profit, Why Should Distributors Keep Following You?
A major daily chemical distributor in Hunan recently gave up a top-tier brand despite it accounting for over 30% of his business, because it brought volume but no profit. This article explains why distributors abandon top brands and argues that brand owners must shift from management to empowerment, helping distributors improve their overall operational efficiency to increase profitability.
袁来How Should Daily Chemical Distributors Respond to the Changing Retail Market?
Over the past 20 years, China's retail landscape has undergone tremendous changes, shifting from functional to experiential consumption, from grocery stores to standard supermarkets and now to specialized stores, and from channel-centric to consumer-centric, with people, goods, and scenes being reconstructed. As a major FMCG category, daily chemicals have faced many changes, from multinational companies leading the market to the impact of online e-commerce, testing the resilience and flexibility of brands and distributors.
明聪Positional Warfare and Infiltration Warfare in the Era of Premiumization
First, a question: What is premiumization? Is Moutai premium? Most would say yes. But today we found a vivid case: Dayao Beverages' President Yun's case. Cola sells for 3 yuan, Dayao sells for 6-8 yuan. Is Dayao premium? Yes, Dayao is the premiumization of carbonated drinks. So premiumization is not a leap to Moutai in one step; it's a series of steps upward. From level one to level two is premiumization, and from level two to level three is also premiumization. In the FMCG world, there are two approaches to premiumization: positional warfare and infiltration warfare.
公方刚Value-Driven Long-Term Growth: How Blue Moon Creates a Win-Win Model
On April 18, Chnbrand, an authoritative Chinese brand rating agency, released the 2023 China Brand Power Index (C-BPI) rankings, with Blue Moon's laundry detergent and hand soap products ranking first for the 13th consecutive year (2011-2023). On April 20, at the 2023 China Consumer Goods Market Development Conference and the 31st China Market Commodity Sales Statistics Release Conference held in Beijing, Blue Moon's laundry detergent ranked first in market share for the 14th consecutive year (2009-2022), and its hand soap ranked first for the 11th consecutive year (2012-2022).
秦淮Golden Seed Fuhéxiāng Upgrades: China Resources Beer Takes the First Step into the New World of Baijiu
On April 20, Guyu, Anhui Golden Seed Distillery held the brand renewal launch for Golden Seed Fuhéxiāng in Hefei. This marked the most significant meeting since China Resources' investment in Golden Seed nearly a year ago, signaling China Resources Beer's pivotal move into the baijiu new world.
New DistributionFast Sell-Through, High Repurchase: Why Should Distributors Represent the Chinese Tea Brand Zhiben Qingrun?
In the trillion-yuan beverage market, tea drinks have achieved new breakthroughs. Data shows that in 2020, the largest segment of China's soft drink industry was packaged drinking water, holding a 37.64% market share, followed by ready-to-drink tea at 19.64%. The domestic tea beverage market is growing and is expected to reach 96.9 billion yuan by 2025. Despite downward pressure in 2022 due to the pandemic and raw material fluctuations, some brands performed well, such as China Resources C'estbon, which saw double-digit growth in revenue and net profit, with its Chinese tea brand Zhiben Qingrun also performing strongly in the market.
青山依旧The Essential Path to Channel Digitalization: bC Integration
At the parallel forum on 'bC Integration' during the 2023 (8th) China FMCG Innovation Conference on April 7, Liu Chunxiong, an expert in channel digitalization, advocate of new marketing, and dean of the Marketing Digitalization Research Institute, attended as a guest speaker. Liu, currently an associate professor at Zhengzhou University, has proposed a new marketing theory system through his works 'New Marketing', 'New Marketing 2.0: From Deep Distribution to Three-Dimensional Linkage', and 'New Marketing 3.0: bC Integrated Digital Transformation'. His theories such as 'All 4Ps are marketing', 'bC integrated operation', and 'three-dimensional linkage' have received widespread attention and recognition in the industry.
刘春雄Busy Signing at Baixiang's Booth at the Spring Sugar Fair: Why Are Distributors Choosing It?
With the growth of instant noodle market sales and the support of new consumer demands and diversified channels, brands are presented with new opportunities. The national brand Baixiang seized this opportunity by empowering distributors and consumers with youthful products, injecting new vitality into the promising Chinese instant noodle market. At the 108th China Sugar and Wine Fair, Baixiang's booth was crowded with distributors, and on-site signing was continuous.
青山依旧