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Poor Warehouse Management Leads to Annual Losses!
This is a real case of a milk powder distributor in Sichuan. The boss started from scratch in 2009, revenue exceeded 50 million in 2011, and he aimed for 100 million in 2013, but the company was deregistered in 2019 and the boss changed careers. The company's rise and fall over a decade offers a glimpse into the broader challenges. Early on, due to the well-known Sanlu melamine incident, domestic milk powder was overshadowed by imported brands. The distributor quickly rose by representing original imported milk powder from New Zealand and Australia, opening high-end supermarket systems like Ito Yokado and Renhe Spring in Sichuan.
天天From Doubendou's Growth Trajectory: How Distributors Should Choose Products
In the food and beverage industry, distributors often worry about the fleeting nature of many internet-famous brands, which may disappear after a short period of popularity due to inconsistent quality and unreliable supply. Therefore, distributors must learn to be selective, and the key is to establish a screening mechanism for information sources. Taking Doubendou as an example, this article explores the standards distributors should use when selecting products and whether the soy milk market is worth entering.
田静Distributors: Run a Controllable Business and Keep the Money in Your Own Pocket
Often, a company's sudden collapse is not due to accidents or major business mistakes, but rather the accumulation of small problems that are usually overlooked. If managing a business is like driving a car, do you, as the boss, truly have control over every aspect from the accelerator to the brakes? In the third episode of the 'Growth Amid the Epidemic' live stream series on May 17, New Distribution invited Mr. Pan Wenfu, who has years of experience in guiding distributors' internal management optimization, to discuss how to manage a company well. The core insight he shared was the importance of running a controllable business, which involves control over upstream brand relationships, internal sales staff, and downstream customer relationships.
郑一鸣Dealer Boss, Why Can't Your Team Win Battles?
The pandemic persists, and businesses are struggling with high inventory and cash flow issues. Yet some companies adapt quickly and grow despite the crisis. The key difference lies in organizational capability—the ability to turn ideas into action and results. This article explores what organizational capability is, how it grows, and how to improve your team's signal-to-noise ratio to win battles.
任文青AndySeven Major Trends in the Future Development of Distributors
The resurgence of COVID-19 outbreaks has put distributors, who were already struggling, under renewed pressure. However, this article is not about the business challenges under the pandemic. Outstanding and capable distributors have always emerged through rounds of market changes and harsh environments. Facing business fluctuations, operators should always be rational optimists: optimism is the business mindset, while rationality is the business science. By understanding industry trends and adhering to correct, professional, and optimistic business practices, as long as you stay on the right path and persist, for distributors, this is just a test on the road to distant success.
袁来Amid Recurring Pandemic, How Can Distributors Achieve Counter-Trend Growth Under Heavy Pressure?
The COVID-19 pandemic has entered its third year of recurrence, with outbreaks since mid-March affecting nearly 30 provinces, from Shenzhen and Guangzhou to Jilin and Shanghai, and now Beijing and Zhengzhou. In this normalized pandemic environment, distributors face severe challenges such as market disruptions, declining sales, and inventory backlogs. Without good experience sharing, many distributors struggle to find effective methods and strategies, leading to significant business losses.
周群Dealers at the Epicenter of the Pandemic: How to Adapt and Grow Against All Odds?
Amid the recurring pandemic, dealers face uncertainty and disorder. Many complain about sluggish markets, but one dealer, Gao Jingjing, general manager of Beijing Guoyingjian Trading Company, has achieved growth despite the challenges. Her company, established in 2002, partners with over 10 well-known domestic and international brands, covering more than 3,000 retail clients in Beijing.
郑一鸣Why Are Distributors Not Making Money?
Distributors' business efficiency is the core issue. When asked about their current business, most distributors say it's getting harder due to e-commerce and the pandemic, but the real problem lies in outdated business models and system structures. Only by changing the business structure and system elements can distributors achieve sustainable growth.
袁来How a Financial Elite Crossed into FMCG and Became a Leading Regional Dairy Distributor in Four Years
Even the strongest companies will struggle if they don't take action for the future. 2022 was tough, but no one expected it to be this tough. The recurring pandemic has lasted three years, impacting all industries to varying degrees. Facing this uncertain future, what should distributors do? There's no standard answer. For distributors, the core is to focus on the present, deeply cultivate regional markets, monitor competitors, and stay 'half a step' ahead. This 'half step' lead was mentioned by Mr. Liu Wanqing of Shenyang City Dairy Co., Ltd. during an interview.
周群Ten Suggestions for FMCG Manufacturers Amid the Lingering Pandemic
The recent COVID-19 outbreak in Shanghai has deeply affected the nation, with daily confirmed cases in the thousands and asymptomatic cases in the tens of thousands, prompting many regions to adopt full or partial lockdowns. Logistics disruptions, consumer restrictions, and declining purchasing power are impacting all industries. GDP growth in Q1 2022 is expected to remain below 5% due to the pandemic and geopolitical tensions, and this article offers ten practical suggestions for FMCG manufacturers to navigate these challenges.
高级研究员 海游Going Offline: The Urgent Task for Brand Owners is Dealer Sorting
In late 2013, Nongfu Spring's annual sales had just exceeded 10 billion yuan, but growth hit a bottleneck, prompting the company to reform its dealer network. As an assistant to the operations director, I developed five evaluation indicators for dealers—supply chain capability, financial strength, channel coverage, operational efficiency, and organizational strength—and successfully adjusted several dealers. This reform proved crucial for future growth. The article emphasizes that brand-dealer cooperation success depends on matching, and provides frameworks for evaluating dealers, including six key capability indicators and three critical points for adjustment.
高级研究员 海游Spring Plowing Has Arrived: How Distributors Can Choose Products to Seize the Wind and Make Big Money
As spring begins, distributors are adjusting their product portfolios. In today's market of overcapacity and stock competition, there is no shortage of products, but choosing products with strong sell-through is half the battle. Distributors focus on four key factors: brand strength, product strength, precise market timing, and consumer reach assurance. This article uses the new product logic of leading company Labixiaoxin to address these pain points.
张宇Cross-regional Selling: Why Does It Persist?
A market survey in Henan and Hebei reveals that cross-regional selling remains rampant, undermining price systems and dealer confidence. The article analyzes the causes from channel differentiation and logistics evolution perspectives, and proposes solutions including technology, pricing strategy, and management.
周群Opinion on Accelerating the Construction of a Unified National Market: A Boon for Distributors and the B2B Industry
On April 10, the Central Committee of the Communist Party of China and the State Council issued the "Opinions on Accelerating the Construction of a Unified National Market," proposing to build a unified national market from aspects such as basic institutional construction and market facility construction. The Opinions specify key tasks from six aspects, including the "five unifications" from the perspective of "establishment," such as unifying market basic institutional rules and promoting high-standard connectivity of market facilities.
赵波Haitian Distributors' 'Three Axes': Can They Still Cut Through Today's Market?
During the bonus period, business was easy; after it ends, business becomes hard. Twenty-five years ago, condiment distributors could make money by simply shipping goods for any brand. Five years later, a Haitian salesperson convinced a Hengshui distributor to take on the brand, promising regional dominance. Now, as the market shifts to a zero-sum game and pandemic disruptions persist, can Haitian distributors' traditional tactics—pull, push, and gamble—still work?
调料人都在关注的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What Is the Essence of Channels?
A channel partner worries about brand owners going direct or switching partners. The article argues that the essence of channels is low-cost, scalable reach to potential consumers, and advises channel partners to accurately assess their core competency and innovate by aggregating offline traffic into private traffic pools or grouping people in online public traffic based on common interests.
刘润Oat Milk Market Heats Up: Should Distributors Enter?
The plant-based milk track is getting increasingly crowded, especially with oat milk. Recently, global oat-based brand OATLY announced its Q4 and full-year 2021 financial results, showing full-year revenue of $643.2 million, up 52.6% year-over-year, with Asia revenue of $126.9 million, up 136.5%, indicating the strongest growth momentum. Meanwhile, in China, the oat milk and plant-based milk market has entered an acceleration phase, with forecasts suggesting the plant milk market will exceed 300 billion yuan by 2025.
田静Interview with Luoyang Rongcheng Yigou: What Has Digitalization Brought to Distributors?
“All business trends favor the leaders, and digitalization is no exception.” China's commercial circulation business has experienced several major dividends since the 1990s. The first was the product dividend, when goods were scarce and anything sold. The second was the channel dividend, as supply and marketing cooperatives gave way to private businesses. The third was the hypermarket dividend, with giants like Carrefour and Walmart showing the potential of single-store output. The fourth was the e-commerce dividend, which early adopters on Taobao and JD.com profited from. Now these are past, and the next 5-10 years will see digitalization become increasingly important, with distributors facing survival of the fittest. So how should distributors adapt? This article explores this through an interview with Luo Kai, general manager of Luoyang Rongcheng Yigou, a digitalization benchmark distributor in the PepsiCo 'Ru Hu Tian E' project.
周群Qingshan Capital: Dear Consumer Entrepreneurs, Please Face Reality
Products suddenly stop selling, capital retreats, and supply chains break. Qingshan Capital urges consumer entrepreneurs to abandon illusions, accept reality, and refocus on fundamentals, as short-term traffic and capital dividends are gone, but long-term consumption-driven growth, tech commercialization, and brand-building remain unchanged.
与创业者同行的E-cigarettes: Finally Settled
With the countdown to the ban on fruit-flavored e-cigarettes, the industry is in turmoil. The new regulations will ban all flavored e-cigarettes except tobacco flavor, reshape sales channels, and trigger a major industry shakeout, favoring large players with capital and technical strength.
郑一鸣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Coke Gets Angry Again: A 28-Year Siege
The production of carbonated drinks is simple: inject carbon dioxide under pressure into sugar water. Interestingly, Coca-Cola and Pepsi, the two giants of global carbonated drinks, are like a bottle of cola—they fizz over if anyone loosens their cap. According to media reports, at the start of 2022, the two cola giants issued a threat: "This year, we are determined to bring down Genki Forest." "By 2022, there will be no more Genki Forest sparkling water in the market." A downstream distributor of Coca-Cola told The FunTalk that they had heard the rumors, but so far, Coca-Cola has not taken any specific targeted actions.
最话团队As the Pandemic Rages, the Market Is Even Slower Than the Off-Season. What Should Distributors Do?
The pandemic is once again spreading across nearly 30 provinces. Compared to the sudden outbreak in early 2020, although there is still concern and inconvenience from lockdowns, past experience has made prevention and control more composed. This round is likely the final battle against the pandemic. The resurgence has impacted distributors' businesses, especially in logistics, personnel visits, and sales turnover. In this context, distributors should use this short period, which is even slower than the off-season, to make business plans—not just annual plans, but 3-5 year strategic plans to explore the direction and model of their trade.
袁来