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3708 articles · Page 46 of 155
Analysis and Strategic Guidance for FMCG Distributors' Business Development
In recent years, many distributors have been trying various transformations, and people often ask the author how distributors should develop in the future. The hidden question behind this is the strategic path selection and anxiety about future development. The author believes that the development of distributors cannot be considered from a single dimension; distributors in different industries, regions, scales, and business environments have different growth paths. This article sorts out the development directions for distributors based on category and capability.
赵波Fang Gang: Digitalization is Half 2B, Half 2C
Click 'Read Original' for details. New media has killed the marketing department, and digitalization has killed the sales department. The market department focuses on C, while the sales department focuses on B. This article continues the discussion on B and C along the path of marketing digitalization.
方刚From Forced Online Exploration to Proactive Embrace: The Comeback Story of a Post-80s Distributor!
In the past two years, everyone has felt the rapid changes in the industry. Traditional distribution models alone are no longer sufficient for distributors to thrive. A post-80s distributor, Ms. Ye Chunling, initially resisted online platforms but was forced to explore them as customers churned. After joining JD New通路's Joint Warehouse, her client base grew from over 1,000 to nearly 3,000 in less than five months, with sales up 30%.
周群How Has Business Changed for FMCG Distributors 'Forced' into Digitalization?
In recent years, digitalization has become one of the most frequently mentioned topics in the FMCG industry. Previously, only brand owners emphasized digital transformation, focusing on channel and transaction digitalization. Now, under new market conditions, traditional distribution methods are losing their edge, making digital transformation a topic distributors are 'forced' to confront. Why 'forced'? In the past, industry changes were slow, and many distributors used the same distribution model for over a decade with success. Now, influenced by the internet, the industry undergoes varying degrees of change each year, such as O2O, community group buying, and livestream e-commerce, which have seen explosive growth in just a few years.
周群Achievements of Frontline FMCG Professionals: Footwork X Eloquence X Brainpower
The achievements of FMCG professionals are the product of footwork, eloquence, and brainpower, not their sum. Continuous development requires all three, with brainpower being crucial for systematic thinking and long-term growth.
阿湖Pet Industry's Comfortable Profits Are Over: Domestic Pet Food Leader BRIDGE Offers an Upgrade 'Blueprint'
In conversations, Liu Yi, CEO of BRIDGE, emphasizes that terms like 'define' and 'transform' are inaccurate, especially from the consumer perspective, as they impose subjective thinking. He advocates for feeling and experiencing rather than relying solely on limited traditional data methods or pie charts. This dialogue revolves around the digital upgrade of domestic pet brands, where Liu Yi's cautious language stems from his hands-on experience in driving digital transformation across the company.
叶心冉Pinduoduo's Advantages, Brand Owners' Choices, and Distributors' Survival
Pinduoduo leverages brand and distributor resources to achieve extreme price differences, impacting community group buying. Brand owners should guide rather than block this channel shift, while distributors face both risks and opportunities.
陈维龙Rethinking Channels
We define a channel as any place where consumers can buy products. In the past, sales channels were about the entire distribution chain from wholesale to retail, with fixed locations and a single distribution model. Today, the internet has transformed the logic of transactions, making channels multidimensional and complex, requiring companies to rethink their approach to cognition, transactions, relationships, and delivery.
赵波Post-80s Distributor Seizes Online Opportunity, Sales Grow Over 20-Fold in a Year and a Half!
During a market research trip in Jiangsu, the author encountered the term "new distributor." Unlike traditional distributors who stick to old ways, new distributors embrace digital trends and online platforms. One such distributor, Dai Mingxin, a post-80s entrepreneur in Nanjing, partnered with JD New通路 Joint Warehouse, growing his monthly sales from over 100,000 yuan to over 3 million yuan in just over a year, a 20-fold increase.
周群Heavyweight | Zhongshang Group - The 'Hidden Champion' in China's FMCG Sector, Exporting 6 Billion RMB GMV Annually
Zhongshang Group, a name unfamiliar to many in the FMCG industry, is a hidden champion with impressive credentials: it is the largest brand operation agent for shampoo brand 'Ryo', covering 50% of its offline sales, and manages over 10,000 SKUs across 500+ retail channels, generating over 6 billion RMB GMV annually. The company has recently formed strategic partnerships with Japan's ARATA and China's Yunji, signaling its expansion into consumer brands.
袁来How Can Distributors Survive the Impact of Channel Diversification?
In recent years, the internet has been transforming traditional brick-and-mortar retail, and distributors, as the key suppliers, are being bypassed. With diversified retail channels and integrated online-offline models, distributors are increasingly confused. This article explores the challenges they face and the opportunities for transformation, including partnering with platforms like JD New通路 for joint warehousing and distribution.
周群Rebuilding Manufacturer-Dealer Relations and Strategic Innovation: Six Walnut Poised for a New Surge Amid Dual Trends
An article noted that yesterday marked the 300th day of 2020, a year disrupted by the pandemic, which dealt a heavy blow to the FMCG market, wiping out the Spring Festival peak season and leaving many categories dormant for months. Facing the common challenge of recovering lost sales, manufacturers and distributors alike have had to navigate a trust crisis. However, six walnut's distributor network has emerged stronger, thanks to the company's adherence to its 'Five Co-construction' principles, strategic organizational and product innovations, and the tailwinds of the plant-based trend and industry consolidation, positioning the brand for a new wave of growth.
陈峰Two Bottlenecks Distributors Must Break Through
Compared to manufacturers, distributors are facing even greater difficulties overall. In fact, the overall difficulties of manufacturers stem from those of distributors. Many manufacturers have added e-commerce platform sales alongside traditional channel sales, launching both 2B (deep distribution) and 2C (platform e-commerce) strategies. However, distributors believe they are naturally 2B, and the difficulties of 2B are hard to overcome due to the struggles of traditional terminals. Recently, I have been in contact with some distributors who, besides feeling the difficulty of breaking through sales volumes, most importantly do not know where hope lies or where the breakthrough point is. Based on my judgment, although individual differences among distributors are large, there are two bottlenecks that have not been widely recognized: first, how to extend 2B business to BC integration; second, changes in the distributor organizational system.
刘春雄Distributors: Promotion Is Not Price Reduction, It's Getting Big Results with Small Investments!
In the past, brand owners held the market initiative, deciding what to produce and what distributors bought. Now, the initiative is shifting as distributors gain more product choices. To secure greater market power and influence, distributors must abandon their dependence on manufacturers, shift from passive to active marketing, and implement effective market promotion policies. Many distributors, however, fall into traps when designing these policies.
李锋New Products Aren't Hard to Sell—It's the Selling Approach That's Wrong!
Starting from the demand itself, every demand is backed by spending. In the future, distributor costs will rise: logistics, warehousing, sales staff compensation, and terminal profit requirements. Without high-price positioning, profit margins will be insufficient. Market capacity is limited, and thin-margin, high-volume sales no longer fit this competitive market. Price isn't the decisive factor in product success; consumer psychology now favors higher-priced items, like milk, where 5-6 yuan premium products sell better than 2-3 yuan ones.
李锋After the Battle, What Remains for Distributors Is Not Only Confidence in Being 'Irreplaceable', but Also Market Dividends!
Looking back at the evolution of FMCG B2B platforms, it still follows the laws of business history: they start grandly, experience ups and downs, and few survive to the present. From 2013 to 2016, FMCG B2B platforms sprang up like mushrooms across the country, expanding with the banner of national conquest, with various players and capital hype. From 2017 to 2018, closures due to poor management were common, and the industry entered deep waters; from 2019 to now, only a handful have survived, with most platforms returning to their home bases to focus on profitable business.
袁来Are Distributors Increasing in Number? What You See May Not Be the 'Truth'!
A market survey revealed that a salesperson believed the number of distributors was increasing, contrary to the common prediction of decline. This article explores the discrepancy between short-term observations and long-term trends, and introduces a training course for distributors to learn from successful peers.
New DistributionJinmailang Beverages: Crisis and Opportunity!
In recent years, Jinmailang has been a benchmark for growth in the FMCG market, ranking first among large and medium-sized beverage companies for six consecutive years. Its 'Four-in-One' distributor operation model is also an industry benchmark. However, after visiting markets in Shanxi, Henan, Shandong, and Hubei, the author identifies key challenges: the need to upgrade the Four-in-One model, the urgency of consumer education for Liangbai Kai (cool boiled water), and the need to gradually abandon the follow-the-leader and low-price strategies.
高级研究员 海游City Manager in a First-Tier City: Wholesale Chaos Is a Chaos of Hearts. Create a Sunny Wholesale Environment and Empower Business Transformation
Today is the local wholesale market's autumn ordering fair. For this grand event, Lao Wang and the distributor's team have been preparing for over two weeks, hoping it will be as successful as usual. However, the lively atmosphere did not bring the expected orders. After the wholesale clients left with their families, well-fed and satisfied, only a dozen tables of leftovers remained... Seeing his somewhat deflated subordinates and the distributor boss, Lao Wang cheered up and encouraged everyone: "Perhaps the traditional wholesale ordering fair format is outdated. We need to change, to upgrade the promotion strategies and mechanisms of the wholesale market!"
许翔 Ryan XuWhy Do Successful Distributors Move Their Offices into Office Buildings?
Walking down a busy street, you see towering office buildings that seem out of reach. Most distributors think only internet or high-tech companies belong there, and that distribution is just a middleman business with no technical content. But moving into an office building isn't about showing off; it's a sign of the future state of distribution, where successful distributors operate as formal, digitized, and efficient enterprises.
道农Distributors: Still Selling Products from Ten Years Ago? Aren't You Tired?
Due to consumption upgrades and business needs, manufacturers launch new products every year to cater to the market and gain new profit increments. In this context, if distributors fail to cooperate with manufacturers, it will significantly impact their own business. Not promoting new products fails to meet the manufacturer's task requirements, the need to adjust product structure, and the distributor's goals of increasing volume and profit. In the era of stock, it's very difficult for distributors to rely on old products for growth. New products are developed by upstream brands with time, effort, manpower, and material resources, and they represent future trends, offering sufficient profit margins and market potential, as well as opportunities for distributors to expand their business.
李锋The Siege of Distributors: Is the Modern Channel a "Chicken Rib" or a "Treasure Bowl"?
Every time distributors sign contracts with modern channels like hypermarkets and supermarkets, some are happy and some are worried. For many distributors, cooperating with hypermarkets has become a chicken rib—discarding it is a pity, but eating it is tasteless. In recent years, many distributors have accelerated their exodus from hypermarkets. However, some distributors treat the modern channel as a treasure, achieving high profits with high-margin products and new items, where 10% of sales volume contributes 20% or more of profits.
李锋Dealer Transformation: Don't Fear the Pain!
The topic of dealer transformation has been widely discussed, but true transformation requires investment, causes sales fluctuations, meets employee resistance, and brings pain to the boss. This article outlines five structural growth strategies for dealers: changing business models, applying digital tools, embracing external platforms, pursuing innovation, and expanding through mergers.
袁来Distributors Trapped in "Involution": Why So Many Covet Such a Tough Business?
Excess population competes for limited resources, yet development stagnates, remaining at a low level of repetition, forming "involution." Currently, distributors are trapped in a state of "involution," with intense competition for existing resources while still following the same old paths from a decade ago... The first to introduce the term "involution" into China was a historical sociologist returning from overseas, named Huang Zongzhi. In 1985, Huang published a book titled "The Peasant Economy and Social Change in North China," which mentioned that China's peasant economy, with excessive labor and limited land, formed an "involutionary growth."
道农