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Scenario Saturation Attack: From Boiling a Drop of Water to Boiling the Pacific Ocean
Marketing success is the success of saturation attacks, differing only in their methods. After reform and opening-up, the first round was advertising carpet bombing, followed by channel saturation distribution. Now, the third round is scenario saturation attack, which aims for bC closure within a single scenario, enabling low-cost saturation and rolling development from local to global scale.
刘春雄Prices Collapse, Channel Distribution Logic Changes!
As the saying goes, 'Seeing this letter is like seeing me.' I'm Yuan Lai from New Distribution. Over the past year, which word has been mentioned most frequently by frontline sales managers? Price, I think it's definitely number one. Although it existed before, it was more about online e-commerce and wholesale markets. But now, discount savings supermarkets, regional supermarkets, instant retail flash warehouses, and community fresh food chains are all in chaos, comparing prices with each other, with no lowest price but only lower! What to do about price chaos? Should we launch a new specification or packaging? That might only treat the symptoms, not the root cause. I think we should look at it from a more fundamental perspective...
袁来From 'Channel Distribution' to 'Winning Hearts': The Second Growth Curve for FMCG Lies in the C-End
A senior FMCG brand marketing executive recently lamented, 'We've done all the right moves, invested all the required budgets, and the team is working harder than ever—so why is growth still missing?' This is not an isolated case. From 2025 to 2026, the FMCG industry is undergoing a profound transformation: the old deep distribution tactics of 'over-stocking, over-distributing, over-merchandising, and over-promoting' are visibly failing. The market is no longer one where simply 'distributing more and filling shelves' guarantees success.
New DistributionAfter Deep Distribution Loses Control, Channel Digitalization Cannot Follow the Old Path!
With the rapid rise of new retail formats such as snack discount stores, instant retail, and transformed supermarkets, there is a common feeling that the deep distribution model is losing control. What is out of control is not just the tactics themselves, but the underlying structure of 'brand-led, distributor-coordinated, terminal-passive execution.' Today, brands, distributors, and terminal stores are all undergoing new role changes. Where is channel digitalization heading, and how should it proceed?
JackMeituan Acquires Dingdong Maicai for Over 5 Billion Yuan
Today marks a landmark consolidation in the instant retail sector. Meituan announced it will acquire 100% of Dingdong Maicai's China business for an initial consideration of approximately $717 million (about RMB 5.16 billion). This deal is considered the first major M&A in the retail industry in 2026.
New DistributionSeven Things Distributors Must Do When Signing Contracts with Manufacturers This Year
With two weeks to go before the Chinese New Year, it's a critical period for FMCG brands to sprint for a strong start. Distributors planning to renew or sign new contracts with manufacturers should prepare thoroughly to gain more leverage and favorable terms in negotiations. This article outlines seven key preparations to help distributors navigate the upcoming signing season with confidence and initiative.
邢仁宝China's Snack Bulk Retailing Model Is Doomed to Fail in Southeast Asia!
In 2025, as China's retail industry reaches extreme levels of involution and the snack bulk retail sector approaches saturation, with every street in county towns crowded with at least two snack stores with red and yellow signs, all eyes inevitably turn to one direction: expanding into Southeast Asia. The logic seems flawless: a dividend of 600 million people, a young population structure, ongoing consumption upgrades, and seemingly backward retail formats. Many are shouting slogans like "Replicate China's snack bulk retailing there—it's a dimensionality reduction attack!" However, as an industry observer...
戚特Heavyweight | Latest 2026 Lightning Warehouse Brand Inventory
If before 2025 the industry was still debating what lightning warehouses are and how to operate them, then standing at the crossroads of 2026, when we examine the latest industry data, a brutal and clear reality has emerged: In 2026, instant retail has completely bid farewell to the era of 'burning money to tell stories' and completed an evolution from 'new and fast' to 'real and accurate.' The so-called shift from 'new' to 'real' means the industry no longer believes in the myth of scale through land grabbing, but instead focuses on 'true density'—only with sufficient regional density can logistics costs be minimized and store profits be real.
汪海Small and Medium Supermarkets: The Core of Distributors' Business Growth in the Next 2-3 Years
As we stand at the beginning of 2026, looking back at 2025, distributors have had a tough time. Maintaining sales without decline and achieving slight growth is already commendable, but most distributors have seen their profits decline. Based on market visits and data, the key to future growth lies in small and medium supermarkets and community mom-and-pop stores, which offer significant incremental opportunities through multi-category product portfolios.
袁来Market Cap HK$141.2 Billion! Dongpeng Beverage Rings the Bell Again in Hong Kong
On February 3, 2026, Dongpeng Beverage officially listed on the Main Board of the Hong Kong Stock Exchange, becoming the first domestic functional beverage company to be listed on both A-shares and H-shares. This comes just five years after its listing on the Shenzhen Stock Exchange. By market close, Dongpeng's share price stood at HK$251.8 per share, with a total market value of HK$141.235 billion. Its cornerstone investor lineup is extremely rare in the Hong Kong consumer sector in recent years—15 global top-tier institutions subscribed for a total of over US$600 million, covering sovereign wealth funds, international long-term funds, leading Chinese long-term institutions, private equity funds, and consumer industry capital.
New DistributionSay Goodbye to Channel Stuffing: Every Channel Deserves a Rethink
A closed-door conversation with a brand general manager about where future growth will come from reveals that the radical transformation of new retail formats is forcing brands to cede power, while traditional distributors, though still holding the majority of market share, are struggling with dwindling momentum. The consensus reached is that all future growth must revolve around consumers, but this requires a fundamental organizational shift from a B2B-oriented command structure to a C-end-centric one, enabled by digital tools that connect brands, distributors, salespeople, terminals, and consumers in real time.
任文青AndyDistributors Who Open Stores Blindly Are Likely to Lose Money!
Recently, while visiting the market, I heard a snack food distributor talking about plans to open several stores. He has already scouted locations near communities with thousands of residents, and believes the surrounding competitors are mostly small shops that pose no threat. He intends to offer a wide range of products to cover their strengths. However, he is hesitant not about rent or renovation, but about what type of store is more likely to succeed: a local chain convenience store or a snack store. But when asked how he defines "success" for his stores—whether as a model store or simply a profitable business—his answer remains vague.
葛畅The Twilight of Hypermarkets, the Fall of Convenience Stores: Who Is Holding the Last 500 Meters of Offline Retail?
The traditional retail landscape is collapsing as convenience stores lose their convenience advantage to instant retail and hypermarkets face hollowing out. A veteran retailer argues that the future lies in community stores of 500-800 square meters, which can intercept consumers within a 500-meter radius through proximity, efficient expansion, and localized offerings, while emphasizing the importance of private labels and adapting to local tastes.
赵胜男Private Label: A Remedy and a Poison
As Yonghui announces plans to develop 500 private label products over five years, Walmart completes its 'Marketside' brand upgrade, and Aldi leads the market with over 90% private label share, private label is shifting from a bonus to a must-answer question for more retailers. But the question becomes sharper: is private label the ultimate answer for retailers to break through development bottlenecks, or a phased choice in industrial upgrading? My judgment is that private label is a key node for reconstructing core competitiveness in retail, but by no means the end point. From the industry's development patterns, retail models evolve with consumer demand and technological innovation, with no permanent ultimate form; from practical logic, private label can solve traditional retail's pain points of thin profits and homogenization, but is constrained by category suitability and supply chain capabilities, unable to cover all consumption scenarios and needs.
东南11 Supermarkets Compete, Yet No 'King of Guangdong' Emerges
Guangdong, China's economic powerhouse with 35 years of GDP leadership, hosts a dense retail market, yet no single supermarket chain dominates the province. This article profiles 11 key players, revealing a fragmented landscape shaped by multi-city structure, strong local incumbents, and high entry costs, leading to a dynamic balance where regional players thrive in their niches.
王军“In the past two years, everyone has wanted to bypass distributors.”
Distributors are feeling increasingly squeezed as brands, retailers, and platforms seek to bypass them. To survive, they must transform from cost centers into value providers by controlling terminals, moving into retail, or becoming system service providers.
何雯Breaking: How Many B2b Platforms Are There Across China's 293 Prefecture-Level Cities? First Batch of 100+ Platforms Detailed
Over the past decade, brands have relied on national platforms like Alibaba's Lingshoutong and JD's Xintonglu for distribution coverage. But with strategic shifts and Lingshoutong's exit, a huge market gap has emerged. Two years on, the industry no longer debates the giants' fate but asks: in a prefecture-level city, who should brands and channels turn to? We recently launched a call for information on regional B2b platforms for China's FMCG sector in 2026, and received a flood of leads. The first batch includes 100+ platforms...
张雨薇Hema, Aldi, Meituan Attack Fiercely, Traditional Supermarkets Have No Way Out!
On the last weekend of January 2026 (January 23-25), three major forces made simultaneous moves in different regions: Hema NB opened two stores in Dongguan, Guangdong, pushing into South China; Aldi opened four stores in Nanjing, further consolidating its presence in the Yangtze River Delta; and Xiaoxiang Supermarket jumped from Beijing to Ningbo, breaking geographical logic. This marks the end of the 'scale is king' era and the beginning of an 'efficiency cleansing period' in community retail, leaving traditional supermarkets with weak supply chains and rough management little time.
汪海From Distribution to Sales: Dali Gift Boxes Crack the 'Logic of Certainty' in the Spring Festival Market
Every Spring Festival, the gift box market is the most certain and most competitive battlefield. In the Nanjing market, distributor Mr. Li describes the sales pace before this year's Spring Festival: although the peak sales season is still over ten days away, Dali's Spring Festival gift boxes have already 'heated up' in multiple channels based on current distribution completion and terminal feedback. Through visits to multiple markets, New Distribution observed that Dali Food's Spring Festival gift boxes are becoming one of the key promoted brands among many distributors and stores.
田静Mingming Henmang Goes Public: The First Stock of Bulk Snack Retail Arrives!
On January 28, 2026, Mingming Henmang listed on the Hong Kong Stock Exchange, with its dark pool price surging over 70% the previous evening, valuing the company near 100 billion HKD, making it the highest-valued offline retail enterprise in China. This article analyzes how the company's extreme hard-discount model and brutal channel restructuring have upended traditional FMCG distribution, locked in franchisees, and shifted power from brands to channels, while also noting the challenges ahead.
戚特Being an Outlier Who Respects Common Sense: 2026 Pop Mart Narrative White Paper
Pop Mart is the most surreal company of 2025: LVMH's Greater China president joined as a non-executive director, and revenue doubled with net margins over 30% while the stock price plummeted. This paper argues that Pop Mart, like Moutai, is an outlier that respects common sense, and that misperceptions about its business model—from 'non-essential' products to Labubu dependence—stem from applying outdated logic to a new species of IP company.
梁将军Distributors Who Don't Understand Product Mix Can't Make Money Even with the Best Brands!
The market is changing, retail is changing, and distributors' businesses are getting harder. One of the key strategies for large and medium-sized trading companies to break through is product mix and management, which involves rationally combining products from different brand tiers: first-tier brands can cover basic operating costs, ensure normal survival, and bundle with second- and third-tier brands to improve their trading terms, help them quickly cover sales networks, and spread distribution costs; second-tier brands can become the main profit contributors after first-tier brands cover basic costs, enhancing distributors' resilience to risk and providing terminal market maintenance teams for third-tier brands; third-tier brands can further increase profit margins with the backing of first- and second-tier brands.
高级研究员 海游Patchwork Adjustments Cannot Save Retail
China's retail industry is currently in an unprecedented wave of 'adjustment fever.' However, without understanding the underlying logic, merely making tactical patches will not save retailers. Zhang Zhiqiang, a leading expert in category management, emphasizes that true adjustment must focus on category management, shifting from a supply-side to a customer perspective, and requires collaboration with upstream suppliers.
任文青AndyInstant Retail Is an Offline Business—Brands Should Not Fall into the Trap!
Recent discussions with several brand owners reveal that while instant retail sales are growing by double or even triple digits, the heavy investment in resources is yielding disproportionate returns, often resulting in poor profit margins. Many brands treat instant retail as an e-commerce platform, relying on subsidies and traffic purchases, which leads to a vicious cycle of discount-driven sales and a failure to retain consumers or stabilize offline pricing.
周群