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Why Community Discount Supermarkets May Be the Next Retail Opportunity
China's snack-discount sector still has room to grow, but copying the current format is no longer enough. The next opportunity may be full-category community discount supermarkets built on stronger assortment, supply-chain, and organizational capabilities.
New DistributionJiang Nanchun's Core Principles for Building a Brand
Brand growth depends on a concrete occasion, one meaningful difference, credible evidence, narrow positioning, consistent memory structures, and repeated communication that makes the brand an easy default choice.
New DistributionFive Channel Truths to Understand Before You Try to Sell
Channels include every participant that sells or delivers an offer; they can determine survival, reshape the product, create conflict, limit brand power, and must be managed as an efficiency system.
New DistributionHow Partnership Models Help Distributors Scale
A distributor partnership model can align managers, employees, and owners around long-term profit—but only when the business is profitable, transparent, and willing to share real upside.
New DistributionThree Types of Distributor Growth—and Why Only One Builds Durable Profit
Distributor growth can come from a temporary market dividend, additional labor across more brands, or a structural efficiency advantage. Only the third creates a reinforcing system of profit, service, scale, and lower cost.
New DistributionTo Survive, Distributors Must Outcompete Their Peers
In a slower FMCG market, distributors should protect their core business, focus resources, strengthen organization and technology, and build structural advantages in the local market.
New DistributionHow FMCG Distributors Can Compete for Scarce Shelf Space
Shelf space is shaped not only by brand investment but also by the distributor's local position, operating efficiency, retail knowledge, and ability to build demand at store level.
New DistributionThe RMB 30 Million Distributor Growth Trap
Mid-sized regional distributors are often stable but stuck. Their next move depends on owner succession, digital operating discipline, brand access, and selective category expansion.
New DistributionWhy Craft Beer Costs More—and When the Premium Is Worth It
Craft beer usually carries higher production, cold-chain, distribution, and education costs than mass-market beer. Its value depends on whether consumers appreciate the flavor, variety, and culture those costs support.
New DistributionWhere Can Bestore Find Its Next Source of Growth?
Bestore built a national premium snack brand through stores, e-commerce, and marketing, but investor exits and weak operating economics exposed the difficulty of sustaining premium positioning in a fragmented, low-barrier category.
New DistributionNine 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 DistributionChina's Instant-Retail Beer Opportunity
A joint report from China Resources Snow Breweries, Meituan Flash Buy, and iiMedia mapped how rapid local delivery expands beer occasions, product variety, freshness, and brand–retailer data coordination.
New DistributionWhen Systems Cannot Keep Up with Change, FMCG Needs a “Living” Digital System
FMCG digital systems must balance standardized management with the flexibility of front-line sales. Modular components, visual workflow design, and low-code extension can help the system evolve with the business.
New DistributionQuality Growth Requires New Marketing, New Supply Chains, and Digitalization
Sustainable FMCG growth in a mature market depends on digital connection efficiency, profitable omnichannel marketing, and supply chains that improve both cost and fulfillment performance.
New DistributionThe Forces Reshaping Retail Over the Next Twenty Years
Persistent oversupply, dematerialization, demographic decline, fragmented demand, technology, and volatility are shifting retail advantage toward focused brands, frictionless distribution, experience, fluid organizations, and platforms.
New DistributionWhy B2B Operations Are the Future for Large FMCG Distributors
After a decade of market education, Chinese FMCG B2B has entered a more mature phase. Distributors with sufficient scale can use digital ordering, operations, warehousing, and delivery to become regional supply-chain platforms.
New DistributionTen Brand-Marketing Lessons for Uncertain Markets
Sustainable marketing requires focus, consumer relevance, brand memory, and coordination between long-term brand building and short-term conversion rather than permanent dependence on increasingly expensive traffic.
New DistributionBrands Need Compounding, Not Another Traffic Dividend
Temporary traffic advantages can create rapid growth, but resilient brands compound value through core products, new occasions, consumer behavior change, disciplined media testing, and balanced demand creation and conversion.
New DistributionCostco's Retail Philosophy and Operating Model
Costco combines radical assortment reduction, low margins, membership economics, high inventory turnover, private label, and employee investment to build a durable contract of trust with shoppers.
New Distribution