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The "Products" That Brands Can't Do Well, Hema and Walmart Are Competing to Do
In the spring of 2026, Hema and Walmart both went "green" simultaneously. Hema launched its "Matcha Season" in March, introducing over a dozen matcha bakery products and even setting up a dedicated matcha section. In April, Walmart's private brand, "Wolmart Fresh," quickly followed suit with more than 40 matcha items, covering everything from bakery and beverages to snacks and sauces. Both leading retailers are betting on the same flavor. What common judgment lies behind this? Both are selling matcha, but their strategies are completely different.
张雨薇New Growth Paths for Beverage Brands Hidden in Billiard Halls, Gas Stations, and Bath Centers
The beverage market competition has reached the next level, but traditional channels are saturated, and brands are struggling to grow sales. The key lies in special channels like billiard halls, bath centers, and airline cabins, where scenario-based triggers and precise placement can unlock new growth.
新食饮Brand Owners Create Hit Products, Retailers Create Private Labels: Private Labels Are Rewriting Shelf Rules
The aggressive rise of private labels in recent years is an unstoppable industry trend. For brand owners aiming for growth, understanding the logic behind retailers' private label development is an unavoidable topic. Retailers with scale advantages are almost all venturing into private label development. Product brands deliver good products through keen consumer insight and innovation, while private labels deliver good products through cost-effectiveness, based on observed data performance of product brands. Anyone who has built a brand knows that creating a hit product is extremely difficult and involves a great deal of luck...
张振宇Traditional Distributors' Sales Cliff-Like Decline: 80% of the Blame Lies with Manufacturers
At a major FMCG manufacturer's performance review meeting for distributors from January to April, over 40% of distributors saw year-on-year sales declines, with the figure exceeding 50% for traditional channel distributors. The primary causes include overstocking, shifting business focus, and competitive pressure, but the root cause often lies with manufacturers who must proactively reform.
金名The Future Opportunities for Consumer Goods Lie Not on Shelves, but in Consumers' Minds
In the past, FMCG brands focused on grabbing channels, shelf space, and displays for growth; but today, consumers' purchase decisions are moving earlier. With the combined effects of instant retail, emotional value consumption, and AI search, brand competition is no longer just at the point of sale but earlier in consumers' minds. Whoever is remembered, trusted, and chosen first has the chance to win the next round of growth. At this year's 'CFC 11th China FMCG Conference', Zeng Jian, co-founder and co-president of Xinchao Media Group, mentioned that in the past, brands needed to solve 'how to be seen'; today, they must solve 'how to be remembered, trusted, and preferred'.
新潮传媒集团Private Label Is Not a Mandatory Question
In recent years, a phrase has become increasingly common in the retail sector: 'Private label is not a choice, but a mandatory question.' The author argues this oversimplification is dangerous, as private label success depends on enterprise stage, supply chain management, product capability, and organizational strength, not a one-size-fits-all mandate.
任文青Winning the Shelf May Mean Losing the Business
In recent conversations with brand owners, the topic quickly turns to retail transformation. They are watching Sam's Club, Hema, Aldi, discount stores, supermarket overhauls, and instant retail, and they are anxious. They ask how to protect share in these channels and whether retailer private labels will squeeze them off the shelf. But they are still using an old framework: they see the shelf changing and worry about losing space, while the real shift is in consumer purchase paths.
任文青Short-Term Performance Overwhelms Long-Term Value, Draining Many FMCG Companies
Have you ever experienced such torment? You propose a brilliant plan with solid data and clear logic, everyone nods in agreement, but once execution begins, you hit obstacles everywhere. Colleagues in the company silently resist, exhausting you more than outright failure. From a sales rep to a sales VP, and now running a consulting firm for channel marketing for seven years, I share insights on why many difficult but correct things fail to succeed. My view: many 'difficult but correct' things fail not because the thing itself is wrong, but because at least one of five elements—people, organization, resources, time, or incentives—doesn't hold up to the end.
高级研究员 海游Interview with Zhou Zhen of Zhoupu Data: Distributors Don't Lack Data, They Lack the Ability to Turn Data into Action
In the past year, AI has become an unavoidable topic in the FMCG industry, especially after the rise of large models like DeepSeek. Distributors are interested in AI not because of tech trends but due to operational anxiety. The real value of AI is not to create a chatbot but to help distributors reconnect data, metrics, roles, and operational actions, turning what once relied on owner experience into replicable organizational capabilities.
周群The Second Half for Distributors: 'Don't Blindly Chase Trends, Rebuild Your Business from Scratch'
Recently, I met with several distributors. One beverage and catering distributor said instant retail has severely impacted his business, while a daily chemical distributor noted that promotions no longer work and a good product portfolio is what matters. A Chengdu distributor of snacks and instant drinks emphasized the need to re-examine basic operations like finance, procurement, and warehousing to improve efficiency. The key takeaway: distributors should focus on rebuilding their core business rather than chasing new trends.
周群Don't Be Led Astray by Anxiety: The Underlying Logic of FMCG Business Hasn't Changed
In recent years, AI has sparked widespread technological anxiety, especially among FMCG business owners who fear their traditional industry is on the verge of disruption. However, AI will not change the FMCG business itself—only the way information is processed—and the core competitiveness of providing better, more cost-effective products remains unchanged. The real challenge lies in incomplete digitalization and fragmented data, which hinder AI implementation, but AI can still significantly enhance work efficiency and alleviate talent shortages through human-machine collaboration.
张振宇Which Factories Actually Supply Sam's Club, Hema, Pangdonglai, Aldi, Ele.me, and Walmart?
In the past two years, the hottest topics in retail have been Sam's Club, Hema, Aldi, and Pangdonglai. Everyone is asking why they succeed, but one question remains unanswered: who supplies the products on their shelves? The factories that truly make the products, cut costs, and maintain quality almost never appear in the spotlight.
何雯FMCG frontline sales teams are being dragged down by 'layer-by-layer reporting'
While preparing for an AI forum, I spoke with friends at FMCG brands to understand their real AI usage. The consistent answer: everyone is using tools like Doubao, Yuanbao, and DeepSeek, but mainly for writing weekly reports, making presentations, searching information, and organizing meeting minutes. This improves personal efficiency, not organizational capability. The real value of AI in FMCG sales teams lies in how information flows, how processes are seen, and how experience is accumulated.
任文青AI Is Reorganizing Consumer Decision-Making
AI is moving beyond content generation into the pre-purchase steps of consumer decisions, such as understanding needs, filtering products, and completing orders. This shift will reshape how brands, retailers, platforms, and distributors operate, as consumers increasingly delegate shopping tasks to AI agents.
赵波AI That Truly Works for FMCG Can't Just Be a Chatbot
The FMCG industry doesn't lack AI that can chat. In the past two years, AI has been red-hot, with ChatGPT, DeepSeek, and other general large models reshaping how many industries work. But FMCG is special: business happens on streets, in stores, at freezers, on shelves, during visits and promotions. A brand's growth often comes down to specific questions like how many suitable stores exist in a city, which areas to prioritize, and what actions sales reps should take. General AI can help organize thoughts but can't provide reliable answers because it lacks the most fundamental thing: real channel data. Without store data, AI is just talk; without format judgment, it can't guide distribution; without regional granularity, it can't translate into frontline actions. So, useful AI for FMCG must know where the real market is.
陈思廷Yanjing Beer's Second Transformation: Product, System, and Partner Growth
After five years of profit expansion and the rise of U8, Yanjing Beer entered its next strategy cycle with a national growth plan centered on product structure, operating reform, digital capability, and distributor profitability.
New DistributionTen Years of Aerospace Cooperation: Why Should Distributors Bet on Master Kong for the Long Term?
Distributors often say that big brands are tiring and less profitable, but the real criteria for long-term commitment are stable sell-through, solid expense support, and sustained brand investment. On May 15, Master Kong opened its 'Tianxuan Good Noodle House' at the Shenzhen Science and Technology Museum, offering a window into how a major brand connects brand equity, product strength, and terminal confidence through continuous investment.
冯瑶The Era of Private Brands: Major Reshuffling of Leading Brands
China's retail industry's 'Pang Reform' and private brands are just the trigger, initiating a reverse integration of retail, distributors, and brand owners, with greater impacts to come. For retail, it will drive consolidation, especially the growth of retail chains, leading to the disappearance of many independent stores. For distributors, the new supply chain bypasses them, causing their share to decline, and they must transform into category operators, B2b platform operators, or scenario operators. For brand owners, private brands will trigger a major reshuffling of leading brands, as the 'wide category, narrow product' strategy reduces shelf space for many SKUs, and only national brands that represent the top of their category and have emotional connections through brand narratives will survive.
刘春雄Brand Owners and Distributors: Stop Obsessing Over Coverage
In a recent discussion with an FMCG company about channel transformation, a very practical question was raised: how to continue increasing coverage in first- and second-tier cities? This question sounds familiar. For many years, FMCG companies have talked about channels in terms of coverage: covering more blocks, covering more outlets, and as long as you occupy enough shelf space, growth will naturally follow. But in that discussion, we formed a sharper judgment: the word 'coverage' may already be a product of the previous era. The current situation is likely that the more you think about 'coverage', the harder it is to truly 'cover'.
任文青138 FMCG Listed Companies Release Annual Reports: 70 See Revenue Growth, 73 See Profit Decline
In 2025, China's consumer market recovered steadily, with total retail sales of consumer goods exceeding 50.1 trillion yuan, up 3.7% year-on-year. However, the FMCG industry showed clear divergence: some companies achieved growth in both scale and profit, while many others fell into the dilemma of 'growth without profit'. New Distribution has compiled revenue and net profit data from 138 FMCG companies' annual reports, ranking them by revenue to analyze industry trends and structural changes.
杨玉琳Brands Are Losing the Shelf
Last week, I spent nearly an hour in a Hema store in Hangzhou, not shopping but observing products. The trend was clear: branded standard products on Hema's shelves are decreasing, replaced by private labels, co-branded items, and customized products. This is not unique to Hema; over the past three years, the retail industry has seen snack discount stores redefine price bands, Pangdonglai become a model for supermarket overhauls, and Sam's Club and Aldi gain popularity through exclusive products. Retailers are increasingly allocating shelf space to products they can define, control, and differentiate, signaling a shift in how brands access shelves.
任文青FIFA World Cup is coming: How can snack shelves capture the viewing traffic?
The FIFA World Cup comes once every four years, but this edition is different. Football is no longer just for fans; it has become a mass phenomenon, as seen in the popularity of local tournaments like Guizhou's 'Village Super League' and Jiangsu's 'Su Super League'. With the 2026 FIFA World Cup approaching, Lay's, as an official sponsor, is rolling out limited-edition products and channel empowerment initiatives to help distributors turn this viewing craze into tangible sales growth.
冯瑶"3.9 Yuan, 6.8 Yuan, 9.9 Yuan" – Don't Price Your Private Label Arbitrarily!
Private label products are booming, but many retailers are pricing them without a clear strategy, leading to confusion and missed opportunities. This article analyzes common pricing pitfalls and introduces the GOOD-BETTER-BEST framework, along with five actionable rules for building a coherent private label pricing architecture.
薛文发AI in FMCG Starts on the Front Line
AI creates real value in FMCG only when it enters sales, stores, inventory, spending, channel management, and day-to-day operating decisions.
New Distribution