NEW DISTRIBUTION RESEARCH TOPIC
How can distributors keep growing across fragmented channels?
Front-line analysis of product selection, organization, channel strategy, profit models, and business transformation for FMCG distributors.
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4622 articles · Page 105 of 193
Testing Asset-Light Strategy and Embracing Distributors: Can Master Kong Hold Its Instant Noodle and Beverage Market?
Studying short-term fluctuations is meaningless; it is more interesting to glimpse the methodology of giants changing direction through such fluctuations. Are instant noodles really not selling? In five years, Master Kong's total market value evaporated nearly HK$90 billion. Master Kong, which occupies half of the instant noodle market, is a microcosm of the industry: starting from 2012, the entire instant noodle industry experienced five consecutive years of decline. Not only the instant noodle market, but also the traditional food and beverage industry generally suffered strong impacts due to factors such as global economic fluctuations, China's economic slowdown, consumption upgrades, and channel diversification.
尼萌The Irreplaceable Value of Distributors Is Reflected in These Four Points!
Alibaba and JD.com entering B2B e-commerce has made many distributors worry: will middlemen be replaced? Will second-tier distributors disappear? My answer is: rest assured, they will not disappear. Distributors are irreplaceable. One of the values of distributors is that in many things, they can achieve goals more efficiently than manufacturers.
黄润霖Traditional Manufacturer-Dealer Relations Are at a Dead End
In theory, manufacturer-dealer cooperation should be mutually beneficial, with manufacturers providing products, brands, and national planning, and dealers offering local resources and sales platforms. However, in reality, the relationship is increasingly strained due to differing profit perspectives, communication gaps, and internal issues on both sides, necessitating an upgrade from transactional trade relations to strategic partnerships.
潘文富In-Depth Analysis: Should Distributors Transform? How to Leverage Their Own Advantages to Compete with Big Platforms?
In recent years, discussions about traditional enterprises upgrading through the internet have been ongoing, especially after Ma Yun introduced the concept of New Retail in 2016. This article rationally analyzes whether distributors should transform, how to do so, and whether to operate independently or join a big platform, highlighting the advantages distributors have over big platforms. Four major changes are driving distributors to transform, and the article outlines the necessary steps for successful transformation.
蒋玉林Tiered Policies Are Ruining the Channel
At a distributor meeting, a distributor complained that small stores lack loyalty because they buy from secondary wholesalers, who offer lower prices due to tiered policies. The author argues that these tiered policies, originally meant to encourage larger orders, have become so high that only secondary wholesalers can meet them, thereby reviving a distribution layer that deep distribution had eliminated, harming the channel's efficiency.
刘春雄Dealers Who Will Be Eliminated and the Most Promising Dealers: Which Category Are You In?
When the market is booming, consumers beg us to sell to them! As long as you can get goods from manufacturers, you can make money, and all dealers look impressive. But when the market is sluggish and may remain so, which dealers might be eliminated? Which dealers have more potential? This article lists nine types of dealers that are about to be eliminated and nine types of the most promising dealers.
New DistributionOmnichannel New Retail Has Arrived, Chinese Channel Players Are Confused, What to Do?!
Before fully understanding e-commerce, omnichannel was introduced; before omnichannel was implemented, new retail came along, leaving everyone confused. Traditional channels still exist and will persist, but the anxiety over channels is widespread, and the concepts of omnichannel and new retail may not be suitable for all businesses.
谭长春The Traditional Supply Chain Model for Distributors Has Reached Its End—Where Are the Future Opportunities?
E-commerce is growing wildly while traditional distributors are falling one after another, blaming e-commerce for stealing their business. But is it really e-commerce, or is it their outdated model? In 2016, a survey of 400 food and beverage distributor trainees found that 57.42% saw sales decline, 72.6% saw net profit decline, and 78.7% saw operating costs rise. The key difference between successful and failing distributors lies in their management tools and systems, not just effort.
王冠群Three Questions for Distributors: 'Where Is Your Future Path?'
As circumstances change, we must adapt or fall behind. Many distributors want to excel at both the 10,000-meter run and the 100-meter sprint, but one requires endurance and the other explosive power—can they be the same? Under the new situation, distributors' way forward is to change according to the trend. The trend guides our future development and direction. We should think strategically about each path, whereas previously we used tactical thinking for transformation.
戈军珍Good content, differentiation, novel packaging: How many distributors have been misled by so-called good products?
Summer is the peak season for beverage sales, so both beverage companies and distributors are striving to capture a larger market. Recently, products with highly distinctive names have been preheating and spreading online, including fruit tea drinks, functional beverages, mineral water, milk drinks, and snack foods. However, many of these products are merely self-promoting with flashy names and packaging, and distributors should be cautious not to be deceived by such gimmicks.
New DistributionA Question for Distributors: "Can Your 'Old Path' Still Be Walked?"
Distributors are facing a new era, and old strategies like relying on large market areas, multiple product lines, or waiting for manufacturer support are no longer effective. The article urges distributors to adapt to the 'J-20 era' and focus on terminal customers rather than outdated practices.
戈军珍Why Should Distributors Build B2B Platforms?
A distributor with 1,000 employees doesn't necessarily have astronomical annual revenue, as most are in-store promoters. Distributors are increasingly focusing on terminal sales promotion as a core competency, but some argue this is off-track. B2B e-commerce platforms offer a solution by improving efficiency and reducing costs, benefiting both distributors and retailers.
New Distribution24 Product Display Rhymes with Detailed Illustrations!
Good product display leaves customers with an impression of professional management and attentive service, while helping retail departments achieve better product management, increase store sales, create a shopping atmosphere, stimulate purchase desire, and attract and retain customers. However, given the numerous display requirements and product varieties, frontline staff often find it hard to remember and master them. Therefore, basic display principles and standards have been compiled into rhymes, with illustrations to facilitate frontline staff's understanding and practical application.
New Distribution【Today's News】Uni-President Chairman Actively Responds to Mainland Market Changes; Analyst Suggests Nestlé Sell All Confectionery Business; Juewei Duck Neck and Ele.me Jointly Establish Venture Capital Fund
FMCG news: 1. Uni-President chairman: actively respond to mainland market changes, future strategy is one core plus four main axes. Uni-President held a shareholders' meeting, chaired by Chairman Lo Chih-hsien. After the meeting, Lo said the overall mainland China market has no problems, and Uni-President will actively cooperate with changes. He also said Uni-President's future strategy will be one core plus four main axes, including strategic alliances and strategic M&A. According to Taiwanese media reports, Lo said that with the efforts of the management team, last year's revenue was NT$413.4 billion (approximately RMB 92.7 billion), and net profit after tax was NT$14.5 billion, up 3% from the previous year, both setting new records.
New DistributionB2B E-commerce Study Tour Visits Heading, Exploring New Ideas for Distributor Transformation and Upgrading
On June 21, the seventh B2B e-commerce study tour organized by New Distribution visited Heading for exchange, with a team of nearly 100 people. Heading shared its distribution solutions with distributors and explored development paths together.
New DistributionHow Can Distributors Achieve Sustainable Development Under the Impact of B2B Platforms?
Traditional distributors face intense competition from B2B e-commerce platforms, and to hold their ground and seek growth, they must address five key elements. These include adjusting business models, leveraging digital tools, embracing internet operations, refining logistics management, and adopting internet marketing thinking.
New DistributionDistributors Should Learn to Conduct Self-Checks
Just as cars need regular maintenance, business owners should also conduct self-checks. This article outlines seven key areas for self-assessment, including whether the current business status meets expectations, whether the joy of doing business remains, whether energy and expertise are sufficient for the future, and the balance between business scale and quality of life.
潘文富Internal and External Woes: Distributors Having a Hard Time!
Distributors face mounting pressures from manufacturers, competitors, terminals, internal operations, and their own mindsets. The article uses the metaphor of a wild rabbit that dies from following its old path, illustrating how distributors' reliance on past experience and outdated methods leads to failure in a rapidly changing market.
戈军珍Transformation Is Urgent: How Will Distributors and Convenience Stores Adapt?
The FMCG industry's channel transformation has reached a fever pitch, squeezing traditional distributors' profit margins and gradually replacing their value. They are both confronting e-commerce B2B platforms and attempting to build their own platforms, but such efforts are fraught with difficulties due to their lack of internet knowledge and traditional mindsets. Meanwhile, traditional mom-and-pop stores face inefficiencies and rising costs, while chain convenience stores have become a hotbed for capital, with giants like Alibaba, JD.com, and Suning entering the fray. The upcoming summit aims to address these challenges and explore solutions.
New DistributionJD New Channel's 618 Surge of 2300% and National Coverage from July 1: What Does It Mean for China's FMCG Industry?
JD's 618 campaign concluded with JD New Channel achieving record highs in GMV, order volume, and active user growth. On June 1, the first day of the JD掌柜宝 promotion, sales surpassed the total for the entire 18-day period from June 1-18 last year; on June 18, sales surged 2300% year-on-year, exceeding last June's total within just 4 hours. Over 30,000 small stores participated offline, and this daily active count indicates New Channel's current capability to cover 1 million small stores. In announcing these results, New Channel also stated that its business would cover the whole country from July 1, making it China's first nationwide B2B platform.
赵波The Business Environment Has Changed Dramatically, Are Distributors Still 'Stubbornly Unaware'?
Information dissemination means that everyone—our competitors and our customers—gets information at the same speed as we do. If we continue to rely on information asymmetry to make a living, we will find it very difficult. Many distributors started their businesses ten, twenty, or even thirty years ago, or in the late 1980s, when the business environment was vastly different from today's. Now, the operating environment for distributors has undergone earth-shaking changes. To be honest, distributors are in a very difficult position, even more so than manufacturers.
戈军珍Decade of Transformation: Suppliers Shift from Low-Quality, Low-Price to Cost Transparency, Retailers Enter Undifferentiated Competition
Over the past decade, the retail industry has undergone significant changes, with hypermarkets losing ground to community supermarkets and convenience stores, and new formats like Hema Fresh and unmanned stores emerging. Suppliers have been the driving force behind category management and quality upgrades, moving towards centralized production and cost transparency, which enables retailers of all sizes to compete on equal footing.
张思遥How to Eliminate the Deadly Near-Expiry Products?
The article discusses the severe problem of near-expiry products in the FMCG industry, which is caused by the practice of stocking up inventory without responsibility from retailers. It proposes a new approach: only occupy the retailer's capital, not their warehouse, and use scheduled distribution to ensure fresh stock and reduce near-expiry products.
刘春雄How Powerful Is Terminal Visual Merchandising? This Is How You Boost Sales in the Beverage Peak Season!
During the peak season, beverage manufacturers engage in a distribution war, and the basic daily tasks for frontline sales representatives are to stock storefronts, shelves, and freezers. However, there is significant skill involved in these tasks. The author summarizes six standard actions for terminal operations: carry, cut, paste, move, arrange, and stuff, which guide sales reps on what to do and how to do it effectively.
赵波