NEW DISTRIBUTION RESEARCH TOPIC
What structural changes are reshaping China’s FMCG channels?
Analysis of distribution restructuring, channel economics, and the changing roles of brands, distributors, and retail outlets in China.
Related research and analysis
2301 articles · Page 41 of 96
Giving Up Deep Distribution Easily Is the Biggest Pitfall You Can Jump Into
Since 2013, the claim that 'deep distribution has failed' has sparked widespread industry debate, and today, abandoning deep distribution has become a mainstream view. However, the real problem is not that deep distribution has failed, but that its efficiency has declined due to the shift from manufacturer-led operations to dealer-led operations under manufacturer guidance.
万超帮陈思廷The Essence of New Retail Transformation: Adaptation and Matching of People, Goods, and Scenes
The cooling of the new retail industry, marked by Hema's first store closure and the exits of SF Preferred and Country Garden, is beneficial for its healthy development. The essence of retail transformation lies in the re-matching and adaptation of people, goods, and scenes, with new retail representing a full-industry digitalization and a shift from goods-centric to people-centric operations.
能叔叔The Consumption Awakening of 200 Million New Urban Residents: Who Will Reap the Benefits?
This article, sourced from Fengrui Capital, analyzes the evolution of China's consumer and retail industry, highlighting three macro factors driving growth: urbanization, rising disposable income, and financial structure adjustments. It introduces a framework of 'know-get-do' to identify opportunities, emphasizing the importance of supply chain, new traffic, and rapidly growing categories.
李翔This 618, JD New Channel's B2B2C Strategy in Action: Capability Upgrade!
The annual 618 promotion battle has begun. This festival, originally created by online e-commerce platforms, has evolved from pure online to a promotion festival involving all commercial entities both online and offline. In the past, 618 was mostly a C-end "price cut" promotion, with B-end businesses rarely heard from. But in the past two days, it's evident in the author's social feed that some regional B2B platforms transformed from distributors have joined in, targeting small B-end store owners with waves of promotional campaigns leveraging the 618 momentum. This has drawn the author's attention to FMCG B2B platforms, especially JD's FMCG B2B business, the New Channel division, under the 618 initiator JD.com.
袁来Is Procter & Gamble Getting Old?
For a 180-year-old company, short-term performance fluctuations are not enough to judge it. By looking back at its history and how it got to where it is today, we might gain insight into where it is headed. In recent years, P&G has become a controversial topic in China, facing challenges from changing consumer preferences and market segmentation.
Michael LiuYunnan Baiyao, the 'Second Place', Aims for the Top Spot in the Toothpaste Market in 2019?
Yunnan Baiyao toothpaste has differentiated itself from other brands, breaking the low-price market deadlock and proving the potential of high-end functional toothpaste. By moving beyond pharmacy channels and adopting a deep distribution strategy, it has achieved top rankings across multiple channels. Now holding the No.2 market share in China's toothpaste market, will it overtake Darlie, the current leader?
张明Deep Distribution Loses Growth Momentum: How FMCG Brands Plan Growth for the Next Decade
Deep distribution efficiency has failed. With 5.2 million mom-and-pop stores in China, the market is highly fragmented and multi-tiered. The essence of the deep distribution system that supported FMCG growth for decades was mass production, mass communication, and mass distribution, driven by efficiency. However, this model is now failing due to high costs, single-channel coverage, and the rise of new retail. Brands like P&G have seen revenue declines, and the traditional HBG theory (big brand, big media, big channel) is no longer effective. The article discusses the need to restructure distribution models, focusing on digitalization, integrated online-offline supply chains, and organizational changes to adapt to future growth.
赵波Analyzing the Business Logic Behind the Success of National Soy Milk 'Dou Ben Dou'
This article analyzes the success of 'Dou Ben Dou' soy milk, a product of Dali Foods Group, which achieved 1 billion yuan in sales in its launch year of 2017. The analysis covers four key reasons: seizing the health trend, redefining category value, building a product structure, and using multi-dimensional marketing.
New DistributionZhong Shanshan: Persisting in Doing a Good Job at the Three-Meter Cashier Counter is the Key Action for Nongfu Spring's Success!
In the past, before the internet was widespread, most FMCG practitioners advocated and believed in the supremacy of terminals and channels. However, in recent years, as the internet has fully penetrated offline, some have begun to claim that the era of terminal supremacy is over and that those who don't keep up will be eliminated. Many of these critics are theoretical researchers. Although their logic is rigorous and well-founded, I don't believe these academics are more capable than the leaders of billion-yuan enterprises. If they disagree, I'd rather trust the chairmen, as practical results don't lie.
海游New Product Distribution Underperforms: Where's the Problem?
In the process of introducing a new product to a regional market, the initial distribution effect and whether it meets targets are often key to success. Many distributors can distribute quickly, but market activation is slow, leading to poor sell-through and damaging customer relationships.
师顺宽No Price War! Uni-President Makes More Money in Mainland China
Uni-President Enterprises reported record first-quarter results, with revenue of NT$107.791 billion (approximately RMB 23.768 billion) and net profit after tax of NT$5.276 billion (approximately RMB 1.163 billion), up 99.85% quarter-on-quarter. Its mainland China business, Uni-President China Holdings, saw net profit surge 48% to RMB 380 million, driven by value marketing and healthy channel inventory management.
New DistributionReview | The First-Quarter Battle in the Food & Beverage Industry: Who Got Off to a Good Start?
As the saying goes, the whole year's work depends on a good start in spring. First-quarter financial reports of listed food and beverage companies have been released one after another. This article reviews the performance of some companies to see who achieved a good start.
New DistributionThe Concept of Distribution No Longer Exists!
In the past, companies focused on channel dominance and winning at the terminal, but with channel restructuring and integration, traditional distribution channels have been disrupted, and you never know where your products will be intercepted. As a result, the way suppliers connect with customers must change: previously, whoever had the biggest business got connected, but now customers connect only when there is content, professional service, shared interests, and excellent scene experiences. The new marketing era has arrived, and many Chinese companies are accelerating into industry monopoly, which violates the laws of competition.
程绍珊Jinmailang and Nongfu Spring's Top Sales Performers: They Only Got One Thing Right
This article discusses how FMCG companies can improve employee efficiency through terminal management systems, using Jinmailang and Nongfu Spring as examples. It emphasizes that companies should choose a system based on their specific needs, whether focusing on market fundamentals (for growth-stage companies) or sales fundamentals (for mature companies).
海游Without Increment, Cannot Hold Onto Stock
China's reform and opening-up succeeded due to a key technique: shelving stock and reforming increment. This led to incremental reform inevitably driving stock reform. In Chinese marketing, stock has been capped since 2013, and with the rise of e-commerce, stock is no longer secure. Without increment, stock cannot be maintained. The article discusses the three battlefields of new marketing, new retail, and new distribution, emphasizing the shift from 2B to 2C to create increment and influence stock.
刘春雄How Will China's Consumer Market Evolve in the Next 20 Years?
China's consumer market is becoming a focus for capital and entrepreneurs. The iteration of consumer groups, differences across market tiers, and changes in media are generating numerous entrepreneurial and innovative opportunities. In the entire consumer retail market, while online dividends are gradually disappearing, offline retail still has great potential, especially community commerce, where breakthroughs in service experience and convenience will allow a group of excellent consumer enterprises to expand beyond their regions and become the next generation of retail service infrastructure.
郑祎娴This 10,000-Word Article Hides China's Biggest Business Opportunities!
Based on a keynote speech by Shen Shuaibo at the 2019 New Opportunities, New Wealth conference, this article challenges common assumptions about the Chinese market with nine counterintuitive data points, explores China's four major advantages, and offers insights on consumption trends, the real economy, and emerging opportunities in lower-tier cities and overseas markets.
沈帅波What Does the Future Hold for Three Squirrels?
In 2003, at age 27, Zhang Liaoyuan became an FMCG salesperson, driven by a dream to become rich after a life-changing experience in 1994. After years of self-study and failed ventures, he founded Three Squirrels in 2012, which grew rapidly but faced stagnation, food safety issues, and IPO setbacks by 2017, leading to anxiety and a strategic overhaul.
陈彦华Will There Be Another 10-Billion-Yuan National Brand in the FMCG Industry in the Next 5 Years?
In recent years, the FMCG industry has rarely seen the emergence of 10-billion-yuan single products or innovative brands surpassing 10 billion in sales, prompting us to consider why, despite consumption upgrades and retail innovation, there are few phenomenal hits. In the past, building a brand was relatively easy: with good product quality, clear differentiation, centralized media promotion, and large-scale distribution, a brand could establish consumer recognition. Essentially, whoever had the largest production capacity, the ability to advertise on centralized media like CCTV, and the capability for low-cost, large-scale rapid distribution would become the industry leader.
赵波New Marketing Practical Case: From 'Terminal Wins' to 'Community Wins'!
This article presents two real cases demonstrating the shift from traditional terminal-based marketing to community-based new marketing. The first case involves a brand that, after struggling with declining sales, successfully implemented a new marketing strategy using social media, mini-programs, and community marketing to achieve significant growth. The second case shows how Beikang diapers leveraged community group buying and social e-commerce to exceed sales targets, highlighting the importance of connecting with consumers in their daily environments.
任小东Amidst the Melee of a Thousand Groups, the Matthew Effect Emerges: How Can Second- and Third-Tier Community Group Buying Enterprises Break Through?
Capital is aggressively entering the fray, with various players taking turns on stage, creating a lively scene. As for who will last until the end and finally see the clouds part, perhaps everyone has a different answer in mind! In the capital winter, community group buying is exceptionally hot. Nearly 5 billion yuan in funds, with internet giants like JD.com, Meituan, and Meicai entering the fray, and top-tier capital firms such as Sequoia, GGV, IDG, Hillhouse Capital, and Jinshajiang Venture Capital expressing their enthusiasm for this new retail format with real money. After more than half a year of explosive growth, there is no doubt that the overall competitive landscape has already taken shape...
刘少德Does the Old Playbook of FMCG Still Have a Future?
Marketers, planners, and SME owners—the backbone of traditional enterprises—are mostly in a state of confusion and anxiety. This article explores whether the old, low-level operational tactics in the FMCG industry still have a future amid new consumption environments, and how traditional players can adapt.
冯云飞Farewell, Billion-Yuan Products!
Once upon a time, there were many billion-yuan products that were household names, riding the wave of reform and opening-up and accompanying a generation's growth. Now, the era of billion-yuan products seems to be fading, and those super products are facing new challenges. With the rise of the millennial generation and the impact of digitalization, these once-dominant products are weathering storms—some fading away, others keeping pace with the times. Today, New Distribution reviews those once-ubiquitous beverage billion-yuan products for our readers...
New DistributionWhere Is the Road to the Future Revival of China's Beverage Industry?
2013 and 2014 marked a turning point for China's beverage industry, as after over 30 years of rapid growth, most beverage categories began to decline. According to Euromonitor data, among major beverage categories, except for bottled water which has maintained growth, other major categories such as ready-to-drink tea, juice drinks, carbonated drinks, and plant protein drinks have seen consumption decline year by year since 2013 or 2014. As of the end of 2017, the decline in most categories continues with no clear signs of recovery.
Tony Zhang