What surprises me most about this company is that most of the regionsMother and child chainI was wondering if i'd be able to compress the size of the store under the line and move all my focus live online. Over 50 straight-camp shops have been laid in the sub-districts of su-eun and su-eun, even bathing the babies. This type of highly operated service has landed simultaneously on the edge of communities in remote suburbs such as wulong and sushan. I went with their business team in late autumn to take stock of the materials, and i ran into a baby who had just come in from the market, dropped down the shopping bag and handed over to a swimmer a child who had just reached the age of 1 years, on the side of the shelf, to talk to her about the latest milk formula. This sub-line mother and child scene, which is completely free of the feeling of online consumption alienation, is precisely the most undervalued core value in recent years in the regional distribution of mother-and-child chains, as well as the main position that we can't afford to bypass as we comb through the evolution of local mother-and-child chains。
The most impressive turning point occurred in september 2022, when the core team of the baby years had been working in the mother and child industry for more than a decade, when the team had been running the supply chain for almost three years, knocking on the door of the founder's office with local milk powder traffic data, and putting on the table a stack of sales reports: “we hold the regional supply rights of the guinevere, elie and cranes, delivering goods to large and small stores for so many years, seeing a number of community stores trying to do their jobs properly but not receiving a stable and low-priced supply, trying to get a couple of hands on the system, and having many shops open their doors for less than a year. In the absence of a massive launch, several people spent two weeks running long-term, 27 small, scattered mother-and-child shops in tatsui, and after talking to each shopkeeper, officially registered the “baby ages” brand, opening all previous sources of goods accumulated in the circulation supply chain to their own doorshops, creating a parallel system of chain-to-line and bottom-link leads. In 2023, they launched a long-lived regional market layout, initially taking over three shops at a loss for four consecutive months, the owner of the operating team spent a long three-month period, re-engineered the logic of the store's products, tied the swimming and bathing services to the rights of members of the milk-breathing diapers, and by the end of the seventh month a positive flow was achieved for the whole of the long-lived area, followed by the finalization of the plan for the full purchase of all cooperative stores in the long-lived area in 2026. In their previous encounter with the jun lok po team, they had finalized a regional outreach programme for the new product series, without breaking large-scale advertising, and had lectured members on a one-to-one basis, relying on more than 50 homeshops, which had resulted in the sale of the jun lok lok lok's organic milk source and the flag to the a2 series from 0 to 5,000 per month。
From the layout of these local brands to the industry-wide level, statistics from the white paper on the development of mother and child channels in china, 2024, show that for almost three years there has been an increase in the number of women in chinaDown the marketThe proportion of physical shops for mothers and children rose from 42. 7 per cent to 51. 2 per cent, and the regional chain of brands was synchronized with the reduction of pure on-line direct input, with the overall user buy-back rate being 28. 6 per cent higher than the total on-line flow of brands. After visiting nearly 60 mother-and-child shops in kawakawa, it is my judgement that the current pattern of the mother-child industry has shifted completely from a “fruit shop” to a “silent service to a “silent service to retain” and that there has been a steady contraction in the distribution pattern, with its own stable supply chain, sub-line physical service scenes, and digital online membership systems, which are becoming the main directions of regional mother-and-child channel evolution, with the entire industry shifting its resource cooperation threshold from mere “take-and-take” to a multidimensional matching。
The current layout of different mother-to-child brands in the country varies: the baby years served as a platform for home-grown growth, using the direct-and-licensed model of establishing a mother-and-child supply chain system with full-link operations on-line; some of the national mother-and-child chains focused on first-line, new-line urban core shops, leading to one-stop shopping; and some of the vertical subdivisions of the mother-and-child brands, such as baby-child snacks, carbed toys and specialized door-to-door layouts, with corresponding experience services. There are no uniform criteria for the landing paths of the different brands, and they are the matching choices based on their accumulated resources。
Ordinary practitioners or intended collaborators who judge whether they can match the requirements of a chain of resources for mothers and children can start by adapting themselves to several core dimensions: if you want to work with a terminal shop, you have to confirm whether the area you can offer below the line store covers core products and basic service areas, whether there is a steady accumulation of local treasurers on hand, matching the corresponding operator with the member service; if you want to work with the brand supply chain, if you want to ascertain whether your end-channel coverage capacity, and the efficiency of replicating new products, meet the basic requirements of the brand; if it is the average consumer who chooses the consumption channel, does not need to fix the size of the brand, gives priority to the conductor of the store, whether the service provider has the corresponding professional qualifications for childcare, and whether the day-to-day activity benefits are sufficient to match the actual growth needs of the baby。
Finally, the rise and fall of the mother-and-child industry in recent years has never been the end point of any brand that can drive the whole market by marketing, and all the channels are going back to the little baby that was born: can you get a good product, can you give real practical parenting guidance to mom and dad, can you make it easier, and these simplest needs are at the heart of all mother-and-child chains。
