雀巢暴雷，信任已死

Core Viewpoint - The dispute between Chongqing Yichong Technology Co., Ltd. and Nestlé (China) Co., Ltd. highlights the challenges in the traditional high-price and post-rebate business model, revealing underlying issues in trust and cooperation within the industry [1][2][3]. Group 1: Dispute Details - Chongqing Yichong Technology accuses Nestlé of improper conduct, including high rebate promises that led to significant unpaid rebates totaling nearly 19 million yuan [1]. - The cooperation model between the two companies involved high initial purchase prices with subsequent rebates, which were initially paid but began to be delayed from Q3 2023 [1]. - Nestlé proposed a "three-fold package" solution to settle the debt, which was rejected by Yichong, leading to arbitration proceedings [1]. Group 2: Market Context - Nestlé faces multiple challenges in both global and Chinese markets, with a reported 6.1% decline in organic growth in the Greater China region for the first three quarters of 2025 [1]. - The company is undergoing a global restructuring, planning to lay off approximately 16,000 employees over the next two years to cut costs and focus on core businesses like coffee and pet care [1]. Group 3: Business Model Analysis - The rebate model used by Nestlé is described as a double-edged sword, where high pricing and post-sale rebates create a risky dynamic for distributors [3][4]. - This model relies heavily on trust, with Nestlé holding significant power over pricing and terms, leading to potential delays in rebate payments as a means of maintaining control over distributors [5][6]. Group 4: Internal Management Issues - The lack of clarity in the formal distribution agreement regarding rebate calculations and payment guarantees has left Nestlé with legal leeway [6]. - Promises made by Nestlé employees through informal channels have created a dual system of formal contracts and informal commitments, which can lead to disputes when market conditions change [7][10]. Group 5: Implications for Future Relationships - The arbitration case reflects a shift from cooperative business relationships to zero-sum games, indicating a lack of flexibility and foresight in Nestlé's local management under financial pressure [9][31]. - The incident has damaged Nestlé's reputation in the Chinese market, potentially affecting future partnerships and increasing the psychological costs for new collaborators [15][31]. Group 6: Broader Industry Challenges - Nestlé's traditional business model is under scrutiny as it struggles to adapt to the rapidly changing market dynamics in China, where local competitors are more agile [17][20]. - The company's reliance on outdated channel strategies and a complex management structure has hindered its ability to respond effectively to market demands [24][26]. Group 7: Future Considerations - The need for Nestlé to redefine its business philosophy in China is emphasized, moving from a focus on financial negotiations to a model based on data sharing and collaborative value creation [31][29]. - Companies must recognize the importance of building trust and transparent relationships with partners to avoid similar disputes in the future [31][29].