Core Viewpoint - The article discusses the practice of mandatory product bundling by manufacturers in both the luxury goods and fast-moving consumer goods (FMCG) industries, highlighting the implications for distributors and the evolving market dynamics [2][6][10]. Luxury Goods Industry - In the luxury goods sector, it is common for customers to be required to purchase additional products to gain access to desired items, such as Hermes bags [2][4]. - This practice is rooted in the scarcity of luxury products, where limited quantities are allocated to each store, necessitating a bundling strategy to prioritize access [2][12]. - The perception of fairness regarding this practice is largely unchallenged within the industry [5]. Fast-Moving Consumer Goods (FMCG) Industry - In the FMCG sector, mandatory product bundling is also prevalent, particularly among leading brands and their best-selling products [6][7]. - Manufacturers justify this practice by citing the need to balance market demand across regions and to promote new products alongside established ones [6][12]. - Distributors have mixed reactions, with some accepting minor bundling while others express frustration over receiving unsellable products [8][9]. Market Dynamics and Challenges - Recent trends indicate a growing discontent among distributors regarding mandatory bundling, particularly as demand for best-selling products declines [10][12]. - The oversupply of products and decreasing consumer demand have eroded the unique advantages of leading brands, making mandatory bundling more contentious [12]. - Brands may bundle slow-moving products with popular items to manage excess inventory and maintain a balanced product line, but this can strain distributor relationships and impact sales performance [12][14]. Financial Implications for Distributors - Mandatory bundling can lead to increased inventory pressure for distributors, tying up capital and complicating cash flow [14]. - The challenge of selling non-popular products may require additional promotional efforts, which can diminish overall profitability [14]. - Distributors are encouraged to assertively refuse unreasonable bundling demands to protect their business interests and maintain market confidence [16][17][19].

京东最近撤销了品牌部，所有职责和人员划到市场营销部。 品牌人再次陷入对未来的迷茫和惶恐中，连企业经营者们也在思考，品牌是不是真的已经成为上个年代的陈旧产物了？ 以我的经历来看，大厂品牌部如果做的还是那些事——品牌视觉物料管理和审核、品牌活动宣传、正向认知引导等，被撤销是早晚的事儿。 "品牌"已死？ 但是！ 不是所有的公司都不需要"品牌部"，"品牌"也不会消失。 只要企业还需要和目标客户"对话"，就需要品牌部和目标客户"沟通"，只是"沟通"的方式可能不再是TVC、大型创意活动等。 只要我们还是市场经济，只要消费者还需要选择，就需要"品牌"。 去年10月份就想把"品牌"这件事讲清楚，查阅大量资料，发现大部分研究者都是围绕"品牌"聊"品牌"，即脱离商业应用聊品牌的某种"存在状态"。 结果越看越迷糊。 "品牌"离不开商业，要想搞清楚品牌是什么、企业要不要做品牌、怎么做品牌，或许还要回到最原始的商业环境里。 本文正是以这种思路，以最朴素的商业理解，结合传播的"第一性原理"、用户消费和决策行为等，试图把"品牌"这件事讲清楚。 一、什么是品牌？ 当我在网上搜索这个问题时，答案五花八门，千奇百怪。 有人说品牌是一种符号——品 ...