DTC Playbook: How Wuliangye, Moutai, and Fenjiu’s Consumer‑First Strategies Compete for Survival in the T9 Era

Based on twelve years of DTC practice in fast‑moving consumer goods, MiDuo concludes that the liquor industry's "full‑to‑C" shift is not a simple de‑B‑ization but an evolution toward bC integration, where brands connect directly with consumers without dismantling existing B‑channel structures. The 2026 T9 round‑table, attended by nine leading distilleries, presented a historic industry answer to the looming channel‑stockpile crisis.

Why the traditional B‑channel model is collapsing

The three‑decade growth of white‑spirit brands relied on a pyramid distribution system (manufacturer → general distributor → provincial distributor → city distributor → terminal → consumer). Growth came from channel stockpiling rather than end‑user demand. By the end of 2025, total industry inventory exceeded ¥1.7 trillion, with midsize firms seeing a 60 % YoY increase, and price collapse followed as distributors dumped excess stock, e.g., Wuliangye’s 8th‑generation product fell from ¥1,000 to below ¥900 per bottle.

Three typical "full‑to‑C" models among T9 brands

Model 1 – Commodity‑rights reconstruction (Moutai) : Moutai launched the "iMoutai" platform on 1 Jan 2026, pricing the flagship “Feitian” at ¥1,499 directly to consumers. Non‑standard products are sold on consignment, eliminating ownership by distributors and charging a fixed 5 % commission. A four‑dimensional channel (self‑sale + distribution + consignment + sale‑on‑consignment) replaces traditional quotas, and dynamic pricing raised the contract price from ¥1,169 to ¥1,269 per bottle by March 2026.

Model 2 – Organizational restructuring (Wuliangye) : In 2025 Wuliangye dissolved its brand‑affairs department, reorganizing into nine functional units and three regional marketing zones, creating a vertical "headquarters‑regional‑terminal" control system. The company pledged to "embrace consumer sovereignty" and to leverage AI, big data, and the 2026 FIFA World Cup partnership to deliver precise, lifecycle‑wide user touchpoints, while also promoting green, low‑carbon, and collaborative ecosystems.

Model 3 – Scenario reconstruction (Fenjiu & Yanghe) : Yanghe upgraded to the core sponsor of the Jiangsu Super League, aligning its mass‑market "Hai Zhi Lan" brand with football fans, and refined sub‑brands to sharpen value propositions. Fenjiu, leveraging its young‑friendly, nationwide appeal, expands instant‑retail and dining channels, aiming to make its products purchasable anytime, anywhere.

Core differences and common pitfalls

While all three brands claim a "full‑to‑C" strategy, some merely re‑brand channel‑stockpiling tactics, offering no real consumer value and wasting resources. Genuine transformation requires changing the profit model of distributors from stock‑piling to service‑commission and capturing real user data.

Guidance for midsize brands

Adopt a consumer‑first mindset: shift decision‑making from channel‑centric to user‑centric, aligning product R&D, marketing, and channel design with genuine consumer needs.

Apply digital tools: use mature one‑code‑five‑level traceability, anti‑counterfeit, and consumer‑interaction features; third‑party platforms like MiDuo can provide low‑cost, standardized solutions.

Empower terminals: introduce "linked rebate" mechanisms that bind distributor/terminal incentives to consumer repeat purchases, rather than pure volume.

Avoid large‑scale direct‑sales setups, exorbitant IP sponsorships, and full organizational overhauls that exceed the resources of midsize firms.

MiDuo’s bC‑integration solution

Step 1 – Infrastructure : Deploy the "five‑code‑one" system (bottle, box, carton, pallet, case) for end‑to‑end traceability and launch a 3+2 mini‑program matrix (new‑distributor assistant, universal retail assistant, gold‑medal guide, business helper, member club) to digitize the F2B2b2C chain.

Step 2 – Two‑way empowerment : Enable B‑side terminals with digital tools for member management, community operation, and activity execution; simultaneously drive C‑side engagement through QR‑code interactions, points redemption, and membership benefits that pull consumers back to physical stores.

Step 3 – Strategic top‑level alignment : Break down functional silos and align sales, supply‑chain, finance, and marketing around user‑relationship assets; shift KPI focus from pure sales volume to user count, activity, and lifetime value.

Conclusion

The T9 "full‑to‑C" agenda marks a decisive industry restructuring: growth now stems from deep user value rather than channel stockpiling, and competition pivots from price battles to brand‑consumer relationships. Brands that genuinely embrace consumer‑centric transformation—through bC integration, digital empowerment, and metric realignment—will outpace rivals and secure the future of the Chinese white‑spirit market.