We continue to move forward on several initiatives. As announced last quarter, we aim to streamline the distribution process by contracting directly with larger infant-maternity store chains. This quarter, we are pleased with our progress on this front. We view this strategy as a win-win solution that allows us to strengthen our relationships with these growing chains to enhance our margins by lowering our selling costs. ... We have also continued to focus on driving revenue by growing same store sales instead of increasing penetration into more locations. ... Lastly, we have reviewed the efficiency of our sales team. Throughout the past quarter, we have examined the productivity of the promotional spending allocated to our third party marketing agents and believe that the resources are not being effective deployed. Thus, we have decided to focus our resources on building our internal sales team. This will be a gradual process that will be evident in our sales and marketing spending. However, we believe that long term, this will give us greater control over the activities and methods used to target customers and lead to stronger sales performance. We continue to be very excited for Yayi's outlook. In the long term, we are confident that our continued efforts to innovate and adapt will strengthen our presence in the marketplace while enhancing margins and strengthening distribution channels.
We recognize that our strategy realignments coincided with a challenging time in our industry. In the past year, the negative publicity of cow milk dairy products has spread to also affect the goat milk industry and for the broader dairy industry, we have seen imported brands gain market share from domestic brands to account for the majority of the market. In the near term, this means that our shift in strategy towards supermarket sales has encountered a rather hostile environment. Furthermore, due to recent nationwide, government-mandated manufacturing license renewals, we also noticed that distributors were reluctant to work with a new entrant until the renewal process was complete. We expected our supermarket centered strategy to gain Yayi nationwide brand recognition and, in turn, provide a platform to support greater long term growth. Unfortunately, due to high slotting fees, distinct distributor challenges, higher marketing costs, regulatory uncertainty and overall lack of consumer confidence in domestic brands, we have found the market penetration process to be lengthier than expected.
We have seen China's dairy industry experience a similar trend before with the melamine crisis. Thus, we are confident that as consumer confidence returns, domestic brands will regain consumer recognition and market share. Due to the various challenges of the past year, Yayi struggled to maintain its historical growth trajectory and needed to revise its near term financial performance expectations. As the industry rebounds, we are confident that Yayi will also regain its historical growth momentum.