禁酒令后的便利店

Group 1 - The core issue of the crisis is that the policy has directly disrupted the business model that smoke and liquor stores rely on, with over 80% of sales declining and more than 90% of stores severely impacted [2][5] - The sales structure of smoke and liquor stores typically relies on corporate bulk orders, which account for 50% to 70% of sales, while retail sales to individual consumers only make up 20% to 30% [3][5] - The ban has particularly affected high-end and mid-range liquor brands, leading to a significant increase in inventory turnover days from 45 to over 70 days for premium brands [6][7] Group 2 - Convenience stores are experiencing a "chronic consumption battle," with average daily customer traffic down by approximately 15% compared to the previous year [13] - The average number of items purchased per customer has decreased from 3.9 to 2.8, indicating a shift towards more targeted shopping behavior [14] - The decline in customer traffic and average purchase quantity is leading to a continuous drop in the average transaction value, pushing convenience stores into a cycle of revenue loss [20] Group 3 - The era of relying solely on information asymmetry, channel advantages, or single "convenience" attributes for survival has ended, marking a shift to brutal stock competition [22] - Convenience store operators must adapt to new survival rules, focusing on refined operations and cost reduction to thrive in a competitive environment [23][24] - Some stores are transitioning from a low-frequency, high-ticket model to a high-frequency, mid-to-low ticket community store model by diversifying product offerings [31]