关掉会员店、捆绑阿里会员：盒马需要换个活法

Core Insights - Hema is undergoing a significant transformation, closing all membership stores and integrating its membership system with Alibaba's 88VIP, indicating a shift from independence to becoming a tool within Alibaba's ecosystem [1][3][5] Group 1: Membership System Changes - The closure of Hema's membership stores and the integration with 88VIP are seen as necessary moves, as Hema lacks sufficient time to build market trust and technological capabilities [1][3] - The integration allows Hema to tap into a larger user base through 88VIP, enhancing its growth potential by attracting high-value users from Alibaba's ecosystem [4][5] - The membership value is perceived to be diluted, as the barriers created by Hema's paid membership are removed, leading to concerns about the alignment of member profiles and expectations between Hema and Alibaba [6][7] Group 2: Strategic Implications - Hema's integration into Alibaba's ecosystem is viewed as a strategic response to competition from Meituan and JD.com, positioning Hema as a key player in the instant retail market [4][5] - The decision to close membership stores is influenced by the high investment required for each store, which ranges from 60 million to 200 million yuan, posing a challenge for Hema's overall profitability [10] - Hema's previous positioning as a leader in new retail is contrasted with its current need to adapt and align with Alibaba's broader strategy, indicating a shift in its operational focus [9][10] Group 3: Market Position and Future Outlook - The closure of Hema's membership stores marks a significant shift in its business model, which was initially seen as a potential competitor to Costco [8][10] - Experts suggest that Hema needs time to develop its product offerings and establish a strong market presence, with a potential timeline of 5 to 10 years for building a competitive edge in the membership store segment [11][12] - The experience of Hema highlights the challenges faced by new entrants in the membership store market, emphasizing the need for a unique value proposition and strong supplier relationships to succeed [9][11]