盒马退出会员店，会员制超市热潮是否已降温？

Core Viewpoint - Hema's decision to exit the membership store business reflects a broader trend in the Chinese retail market, indicating a shift away from the membership supermarket model that gained popularity in recent years [1][3][4] Group 1: Hema's Membership Store Closure - Hema will close all its offline X membership stores by the end of August this year, marking its exit from the membership store sector [1] - The X membership store model, initiated by Hema in 2020, required consumers to hold a membership card to shop, with annual fees of 258 yuan and 658 yuan [1] Group 2: Market Trends and Competitor Actions - The membership supermarket model gained traction in China after Costco's successful opening in Shanghai in 2020, prompting various retailers like Hema, Yonghui, Carrefour, and Metro to enter the market [3] - However, five years later, membership stores are fading from the business strategies of these retailers [3][4] - Yonghui and Metro have not mentioned warehouse membership stores in their recent annual reports, while Carrefour's first membership store in China closed in 2023 [4] Group 3: Challenges Facing Membership Supermarkets - Successful membership supermarkets rely on strong supply chain networks, precise product positioning, operational excellence, and brand trust [4] - Costco and Sam's Club have built unique product procurement pools through global supply chains and have tailored products based on member preferences [4] - Hema's X membership store faced issues such as product quality control fluctuations and membership rights management problems, contributing to its decline [4] Group 4: Broader Implications for the Retail Industry - The exit of Hema from the membership store model signifies a rational return in the retail industry, as the initial enthusiasm wanes [5] - The essence of membership supermarkets is not merely a replication of business models but a deep integration of supply chain, product strength, operational capability, and brand trust [5] - Retailers are encouraged to reassess their strengths and seek more suitable development directions rather than forcing entry into mismatched business areas [5]