来源：品牌观察官 "我把能抵押的都抵押了，凑够200万元代理费，只为拿下"国家级代理"。"海南邹先生说。 现在他的手机每天都有几十条催债短信，他向记者展示手机中一长串未读信息，语气平静却压抑："秒惠董事长当初在会上承诺，'绝不让兄弟们吃亏'， 结果说完没多久，人就不见了。" 近日，被包装成新零售平台+数字化创业机会的「 秒惠生活」平台正式暴雷，全国多地出现维权者集中报案。据统计，参与人数超500人，投入金额从5万 元到200万元不等，多为希望靠副业改善生活的中年人和渴望"翻身"的普通家庭。 曾经，秒惠生活以"数字时代创业平台"为口号，在微信社群、招商会、短视频中密集传播，宣称"轻资产创业、无门槛返利、原始股分红"，吸引了不少想 创业的热血青年及中产上车。 他们拿出全部积蓄，甚至借钱入局，只为了"赶上下一波互联网风口"。如今风口散去，承诺成空，一地鸡毛。 最初几年，秒惠公司保持着相对低调的运营轨迹，主要业务集中在线上电商系统建设与技术服务支持领域，并没有明显对C端用户市场发力。在这一阶 段，它更像是众多中小互联网公司中的一个，专注"后端工具"而非"前台流量"。 直到2019年底，公司推出"秒惠生活"APP，是一 ...

Core Insights - Hema is shutting down all its warehouse-style membership stores, with the last store in Shanghai set to close on August 31, marking the end of its high-end membership store format [2] - Hema plans to open nearly 100 new Hema Fresh stores in the current fiscal year, expanding into over 50 new cities, aiming to exceed 500 total stores by the end of the year [1][2] - Hema has achieved profitability for the first time in the last fiscal year, with a strategic focus on its core business leading to faster and more stable growth [1] Store Expansion Strategy - Hema aims to accelerate store openings to serve more consumers and enhance shopping experiences through technology and innovation [3] - The company has successfully entered approximately 27 cities and opened over 60 new stores in the previous year [2] Membership System Integration - Hema's membership system has integrated with Alibaba's 88VIP program, resulting in a doubling of its membership base, with over 50 million members now accessible [6] - The integration includes promotional offers for 88VIP users, such as a 90-day trial membership for Hema X and discounted annual membership options [6] Supply Chain Development - Hema Fresh stores currently offer around 7,000 SKUs, with a robust supply chain established through direct sourcing and logistics [8] - The company has built 8 supply chain centers, over 300 direct sourcing bases, and numerous logistics hubs, enhancing the affordability of high-quality ingredients [8] - Hema ranks third among domestic supermarkets with a GMV of 75 billion, according to the 2024 China Chain Operation Association's top 100 list [8]

Core Insights - Hema has officially abandoned its "Sam's Club" strategy as it closes its last X membership store, marking a significant shift in its business model [1][2] - The company is now focusing on Hema Fresh and Hema NB (Neighbor Business) to expand into lower-tier markets and improve profitability [1][5] - Hema's challenges include ongoing quality issues and intense price competition in the industry, which will test its future growth [1][3] Group 1: Membership Store Strategy - Hema's X membership store was intended to compete directly with Sam's Club and Costco, but ultimately failed to attract sufficient customer traffic and profitability [2][3] - The membership store model requires a strong supply chain and precise targeting of high-end consumers, which Hema struggled to establish [2][3] - Hema's strategic pivot from "upward" (premium offerings) to "downward" (discount offerings) reflects its need to adapt to market realities [2][3] Group 2: Competitive Landscape - Hema faces increasing competition from Meituan and JD.com, both of which are launching discount supermarket formats that could threaten Hema's market position [4][6] - Meituan plans to open 1,000 stores under its "Happy Monkey Supermarket" brand, while JD.com is also expanding its discount supermarket presence [6] - Hema NB, with over 200 stores primarily in Shanghai and surrounding areas, must find ways to expand into other regions to remain competitive [6] Group 3: Supply Chain and Quality Control - Hema's reliance on Alibaba's ecosystem has led to supply chain weaknesses, including high spoilage rates and poor cost control compared to international competitors [3][5] - Recent food safety issues have raised concerns about Hema's quality control systems and supplier management [3][5] - The company must address these supply chain challenges to improve its operational efficiency and regain consumer trust [3][5] Group 4: Future Outlook - Hema's new CEO views Hema NB as a crucial part of the company's future, leveraging a franchise model to reduce operational costs and risks [5] - Despite the strategic shift, Hema's ability to compete effectively in the discount supermarket space remains uncertain due to the growing number of competitors [5][6] - Hema's role within Alibaba's broader strategy to transition from e-commerce to a comprehensive consumer platform is becoming increasingly important [7]

Core Insights - Hema, Alibaba's new retail experiment, celebrates its 10th anniversary, with CEO Yan Xiaolei announcing plans to open nearly 100 new Hema Fresh stores in the upcoming fiscal year while maintaining a store closure rate of no more than 2% [3][6] - The company achieved profitability every month in the past fiscal year, marking a significant milestone for its 10th birthday [3][7] - Yan Xiaolei's leadership transition comes as Hema aims to refocus its business strategy and address recent public speculation regarding its membership store model [3][6] Company Developments - Hema has experimented with approximately 12 different business formats over the years, including Hema Fresh, Hema Mini, and Hema Pick'n Go [5] - The company has established itself as a lifestyle brand, symbolizing quality living despite facing intense competition and challenges in the market [6] - The shift in leadership to Yan Xiaolei is seen as a strategic move to enhance profitability and adapt to the changing economic landscape [7] Market Position - Hema's innovative delivery model, promising delivery within 30 minutes, has become a significant competitive advantage in the fresh e-commerce sector [6] - The company is now focusing on two core business models, Hema Fresh and Hema NB, to better align with market consumption trends and drive profitability [6] - The transition from a "star company" to a "successful company" reflects Hema's commitment to sustainability and long-term growth rather than short-term hype [7]

盒马CEO严筱磊首次公开面对媒体李立/摄影 以阿里巴巴新零售第一块试验田出道，盒马日前迎来十周年。 2024年盒马创始人侯毅卸任，严筱磊兼任盒马CEO，这是其首次走向前台。在外界看来，这次活动既是 对盒马过去一年各种曲折的总结，也间接回应了日前再次冲上热搜的"盒马告别会员店"说法。 严筱磊整体讲话简洁低调，不超过5分钟，与公众熟悉的热闹、张扬的网红公司盒马大不相同。 盒马的开局可谓梦幻。 公众对盒马的最初印象始于2017年，时任阿里巴巴董事局主席马云和CEO张勇巡店。马云站在盒马的海 鲜缸前徒手抓起帝王蟹，一侧站着张勇，侯毅在另一侧鼓掌。这次巡店被外界视为阿里巴巴对盒马的一 次公开"认亲"。 2016年盒马在上海开出第一家门店，当年马云在云栖大会上即抛出了"新零售"的概念："纯电商时代很 快会结束，只有新零售这一说，线下企业必须走到线上去，线上的企业必须走到线下来。" 究竟什么是新零售？盒马以"3公里30分钟送达""悬挂链""堂食海鲜"等新概念，刷新了中国消费者对零 售业的刻板印象。彼时亚马逊刚斥资137亿美元收购生鲜杂货零售商Whole Foods Market，侯毅认为这是 中国互联网第一次跑赢美国。 据 ...

Core Insights - Hema's CEO Yan Xiaolei announced that the company will achieve profitability for the entire fiscal year 2025 and ensure monthly profits [1][4] - Hema plans to open nearly 100 new stores and expand into over 50 new cities within the fiscal year [4] - The closure rate of stores has remained below 2%, which is considered healthy in the retail industry [3][4] Business Strategy - Hema is focusing on two main business formats: Hema Fresh and Hema NB, aiming for a complementary growth model [3][4] - The company has shifted its strategy to concentrate resources on core operations, leading to rapid growth [4][5] Financial Performance - Hema's GMV is projected to exceed 75 billion yuan for the fiscal year 2024-2025, marking its first year of adjusted EBITDA profitability [4] - Hema has achieved double-digit growth in sales and store numbers, ranking among the top three in the 2024 Chain 100 list by the China Chain Store & Franchise Association [4] Product Development - Hema has significantly increased its membership through integration with the Taobao 88VIP system, reflecting a vibrant consumer market [5] - The company has developed a strong product differentiation capability, which is key to driving profitability and growth [5][8] Supply Chain and Innovation - Hema has established a robust supply chain with over 300 direct sourcing bases and eight logistics centers, enhancing product quality and cost-effectiveness [8][9] - The introduction of HPP juice products has seen exponential growth, with the company leveraging direct sourcing to improve product offerings and reduce costs [6][8]

Group 1 - The core point of the article is that Hema has officially abandoned its strategy of competing with Sam's Club by closing its last X membership store, marking a significant shift in its business model as it focuses on Hema Fresh and Hema NB [2][3] - Hema's initial strategy involved two directions: "going up" with Hema Fresh and X membership stores to compete with high-end retailers like Sam's Club, and "going down" with Hema Outlet and Hema NB targeting lower price points [3][4] - The failure of the X membership store is attributed to its inability to generate profit, with reports indicating that the store in Beijing closed just seven months after opening due to insufficient customer traffic and financial losses [4][5] Group 2 - Hema's supply chain capabilities have been called into question, particularly in light of recent food safety issues and high product wastage rates, which hinder its competitiveness against established players like Sam's Club and Costco [5][6] - The new CEO of Hema, Yan Xiaolei, is focusing on Hema NB as a key growth area, which operates as a community discount store model and allows for franchise expansion, aiming to achieve profitability in the upcoming fiscal year [6][7] - Competition is intensifying as both Meituan and JD.com are launching their own discount supermarket formats, with Meituan planning to open 1,000 stores, posing a significant challenge to Hema's market position [6][7] Group 3 - Hema's strategic value may lie in its role within Alibaba's broader consumer platform strategy, as it integrates with Alibaba's e-commerce initiatives, such as the launch of Hema sections on Taobao and the 88VIP membership benefits [8] - The shift in competition from Sam's Club to Meituan and JD.com highlights the increasing pressure on Hema to adapt and expand its market presence, particularly in lower-tier cities [7][8] - Despite the challenges, Hema's past positioning as a pioneer in "new retail" under Alibaba's vision remains a significant aspect of its identity, although the current market realities are increasingly difficult [8]

Core Viewpoint - Hema has officially abandoned its "Sam's Club" strategy as it closes its last X membership store, marking a significant shift in its business model and future direction [3][4]. Group 1: Strategic Shift - Hema's strategic focus has shifted towards "Hema Fresh" and "Hema NB (Neighbor Business)" while discontinuing the X membership store format, which was initially seen as a key growth area [3][4]. - The closure of the X membership stores indicates a retreat from direct competition with established players like Sam's Club and Costco, which Hema aimed to rival [4][5]. Group 2: Supply Chain Challenges - The failure of the X membership store format is attributed to profitability issues, with reports indicating that the stores did not attract sufficient customer traffic to sustain operations [5][6]. - Hema's supply chain weaknesses, including high spoilage rates and reliance on Alibaba's ecosystem, have hindered its ability to compete effectively in the premium retail segment [5][6]. Group 3: Competitive Landscape - Hema faces increasing competition from major players like JD.com and Meituan, who are aggressively expanding their discount supermarket formats, posing a significant threat to Hema's market position [9][10]. - The launch of Meituan's "Happy Monkey Supermarket" and JD.com's discount stores highlights the intensifying competition in the lower-tier market, where Hema is attempting to establish its presence through Hema NB [9][10]. Group 4: Future Prospects - Hema NB is viewed as a critical component of Hema's future strategy, focusing on community discount stores and franchise models to reduce operational costs and risks [8][9]. - Despite having a first-mover advantage in the lower-tier market, Hema's ability to expand beyond its current geographic concentration remains a challenge, especially with competitors rapidly entering the same space [10].

Core Viewpoint - Hema has officially abandoned its "Sam's Club" dream as it shifts focus towards a lighter business model, Hema NB, while facing intense competition from Meituan and JD.com [2][6][8] Group 1: Hema's Strategic Shift - Hema has closed its last X membership store, marking the end of its direct competition with Sam's Club [2] - The company is now focusing on Hema Fresh and Hema NB, aiming to expand into lower-tier markets through franchising [2][6] - Hema's previous strategy of "going up" and "going down" has led to internal conflicts, ultimately resulting in the abandonment of the X membership store model [3][4] Group 2: Challenges Faced - Hema's X membership stores were unprofitable, with reports indicating low customer traffic and financial losses [4] - The company has faced ongoing issues with product quality and supply chain management, leading to multiple food safety complaints [4][6] - Hema's reliance on Alibaba's ecosystem has hindered its ability to build a robust supply chain, resulting in high spoilage rates and cost inefficiencies [4][6] Group 3: Competitive Landscape - Meituan and JD.com are intensifying their competition with Hema, launching discount supermarket formats that threaten Hema's market position [6][7] - Hema NB has over 200 stores, primarily in Shanghai, but faces challenges in expanding to other regions against the backdrop of aggressive competition from Meituan and JD [7] - The competitive pressure is compounded by Meituan's plans to open 1,000 stores and JD's simultaneous expansion efforts [7][8] Group 4: Strategic Value to Alibaba - Hema's role may evolve into a strategic component for Alibaba's transition from e-commerce to a broader consumer platform [2][8] - Hema's integration with Alibaba's initiatives, such as the launch of the Hema section on Taobao, highlights its strategic importance [8] - Despite the challenges, Hema remains a key player in Alibaba's vision of "new retail," as articulated by Jack Ma [8]

Core Viewpoint - Red Flag Chain, a local supermarket chain in Sichuan, reported a decline in revenue for the first time since its listing in 2012, with a revenue of 4.808 billion yuan in the first half of 2025, down 7.3% year-on-year, while optimizing store structure and improving efficiency led to an increase in operating profit [1] Financial Performance - The company achieved a net profit of 262 million yuan in the first half of 2025, an increase of 8.63% year-on-year [1] - The net cash flow from operating activities was 414 million yuan, a decrease of 4.85% year-on-year [1] - Earnings from investments in joint ventures, specifically New Net Bank, contributed 72.83 million yuan to total profit, accounting for 22.32% of the total profit [1] Business Strategy and Expansion - Red Flag Chain attempted to expand outside Sichuan by establishing a joint venture in Gansu in 2020, but this strategy faced challenges and was ultimately unsuccessful, leading to a withdrawal from the Gansu market by 2024 [2][3] - The company is now focusing on new retail models, including live streaming and O2O (online-to-offline) strategies, to boost performance [3][4] Recent Developments - The company underwent a change in control as state-owned Sichuan Investment took over from major shareholder Yonghui Supermarket, which has been reducing its stake in Red Flag Chain [5][6] - Following the change in control, the management team has remained largely intact, with the company continuing its strategy of integrating online and offline sales [6][7] - Yonghui Supermarket has been reducing its holdings in Red Flag Chain, with plans to further decrease its stake in 2025 [7]