当线上流量红利日渐稀薄、获客成本持续攀升，美妆行业迎来一场静水深流的渠道变革。典型如，过去依赖线上"烧钱换增长"的新锐品牌，如今纷纷掉转 船头，重新审视曾被忽视的线下渠道价值。可以看到的是，线下渠道正悄然经历着一场深刻的变革与复兴，重新成为行业发展的关键阵地。 那么，于美妆品牌而言，线下渠道新的增长点在哪？这个问题的答案，或许就藏在了即将于今年12月3-4日，在杭州召开的"2025线下趋势Link大会"中。 然而，线下渠道也从来不是一条容易的路。货盘迭代慢、价格体系乱、代理商安全感缺失、门店客流碎片化……这些痛点像一道道"旋转门"，把无数想进 到线下的品牌挡在外面。正因如此，中国美妆市场需要一个既懂品牌、又懂渠道，还能把双方拉到同一张桌子上的"新物种"。 由此，2023年，专门为品牌解决"落地线下难"、为渠道解决选品难等问题的展会界"黑马"——BeautyLink美妆链应运而生。据悉，与目前美妆行业已有的 展会不同，BeautyLink美妆链定位为"精耕25省线下渠道的全国巡展"，其SLOGAN是"做线下渠道就找美妆链"。即BeautyLink美妆链以每个省区为主，精 耕该省区的代理商、门店、OTC、便利店、 ...

Core Insights - The retail industry in Jinan is undergoing significant transformation as major supermarket chains adapt to the new retail wave through innovative business models and supply chain restructuring [1][7] Group 1: New Retail Strategies - Supermarkets are shifting from merely selling products to offering experiential shopping environments, enhancing customer engagement through scene-based consumption [2][3] - Yonghui Supermarket's recent transformation has led to a sales increase of over 400% and a customer traffic increase of more than 150% after implementing a "Pang Donglai-style" adjustment [2][5] - Hema Fresh is integrating shopping with dining experiences, offering a variety of ready-to-eat options and fresh food, catering to the fast-paced urban lifestyle [3][4] Group 2: Store Adjustments and Innovations - Traditional supermarkets are undergoing significant renovations to improve customer experience, with examples like Jiajiayue introducing open kitchen areas and new product lines [5][6] - Jiajiayue has replaced approximately 40% of its homogenized products based on consumer data analysis, resulting in a 20%-30% increase in average sales post-renovation [5][6] - Dazhonghua is leveraging online platforms to enhance customer convenience, allowing for real-time price synchronization and rapid delivery, thus reducing operational costs [6] Group 3: Market Dynamics and Competition - New retail players like Sam's Club and Hema Fresh are rapidly expanding in Jinan, while local brands like Hualian Supermarket are struggling with declining sales and store numbers [7][8] - Hualian Supermarket reported a 5% decline in sales to 2.81042 billion yuan in 2024, alongside a 4.5% decrease in the number of stores [7][8] - The traditional supermarket sector is facing challenges from e-commerce and new shopping channels, prompting a shift from store closures to renovations aimed at enhancing the shopping experience [8] Group 4: Future Directions - Experts suggest that traditional supermarkets should focus on four key areas for transformation: upgrading experiences, innovating services, integrating digital solutions, and incorporating cultural elements into their offerings [8]

Core Insights - The article highlights the success of "鹿岛会员店" (Lushang Membership Store) as a low-cost alternative to established brands like Muji, Ikea, and Uniqlo, attracting 5 million members with a membership fee of 20 yuan and generating an annual revenue of 4 billion yuan [1][3][30] Membership Strategy - 鹿岛会员店 has gained a significant membership base by offering a low entry fee of 20 yuan, making it accessible compared to competitors like Sam's Club and Costco [14][30] - The store allows members to share their membership with friends and family, enhancing its appeal [16] Pricing and Product Strategy - 鹿岛's pricing strategy is aggressive, with products priced significantly lower than competitors; for example, a basic T-shirt is priced at 19.9 yuan compared to Uniqlo's 79 yuan [10][12] - The store focuses on essential items that are convenient and affordable, appealing to budget-conscious consumers [8][30] Store Layout and Experience - 鹿岛's store design mimics successful elements from its competitors while emphasizing low prices, creating a unique shopping experience [10][18] - The store features a flower market at the entrance, attracting foot traffic and enhancing the shopping experience [18][20] Supply Chain and Cost Management - 鹿岛 has developed a robust supply chain by collaborating with over 100 small manufacturers, allowing for cost-sharing and inventory management [34][36] - The company employs a direct purchasing strategy, paying suppliers immediately to secure better prices and quality [40] Market Position and Future Challenges - 鹿岛 has positioned itself as a leader in the low-cost retail segment, capitalizing on consumer trends favoring affordability [30][32] - However, the sustainability of its business model is questioned due to reliance on low prices and potential competition from imitators [42][44]

Core Viewpoint - Hema X membership stores are undergoing a complete shutdown as part of a strategic focus shift, with all physical locations ceasing operations by August 31, 2025 [5][6][8]. Summary by Sections Store Closures - All Hema X membership stores will stop operations, with the last store closing on August 31, 2025. The stores will continue to offer online ordering and home delivery services through the Hema app [6][8]. - The closure includes multiple locations across major cities such as Shanghai, Beijing, and Suzhou, with the first store opening in October 2020 [12][13]. Business Adjustments - Hema X membership stores have faced continuous shrinkage since May of the previous year, with several locations closing in July 2023 [12]. - The membership model was initially inspired by international giants like Costco and Sam's Club, but Hema has struggled to establish a sustainable competitive advantage in this segment [14][19]. Strategic Focus - Following the appointment of a new CEO, Hema is shifting its strategy to focus on Hema Fresh and Hema NB (Neighborhood) stores, aiming for refined operations and product offerings [15][24]. - Hema has reported significant growth, with 72 new Hema Fresh stores opened in 2024, marking the fastest expansion in five years [28][29]. Market Dynamics - The membership store model has proven challenging, with many players exiting the market. Hema's decision to close its membership stores reflects a broader trend of consolidation and resource optimization in the retail sector [30][32]. - The competitive landscape for membership stores is evolving, with established players like Sam's and Costco maintaining a strong presence while new entrants explore the market [33][34]. Future Outlook - Hema's strategic pivot towards its core business and the successful integration of online and offline retail is expected to drive future profitability and growth [29][34]. - The company aims to continue expanding its footprint in lower-tier cities and enhance its product offerings to meet changing consumer preferences [26][28].

Core Insights - Hema celebrated its 10th anniversary in Shanghai, with CEO Yan Xiaolei highlighting key operational metrics and the company's evolution in the retail landscape [1][3] - The company has shifted its strategic focus towards product strength and consumer trends, moving away from traditional supermarket classifications [1][3] Financial Performance - Hema's GMV for the fiscal year 2025 is projected to exceed 75 billion yuan, marking its first year of adjusted EBITA profitability [3] - The store closure rate is reported to be below 2%, which is considered ideal in the retail industry [3] - Hema ranked among the top three in the 2024 Chain Store Top 100 list, achieving double-digit growth in sales and store count [3] Business Strategy - Hema has streamlined its operations, focusing on Hema Fresh and Hema NB, following the closure of Hema X membership stores [2] - The company emphasizes a consumer-centric approach, prioritizing product development and iteration based on consumer feedback [5][7] Product Development - Hema has increased its product launch frequency, averaging over 20 new items monthly, while reducing the total SKU count in its bakery segment from around 300 to 150 [7][8] - The bakery category has become a strategic focus for Hema, with new store openings leveraging popular products to attract customers [8] Market Trends - Hema has identified consumer trends such as the demand for smaller packaging, catering to the needs of smaller households [8] - The company has seen significant growth in its HPP juice sales, doubling year-on-year for the past three years, with 90% of HPP juice products being private label [9] Expansion Plans - Hema plans to open nearly 100 new stores within the fiscal year, aiming to exceed a total of 500 locations [9] - The integration of Hema's membership system with Taobao's has resulted in a rapid increase in membership numbers, enhancing customer engagement [10]

Core Insights - The article discusses the transformation of retail in Shandong, focusing on how supermarkets like "胖东来" (Pang Donglai) have become customer favorites through quality and service improvements [2][3]. Group 1: Retail Transformation Strategies - The retail industry is shifting from traditional models to a quality-centric approach, emphasizing user and product focus [2]. - 永辉超市 (Yonghui Supermarket) has implemented a "胖改" strategy, resulting in over 400% sales growth and a 170% increase in customer traffic at its newly opened store [2]. - The strategy includes enhancing product quality, improving store layout, and providing over 30 customer-friendly services [2][3]. Group 2: Private Label Development - "胖东来" has successfully established its own brand products across various categories, driven by a robust supply chain, leading to high market demand [3]. - 银座集团 (Yingzuo Group) is also developing private labels like "InZone" and "银座优鲜" to control product quality and costs while enhancing value for customers [3]. Group 3: Customer Experience and Store Layout - Supermarkets are redesigning layouts to place fresh and baked goods at the entrance to stimulate customer interest and enhance shopping experience [4]. - 家家悦集团 (Jiajia Yue Group) has seen a 20%-30% increase in sales after store renovations, utilizing data analytics to tailor offerings to local demographics [5]. Group 4: Market Adaptation and Innovation - The retail sector is evolving from mere product providers to "lifestyle designers," focusing on health-conscious products and interactive shopping experiences [7]. - New projects like 银座·新辰天地 (Yingzuo New Century) are being developed to cater to younger consumers, featuring trendy designs and a mix of shopping and entertainment [7]. Group 5: Policy and Industry Trends - The Shandong government is promoting retail innovation, aiming to renovate over 50 commercial facilities this year to create new consumer hubs [8].

Group 1 - Hema plans to open nearly 100 new stores within the fiscal year, expanding into over 50 new cities, which will bring the total number of Hema Fresh stores to over 500 [1][2] - Hema has refuted rumors of store closures, stating that only 10 exploratory X member stores were closed, accounting for less than 2% of total stores [1][2] - Since the appointment of CEO Yan Xiaolei, Hema has focused on its core businesses, Hema Fresh and Hema NB, achieving significant growth with a projected GMV of over 75 billion yuan for the fiscal year 2025 [2] Group 2 - Hema has integrated its membership system with 88VIP, allowing all 88VIP members to receive a 90-day free Hema X membership, resulting in a doubling of membership numbers shortly after the launch [3] - Over the past decade, Hema has built a robust supply chain, establishing 8 supply chain centers and over 300 direct sourcing bases, making it one of the top three retail chains in China [4] - Hema has focused on product innovation, launching successful products like HPP juice, which has seen significant sales growth, and expanding its HPP product line with new offerings [4][5]

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]