Core Viewpoint - The retail transformation led by major players is at a crossroads, with companies like Hema adjusting their strategies, including the closure of Hema X membership stores and plans to open 100 new Hema Fresh stores this year [1] Group 1: Retail Strategy Adjustments - Hema's strategic moves reflect broader trends in the retail industry, where traditional supermarkets like Yonghui and Zhongbai are learning from successful models like Pang Donglai, while e-commerce giants like JD, Meituan, and Taobao are fiercely competing in the instant retail market [1] - The competitive landscape is characterized by a variety of approaches, with companies not able to replicate the unified pace of the past "new retail" model, indicating a shift towards diversified strategies [1][2] Group 2: Consumer and Supply Chain Impact - The essence of the retail industry remains unchanged, focusing on the inherent demand for value for money, which translates into the external presentation of the "people, goods, and venue" combination [2] - Different configurations of "people, goods, and venue" lead to varying operational outcomes, with mismatches often resulting in poor performance [2] Group 3: Competitive Dynamics - The competition between Sam's Club and Hema X membership stores highlights the complexities of retail dynamics, where the urgency to adapt can lead to inefficiencies and losses [3] - The retail sector is characterized by a large market demand and innovative potential, providing companies with opportunities for maneuvering despite the challenges [3]

数度追逐风口之后，巨头撬动的零售变革实验，似乎又到了重新上路的时候。 连日来，盒马一退一进的战略动作引发业界强烈关注：盒马X会员店全线关停，今年又要新开100家盒 马鲜生。 取舍之间的不只是盒马。永辉、中百等老牌实体超市，正努力学习胖东来；京东、美团、淘宝在即时零 售市场打得火热；盒马要靠拢阿里（淘宝），也要在"硬折扣"赛道与美团、京东、物美再度相逢；仓储 会员店的旗帜性企业山姆，看上去独孤求败，时不时警惕着"选品危机"等后院着火…… 大厂领衔的零售变革，试验继续，但很难重现昔年"新零售"模式的步调一致。不把鸡蛋放在一个篮子 里，是战略逻辑；鞋合不合适只有脚知道，是战术层面的冷暖自知。 零售变革直接影响消费者和供应链体验，哪些模式能抢到最大蛋糕？从亦步亦趋到各奔东西，站在十字 路口的单体企业，规模或有进退，可选择的余地却从未像今天这样宽泛。 可能有人怀疑，山姆等会员制超市商品普遍价高，还有不菲的年费，看上去并不符合"物美价廉"的逻 辑。其实不然，一方面，物美价廉本身就是相对概念，不同受众群体，不同商品的层次决定了价廉的层 次；另一方面，会员年费是一种服务价值的价格化，意味着企业替消费者筛选独特商品，降低了决策 ...

Core Viewpoint - The article emphasizes the importance of national consumer brands adapting to market changes and outlines five key strategies for success in the current economic environment [6][8]. Group 1: Successful Brand Strategies - The first strategy is that brands capable of penetrating lower-tier markets are considered good national brands [6]. - The second strategy highlights the necessity of targeting central regions in China, specifically the four provinces of Henan, Hebei, Shandong, and Shanxi, which collectively have over 300 million people [6]. - The third strategy focuses on maintaining sales during off-peak seasons, suggesting that brands should aim to eliminate seasonal downturns [6]. - The fourth strategy stresses the importance of integrating product and channel, as seen in successful brands like Guoquan Shihui and Hu Shang Ayi [6]. - The fifth strategy emphasizes the significance of the sequence of people, products, and places, advocating for a focus on younger demographics and specific product categories [6][8]. Group 2: Market Trends and Future Outlook - The article notes a shift from influencer brands to national brands, with a focus on value-for-money and market penetration [8]. - It mentions the upcoming challenges in 2025, including an escalation in global trade wars and the restructuring of business logic due to AI advancements [9]. - The narrative suggests that this period is not a crisis but rather a golden opportunity for innovators and entrepreneurs [10]. Group 3: Upcoming Events - The article promotes a significant event scheduled from June 6 to June 8, 2025, featuring prominent industry leaders and experts [11][12]. - It highlights the event as a platform for entrepreneurs to connect, share ideas, and gain insights into the evolving market landscape [11].