图① 丹尼斯自有品牌。记者 马腾飞 摄 农夫·刘先生超市内景。记者 时硕 摄 图③ 新乡胖东来"三胖"店正式开启试营业，为消费市场注入新活力。赵云 摄 图② 盒马鲜生郑州锦艺城王府井店。记者 李博 摄 2026年，中原将是中国超市业最有看头的较量场。 胖东来、鲜风生活、华豫佰佳、淘小胖、农夫·刘先生、山姆会员店（沃尔玛）、大张、麦德龙等各路商业资 本已完成集结聚势，一场行业大战正徐徐拉开序幕。无论是参战主体的数量规模，还是单座城市承载的超市 竞争密度，郑州都足以比肩国内一线城市水平。 这场大战的爆发，核心驱动力之一是河南消费者对超市场景需求的回归。2025年，这一市场惊人之变，正是 河南商超完成新一轮能力重塑、成功契合市场新需求的有力证明。同时，"电商吊打实体"的竞争格局得以翻 盘，平台再度向实体商企递来橄榄枝、重谋"议合"。 多位业界人士大胆预判：2026年，单店业绩3亿元、客单价超100元，或成为河南超市业竞争坐上"主桌"的基 准线。若业绩未能达标，或将无缘核心赛道。 沸腾河南超市行业上演"神仙打架" 《700米近战，大张新店"堵"在盒马鲜生门前》，2025年12月26日，河南日报发布的这则新闻，引起了国 ...

2025年，中国中产网友单方面宣布，自己被山姆背刺了至少四次。 最近，160块钱3瓶的海飞丝顶着舆论压力逆风上架，不出意外又令人刺痛了中产的神经。 起因各异，殊途同归。总结起来就是山姆下沉的太快，导致会员卡贬值，中产身份掉价，随之引发了轰轰烈烈的保卫山姆货架运动。 知名品牌盼盼在打入中产阶级内部前可谓做足了功课，把盼盼改成了"panpan"，还在包装上整了点法语单词和一面法国国旗，但这点小伎俩怎么可能逃过 中产会员的火眼金睛，最终惨遭下架。 中产与山姆的量子纠缠始于2016年，时任山姆中国区总裁文安德新官上任三把火，把150元的会员费涨价到260元，并说出了那句精准拿捏中产心态话 [1]： 先是好丽友、卫龙、溜溜梅等工人阶级品牌入驻，玷污了山姆高贵的货架；接着有机大豆偷偷降级被抓个正着；随后前阿里高管上任和商品AI精修图上 线时间意外重合，导致阿里莫名躺枪。 "如果有会员接受不了这个数字，那他们就不是我们的目标用户。即便会员制模式不是面向所有人，但我们就是要营造出一种专属感。" 但这句话还有后半段解释：山姆带给会员的价值会远高于这110元的涨价。 具体而言，这个价值是指按照山姆10%的让利空间来算，每年可以为 ...

Core Insights - Inner Mongolia is a key agricultural and livestock product production base in China, leading the nation in beef, lamb, milk, and dairy product output, but faces challenges in cross-regional sales due to scattered sales networks, high logistics costs, and slow delivery times [1] - The establishment of the first provincial-level shared front warehouse for agricultural and livestock products in Beijing and Inner Mongolia has effectively expanded the sales volume of Inner Mongolia's products in Beijing, achieving a consumption assistance of 32.6 billion yuan, an increase of 1.8 billion yuan from the previous year [1] Group 1: Addressing Pain Points - Collaborative efforts between Beijing and Inner Mongolia have led to the establishment of two shared front warehouses in key locations, leveraging transportation advantages to connect Inner Mongolia with the Beijing-Tianjin-Hebei region and the national market [2] - The opening of the front warehouses has attracted 102 agricultural and livestock product sales enterprises, significantly reducing logistics and storage costs for these companies [2] Group 2: Innovative Models - The front warehouses utilize a "warehouse-exhibition-sales-distribution" integrated system, enhancing the efficiency of agricultural product circulation through smart warehousing and digital management [3] - The operational model combines government subsidies with market-driven operations, resulting in a 40% reduction in logistics and storage costs and a one-day improvement in delivery times [3] - Notable success stories include a rice production company reducing logistics costs from 80% to 40% and achieving same-day delivery, while another company increased sales from 300,000 yuan to 1.5 million yuan per month after joining the front warehouse [3] Group 3: Standardized Operations - A comprehensive approach to ensure the long-term operation of the front warehouses includes experience sharing, system construction, and standardized management [4] - Activities such as promotional events in Shenzhen aim to expand the reach of Inner Mongolia's agricultural products to broader markets, including the Guangdong-Hong Kong-Macao Greater Bay Area [4] - The establishment of operational guidelines and regular evaluations ensures high-quality service for enterprises, achieving a satisfaction rate of over 95% [4]

Core Insights - The seafood market in Ganyu District, Lianyungang City is experiencing a robust supply and demand, with fresh seafood being efficiently transported to Chongqing, showcasing the region's strong seafood production capabilities [1][2] Group 1: Seafood Supply Chain Efficiency - The establishment of a front warehouse in Chongqing has significantly improved the logistics of seafood distribution, reducing transportation time from 48 hours to 24 hours, enhancing freshness and lowering costs by nearly 20% [2] - Daily shipments to Chongqing exceed 30,000 pounds, including 13,000 pounds of oysters, 5,000 pounds of shrimp, and 9,000 pounds of crabs, indicating a strong market presence [2] Group 2: Market Demand and Sales Performance - The seafood products from Ganyu have gained popularity in Chongqing, with over 50 partnerships established with restaurants and wholesalers, and a repurchase rate exceeding 40% on community group buying platforms [2] - Local retail sales are also thriving, with seafood selling out quickly upon arrival, creating a positive cycle of local and external demand [2][3] Group 3: Future Development Plans - Ganyu District plans to enhance its cold chain logistics system, expand the variety of products in the front warehouse, and upgrade sorting and distribution facilities to further boost the regional marine economy [3]

前言：商超行业变革的背景与挑战 作为一名供应商和行业研究者，我和商超打了快30年的交道，受益于中国商超行业的黄金发展期，我曾 服务的诸多品牌均顺势崛起，业绩亮眼。然而随着消费者购买行为的迭代升级，商业生态开始剧烈重构 —— 仿佛一夜之间，我们曾引以为傲、支撑企业稳健前行的大商超（KA），整体陷入发展瓶颈。作为 上游供应商的我们亦突陷迷茫困顿，整体性的困惑、集体性的应对无措，成了贴在商超与众多供应商群 体的共同标签。 应《零售圈》宋九亮先生邀约，结合笔者近30年的商超交道、管中窥豹的行业观察，以及多年的"价值 链共赢营销生态系统"研究，我想对传统KA的变革与生态价值重构谈一下自己的思考，以期为行业发展 提供些许参考。 毋容置疑，中国商超行业正经历深刻的结构性变革。在宏观经济环境变化与消费者行为模式转变的双重 驱动下，传统商超渠道正经历一场以"回归本质"为核心的自我革新。 传统商超的生存现状呈现出一种复杂而又充满挑战的图景。一方面，全国范围的关店潮持续上演，各大 超市品牌纷纷精简门店数量以优化布局。2024年有统计显示，62家超市品牌关闭了3037家门店，传统大 卖场的日子愈发艰难。 另一方面，一些曾经的巨头却在 ...

Core Viewpoint - The opening of the Huazhong Shared Pre-warehouse in Zhengzhou marks a significant step for Inner Mongolia's high-quality agricultural and livestock products to enter the central China market, providing a new support point for "Meng" branded products [1] Group 1: Warehouse and Logistics - The pre-warehouse is located in the core area of Zhengzhou's national logistics hub, surrounded by major highways, enabling rapid distribution to the Central Plains urban agglomeration and forming an efficient "cold chain delivery circle" [1] - The operational model combines "government guidance + market operation," allowing resident companies to benefit from centralized warehousing and intelligent management services, which reduce overall logistics costs and improve delivery efficiency [1] - Logistics time to major cities in Central China is expected to be shortened by more than one day, with "next-day delivery" covering over 50 core cities [1] Group 2: Infrastructure and Technology - The warehouse is built to high standards, equipped with multi-temperature storage, intelligent sorting, and full-temperature control systems, catering to the storage and distribution needs of various Inner Mongolian agricultural and livestock products [1] - An intelligent management system enables traceability and control throughout the entire process from storage to delivery, providing stable and reliable logistics support for "Meng" branded products [1] Group 3: Market Impact - Inner Mongolian agricultural and livestock product companies can achieve lower logistics costs and faster market response capabilities through the pre-warehouse, significantly enhancing their competitiveness in the Central China market [1] - Consumers in Central China will have easier access to and more favorable prices for fresh products from the grasslands [1]

Group 1 - The core viewpoint of the article emphasizes the competitive landscape of the food delivery and instant retail sectors, particularly focusing on Hema's strategic shifts and challenges in the context of Alibaba's broader market strategies [1][4][34] - Hema's GMV target of 100 billion yuan by 2025 may be achieved sooner than expected due to aggressive market strategies and integration within Alibaba's ecosystem [5][39] - Hema's recent performance includes a GMV exceeding 75 billion yuan and a positive adjusted EBITA for the first time, indicating a significant turnaround under new leadership [6][39] Group 2 - Hema faces intense competition from various players, including offline discount stores and established rivals like Sam's Club, while also needing to adapt to the integration with Taobao Flash Sale [7][10] - The rapid growth of Taobao Flash Sale has led to a significant increase in Hema's daily order volume, which reached 2 million orders in June, a 70% year-on-year increase [10][35] - Despite the increase in order volume, Hema's average transaction value has decreased from 90-100 yuan to 50-60 yuan after integrating with Taobao Flash Sale, raising questions about profitability [11][12] Group 3 - Hema's strategy includes a renewed focus on front warehouses, with plans to open 200-300 new locations by the end of the year, reversing a previous decision to halt this initiative [9][14] - The front warehouse model is seen as a way to enhance delivery efficiency and meet the growing demand for instant retail, with Hema's core offering being a 30-minute delivery service [13][15] - Competitors like Xiaoxiang Supermarket have a significantly higher number of front warehouses, which poses a challenge for Hema in terms of market penetration and delivery efficiency [15][18] Group 4 - Hema's other core business, Super Box NB, is expanding rapidly, with an average of 20 new stores opened per month since its brand upgrade in August [21][22] - The Super Box NB model focuses on high efficiency and profitability through a smaller store footprint and a streamlined product offering, which has proven to be successful in urban markets [24][27] - The shift towards discount retailing is driven by changing consumer preferences and a need for cost-effective shopping options, particularly in lower-tier cities [29][30] Group 5 - Hema's integration into Alibaba's ecosystem allows it to leverage resources and support, enhancing its competitive position in the instant retail market [34][35] - The collaboration with Taobao Flash Sale has resulted in a significant increase in user engagement and order volume, indicating a successful strategy shift [35][38] - Hema's future growth is expected to be supported by a focus on user experience and high-value customer engagement, which could lead to a revaluation of the company [39][40]

Core Insights - The instant retail industry in China is at a critical juncture, poised to reach a trillion-yuan scale, driven by simultaneous expansion and innovation in business models [1] Market Growth - The instant retail market in China is projected to reach 781 billion yuan in 2024, marking a year-on-year growth of 20.15%, significantly outpacing the growth rates of national online retail and total social consumer goods retail [1] - By 2025, the market size is expected to reach 971.4 billion yuan, surpassing 1 trillion yuan by 2026, and potentially reaching 2 trillion yuan by 2030, with an average annual growth rate of 12.6% during the 14th Five-Year Plan period [1] Demand Characteristics - The demand side is characterized by three main trends: youthfulness, immediacy, and health consciousness. In 2024, the age group of 31-45 years will account for 55% of consumers, a 5% increase from 2023 [5] - As of March 2025, over two-thirds of users on Meituan's instant delivery platform are from the post-90s generation, while over 60% of users on Taobao's instant delivery platform are aged 25-40 by July 2025 [5] - 51.5% of users expect rapid delivery innovations, with 55% of beauty and personal care purchases being for social gatherings and 52.7% for emergency gifts, requiring fulfillment within 30 minutes [5] - Approximately 80% of consumers are willing to pay a premium for health-oriented products, with 70.7% considering zero-additive products more reliable [5] Supply Chain Dynamics - Front warehouses are a key supply chain component, contributing over 50% of transaction volume, with increasing density since 2024, covering a 3-kilometer radius in first- and second-tier cities [5] - Platform-based front warehouses account for nearly 60%, with Meituan planning to exceed 100,000 lightning warehouses by 2027, while self-operated front warehouses represent over 40% [5] Quality Assurance and Service Evolution - By the end of 2024, Meituan's instant delivery service will have partnered with over 5,600 large chain retailers and 570 brand merchants, while Taobao's instant delivery service saw a 110% increase in new brand entries by July 2025 [6] - Instant retail is evolving from mere product transactions to comprehensive life service offerings, focusing on speed, reliability, scenario adaptation, and supply chain collaboration rather than just price competition [6] - Future developments in instant retail will feature comprehensive coverage, multi-scenario applications, AI-driven fulfillment, integration of goods and services, and a focus on green and low-carbon practices [6]

Core Insights - The article discusses the transformation of RT-Mart, highlighting its position as the second-largest supermarket in China, facing challenges in adapting to market changes and consumer preferences [1][2] - Despite efforts to showcase confidence in its transformation, RT-Mart's financial performance remains under pressure, indicating a need for strategic adjustments [2][14] Group 1: Transformation Strategy - RT-Mart plans to accelerate the renovation of 500 stores over the next three years, focusing on a model that combines health products, enjoyable experiences, and attentive service [3][4] - The company aims to shift from a "destination hypermarket" to a "community center" model, requiring a complete restructuring of its product offerings and operational logic [3][11] - A key strategy involves reducing the size of stores from over 10,000 square meters to between 6,000 and 7,500 square meters, and halving the number of SKUs from 16,000-20,000 to streamline product offerings [8][9] Group 2: Financial Performance and Challenges - In the latest financial report, RT-Mart's parent company, Gao Xin Retail, reported a revenue of 30.502 billion yuan, a year-on-year decline of 12.1%, and a net loss of 127 million yuan [1][14] - The B2C business saw a same-store order growth of 7.4% and a sales increase of 2.1%, but a decline in average transaction value poses a challenge to profitability [14] - The company has a cash reserve of 11.958 billion yuan, providing a buffer for operational and strategic initiatives [13] Group 3: Innovations and Opportunities - RT-Mart has initiated a nationwide joint procurement project for pork, which has led to a nearly 20% increase in sales volume and a 4 percentage point rise in gross margin [10][11] - The company is also expanding its private label strategy, with nearly 500 SKUs across over 50 categories, although this currently represents less than 3% of total sales [17][18] - The establishment of front warehouses aims to enhance online sales, with plans to increase the proportion of online sales to 40%-50% over the next three years [14][15] Group 4: Market Position and Future Outlook - RT-Mart's strategic focus on low-tier cities, where 75.8% of its stores are located, provides a favorable environment for its transformation efforts [11][12] - The company faces significant challenges in overcoming the inertia of traditional hypermarket operations while addressing declining revenues and weak core product offerings [18] - The transformation journey is expected to be long and arduous, with the next three years serving as a critical starting point for RT-Mart's revival [18]

Industry Overview - Community supermarkets serve as a modern retail format, typically ranging from several hundred to one thousand square meters, focusing on fresh produce and daily necessities for residents within a 500-meter to 1.5-kilometer radius [1] Market Characteristics - Community supermarkets fill the gap between large supermarkets and convenience stores, addressing consumer needs for shopping convenience and product variety [1] Current Industry Analysis Market Size and Structure - The community supermarket market in China is substantial, remaining robust despite e-commerce challenges, due to its advantage in immediacy [7] - The competitive landscape features three main players: national giants like Yonghui Supermarket and Wumart leveraging supply chain advantages, regional leaders like Jianfu and Xiangjiang Department Store with localized expertise, and internet entrants like Hema and Qixian reshaping industry standards through digital innovation [7] Operational Model Evolution - Key competitive factors include: - High frequency and strong customer loyalty driven by fresh produce and daily necessities [6] - Dependence on geographic location, with success tied to community density and consumer spending power [6] - Limited service radius, primarily catering to residents within walking distance, leading to a fragmented market [6] - High integration of digital platforms, with increasing online order proportions through partnerships with platforms like Meituan and JD Daojia [6] Future Trends - The industry is expected to evolve towards: - Refined and differentiated operations targeting specific consumer groups [10] - Deep integration of supply chains and the rise of private label brands [10] - Enhanced offline experiences combined with online efficiencies [10] - Development of private traffic channels through mini-programs and community operations [10] - Emphasis on green and sustainable practices [10] Challenges and Opportunities Challenges - Profit margin pressures due to high perishability of fresh goods, rising rent and labor costs, and commission fees from online platforms [10] - Intense competition leading to price wars due to minimal differentiation in basic products and services [10] - Shortage of talent skilled in both traditional retail and digital operations [10] Opportunities - Supportive policies promoting community supermarket development [10] - Technological advancements enabling better inventory management and reduced waste [10] - Growing demand for products catering to the elderly and children due to demographic shifts [10] - Potential for expansion in lower-tier cities as consumer spending continues to rise [10] Investment Recommendations - Focus on companies with strong supply chain capabilities, particularly in fresh produce [10] - Identify firms successfully undergoing digital transformation and integrating online and offline operations [10] - Look for market leaders in specific regions or niches [10] - Consider startups specializing in retail technology solutions [10]