作者 | 彭倩 "双轮驱动"颇有成果，盒马加速跑 在"双轮驱动"下，盒马的业务变得更为聚焦，集中资源拓展"盒马鲜生"和"超盒算NB"两种店型。2025年，盒马鲜生进入了40个新城市，超盒算NB新开门 店超过200家。 盒马选择此时扩容"盒区房"，实际上是内外因共同作用的结果。 编辑 | 乔芊 推进"双轮驱动"的第一年，盒马交出了不错的成绩单。 2026年伊始，盒马CEO严筱磊（花名：百何）向全员发出内部信，披露了过去一年盒马的成绩。2025年，盒马实现了超40%的营收同比增速。 36氪曾独家了解到，盒马2025财年首次实现全年经调整 EBITA 盈利。在2025年8月7日盒马10周年的发布会上，首次公开亮相的盒马CEO严筱磊也提及了 该数据，她还补充了细节："盒马在过去一个财年里面，每个月都是盈利的。" 早在2024年底，严筱磊便立下了军令状：要让盒马站上千亿规模的台阶，并在未来成为中国零售第一品牌。阿里2025财年（2024年3月底至2025年3月底） 年报显示，盒马该财年GMV已达到750亿元。 也是2024年底，严筱磊在内部信中首次明确，将聚焦盒马鲜生和超盒算NB两大核心业态战略，前者负责快速复制成熟模 ...

未来消费 提前看到消费的未来 LLALL FAREERY FFFFFFF PPPFFFFF 上上大上上上上 aeKV 这一年盒马鲜生进入40个新城市，超盒算NB新开门店超过200家。（内附内部信全文） 作者 | 彭倩 推进"双轮驱动"的第一年，盒马交出了不错的成绩单。 2026年伊始，盒马CEO严筱磊（花名：百何）向全员发出内部信，披露了过去一年盒马的成绩。2025年，盒马实现了超40%的营收同比增速。 36氪曾独家了解到，盒马2025财年首次实现全年经调整 EBITA 盈利。在2025年8月7日盒马10周年的发布会上，首次公开亮相的盒马CEO严筱磊也提及了该数据，她还补充了细节："盒马在过去一个财年里面，每个月都是盈利的。" 早在2024年底，严筱磊便立下了军令状：要让盒马站上千亿规模的台阶，并在未来成为中国零售第一品牌。阿里2025财年（2024年3月底至2025年3月底）年报显示，盒马该财年GMV已达到750亿元。 也是2024年底，严筱磊在内部信中首次明确，将聚焦盒马鲜生和超盒算NB两大核心业态战略，前者负责快速复制成熟模式，后者深耕社区化服务，形成互补优势。2025年，正是执行和检验双轮驱动的一年。 ...

社区零售赛道的竞争已进入深水区，行业格局正经历关键重构。 数据显示，中国社区中心零售市场规模已逼近 5.2 万亿元，这片蓝海吸引了众多玩家入局。回顾2025年 即时零售和社区零售市场，各家巨头入场，平台下场争夺终端用户，也开始下场开店。但多数参与者忽 视了社区消费对 "品质确定性" 与 "场景适配性" 的核心诉求，从而陷入低价竞争的同质化泥潭。 社区零售的规模化扩张，考验的不仅是短期的复制能力，更是长期的可持续运营能力。 近日，沃尔玛在深圳落子四家社区店，并于 12 月焕新上线官方 App。这一 "四店齐开 + App 升级" 的双 线动作，不仅标志着其 "小、精、近" 社区店模式完成市场验证，正式迈入复制扩张期，更宣告全渠道 生态闭环的全面成型。 而这只是沃尔玛业态布局的一隅。 据悉，沃尔玛目前正加速推进东莞等多个城市新一代门店的选址与筹备工作，更多的沃尔玛门店，正以 更好的姿态回到顾客身边，回到顾客"打开手机，点开app下单"的日常生活里。 再早前，沃尔玛自有品牌"沃集鲜"也焕新升级，以"简单为鲜，沃集鲜"的品牌理念，推出约千款"配料 简单、原料鲜、产地鲜、体验鲜"的差异化商品，重塑顾客对沃尔玛的认知，持 ...

Core Insights - The community retail sector in China is undergoing significant restructuring, with the market size approaching 5.2 trillion yuan, attracting numerous players. However, many participants overlook the core demands for "quality certainty" and "scene adaptability," leading to a homogenized low-price competition [1] Group 1: Walmart's Community Store Strategy - Walmart has opened four community stores in Shenzhen and upgraded its app, marking the validation of its "small, refined, and close" community store model and entering a phase of replication and expansion [3] - The community store layout focuses on addressing industry pain points, featuring a "small and refined" model with approximately 500 square meters and 2000 selected products, catering to high-frequency daily needs [5] - Walmart's private label "Wojixian" has been upgraded to emphasize quality, with a focus on simple ingredients and stable quality-price ratios, differentiating itself in a price-driven market [5][7] Group 2: Product Quality and Consumer Focus - Walmart has established a high-standard food safety and quality control management system, ensuring end-to-end quality management through strict supplier and product controls [7] - The "Wojixian" brand emphasizes low-sugar and health-oriented products, responding to consumer demands for both health and trendiness, with innovative offerings quickly gaining popularity [9] - The company does not use private label sales as a performance metric, instead prioritizing customer feedback to drive product development, which is crucial for avoiding homogenization [9] Group 3: Omnichannel Integration - Walmart's community stores target immediate high-frequency needs within a 3-kilometer radius, while its app serves as a primary choice for daily replenishment, demonstrating the effectiveness of its omnichannel strategy [12] - The integration of online and offline channels creates a "collaborative closed loop," where online consumer data informs offline product optimization, enhancing overall retail efficiency [10][12] - Walmart's commitment to a "customer-first" philosophy underpins its operational strategy, ensuring that every action taken is aimed at enhancing consumer value [13] Group 4: Strategic Direction - Walmart's approach focuses on "product strength" and "omnichannel support," avoiding the pitfalls of low-price competition and instead building a differentiated advantage by addressing core customer needs [15] - The company's future development logic emphasizes "customer first, quality core, channel collaboration, and long-termism," guiding the industry towards a new phase of competition based on quality, efficiency, and value [15]

据了解，我国《广告法》中第二十二条明确规定，禁止在大众传播媒介或者公共场所、公共交通工具、户外发布烟草广告。禁止向未成年人发送任何形式 的烟草广告。禁止利用其他商品或者服务的广告、公益广告，宣传烟草制品名称、商标、包装、装潢以及类似内容。 此前，当地时间7月16日，加拿大便利超商巨头Alimentation Couche-Tard（以下简称ACT）宣布撤回对日本便利店7-Eleven的母公司Seven & i Holdings（以 下简称7&i）的近470亿美元（折合人民币约为3373亿元）收购提案，标志着这场原本可能成为2025年全球最大并购案的交易正式告吹。 ACT在最新的致7&i董事会公开信中表示，在与7&i持续了长达一年的谈判过程中，其所获得的尽职调查机会极为有限，与管理层的接触"程式化""缺乏信 息"，对方特别委员会与主要股东伊藤家族"始终拒绝展开真正的讨论"。ACT直言，尽管在监管协调、剥离方案、反向终止费等方面已多次作出让步，但 始终"没有收到真诚回应"，因此不再继续推进本次交易。 涉事711便利店的工作人员告诉媒体，广告牌是店里自己做的，后来也发现广告牌内容不妥，目前已经撤下。 同日，7&i发 ...

Core Insights - The discussion between Hou Yi and Pei Liang focused on the transformation challenges and future development paths of the retail industry, emphasizing the importance of supply chain efficiency and changing consumer demands [2] Group 1: "胖改" (Fat Reform) - "胖改" has emerged as a key topic, revitalizing traditional retail companies like Bubu Gao, which faced significant stock price declines [3] - The reform encourages companies to abandon channel fees, enhance self-sourcing and sales, and return to the essence of retail, while also promoting employee care and a vibrant in-store atmosphere [3] - However, "胖改" is not seen as a panacea; it has limitations such as a lack of product innovation, excessive focus on experience over efficiency, and regional market constraints [4] Group 2: Discount Transformation - The concept of discount transformation is framed as an advanced operational method rather than a mere business model, focusing on optimizing supply chain and operational costs [5] - Key elements of discount transformation include comprehensive cost optimization, strict control of operational costs, and a product structure that balances low prices with upgraded consumer offerings [5] - The development of private labels is identified as crucial for overcoming competitive challenges in the discount sector, with examples from successful private label strategies in other markets [5] Group 3: Industry Shortcomings - The Chinese retail industry is noted to lag in product systems, customer insights, and global competitiveness despite leading in internet technology and logistics [7] - The evolution of the retail sector is categorized into three phases, with the current trend moving towards integrated retail formats that leverage both online and offline channels [7] - Future competition will hinge on product strength and comprehensive channel management, necessitating a complete operational system around products and brands [7] Group 4: Market Level Insights - Predictions indicate that first-tier cities will favor self-brand retailers, while mid-tier cities will replicate first-tier retail models, and lower-tier cities will maintain the importance of offline channels [8] - Regardless of market tier, the ultimate solution for retail remains in enhancing product quality [8] Group 5: Transformation Strategies - Innovation is deemed easier than reform, as it does not disrupt existing interests, while reform involves complex stakeholder dynamics [9] - Companies are advised to adopt a "point-to-surface" approach in transformation, starting with manageable improvements to regain consumer and employee confidence [9] - Small retailers can succeed by aligning their brand positioning with target consumer groups, leveraging quality service and in-store experiences to build trust [9]

Core Insights - The Chinese retail industry is undergoing a significant transformation driven by policy and market forces, shifting from a focus on real estate benefits to enhancing user experience [1][6][7] - The evolution of retail in China has seen three distinct phases, with the current phase emphasizing user-centric approaches and supply chain efficiency [2][3][5] Retail Evolution - The first phase of retail focused on availability, addressing the question of "whether goods are available" [2] - The second phase, characterized by the entry of large chain supermarkets, prioritized real estate value over customer satisfaction, leading to a disconnect between supply and consumer needs [2][3] - The third phase, or "Retail 3.0," marks a shift towards user-centric models, where retailers engage deeply in the supply chain and prioritize customer relationships [3][5] User Experience as a Driver - Retailers are innovating around three key dimensions: speed and convenience, emotional connection, and quality-price ratio [5][6][7] - Instant retail services, such as 30-minute delivery, are becoming standard, leveraging technology for efficient supply chain management [5][6] - New retail formats are transforming stores into community hubs, enhancing customer engagement and service quality [6][7] Policy Support - The recent policy initiatives aim to foster new retail models and stimulate consumer demand, providing a robust framework for innovation [1][6] - The focus on quality and value is reshaping the competitive landscape, encouraging retailers to adopt direct sourcing and develop private labels [6][7] - The evolution of retail spaces into multifunctional community centers reflects a broader trend towards creating immersive customer experiences [7] Conclusion - The ongoing transformation in the Chinese retail sector is fundamentally about returning to a consumer-centric business model, enhancing quality, efficiency, and emotional engagement [6][7] - This shift is expected to contribute significantly to the sustainable development of the Chinese economy, creating a more vibrant and diverse retail ecosystem [7]

Core Points - The article discusses the launch of a three-week shopping festival by RT-Mart for the Double 11 event, emphasizing a straightforward discount approach without complex promotional tactics [1][3] - The promotion includes a full-store discount where members can enjoy a 30 yuan reduction for every 199 yuan spent, aimed at reducing consumer shopping costs [3] - The event covers all product categories, addressing essential consumer needs and seasonal demands, with over 200 popular items discounted for the autumn and winter seasons [3] Group 1 - RT-Mart has initiated a simplified promotional strategy for the Double 11 shopping festival, starting from October 22 to November 11 [3] - The promotion is designed to enhance consumer trust by focusing on straightforward discounts and a better shopping experience [5] - The shopping experience includes unique features such as riding small yellow bikes in-store and themed areas with popular IPs, enhancing emotional value for consumers [5] Group 2 - Since the second half of 2025, RT-Mart has been actively transforming its store operations, including opening new locations and implementing a dual-brand strategy [5] - The introduction of a red price tag representing long-term low prices is part of RT-Mart's ongoing self-reform efforts to improve product offerings and pricing strategies [5] - The overall strategy aims to deepen the relationship of trust with consumers through enhanced shopping experiences and competitive pricing [5]

Investment Dynamics - Finnish startup Perfat Technologies raised 20.879 million RMB in Series A funding, led by Newtree Impact and Beyond Impact. The company has developed a plant oil conversion technology that transforms liquid oils into solid functional fats, reducing fat content by 80% and calories by 30% compared to traditional fats, while adding dietary fiber [3] - McDonald's plans to invest 200 million USD (approximately 1.4 billion RMB) in regenerative agriculture practices across U.S. ranches over the next seven years, covering 4 million acres across 38 states. This is the largest investment by McDonald's in the U.S. to support regenerative agriculture [5] - M Stand acquired Shanghai restaurant brand RAC BAR, which was established in 2017 and operates several locations in Shanghai. The acquisition allows RAC BAR to maintain independent operations at its original location [8][9] - Regal Food, a UK baking manufacturer, acquired soft drink brand Suncrest, known for its tropical fruit-flavored beverages. This acquisition aims to expand Regal Food's beverage product portfolio and create new growth opportunities in the UK and international markets [10][12] - Saks Global is negotiating to sell 49% of its luxury department store Bergdorf Goodman for approximately 1 billion USD. The sale could help stabilize Saks Global's financial situation, which is burdened by over 4 billion USD in debt [13][15] - Winland Foods and La Doria merged to create a new food manufacturing entity valued at 4 billion USD, named Windoria. The merger aims to enhance product offerings and strengthen the supply chain for retailers and food distributors globally [18] - SPC has reached a cooperation agreement with Fonterra to produce Fonterra brand products at its Carrum Downs factory for overseas markets. This partnership is expected to enhance the flexibility of regional supply chains in the dairy processing sector [21] - Nayuki Tea launched a pop-up store in Flushing, New York, attracting significant foot traffic in a Chinese community area. The store's location is strategically chosen due to lower rental costs compared to Manhattan and the presence of other Chinese tea brands [23] - Jean-Marc Bellaiche, former CEO of Printemps, will become the CEO of Sani/Ikos Group, a resort operator, starting January 1. His transition reflects a trend of fashion industry leaders moving into the hospitality sector [24] - Hema announced a major organizational restructuring, with CEO Yan Xiaolei also taking on the role of Chief Merchandise Officer (CMO) to enhance product development and supply chain management, aiming to strengthen Hema's competitive position in the fresh and instant retail market [28]

Core Viewpoint - The article emphasizes that new retail has not disappeared but has returned to its essence, focusing on core business models and product strength after a decade of exploration and competition in the industry [5][26]. Group 1: New Retail Evolution - In 2015, Alibaba initiated the "NB project," which later became Hema, marking the beginning of a new retail era in China [10]. - Hema's first store opened in January 2016, quickly gaining popularity with its unique model of "store as warehouse + instant delivery," achieving approximately 250 million yuan in revenue in its first year [12]. - The period from 2016 to 2019 is described as the "golden three years" for new retail, with significant investments and interest from various sectors [14]. Group 2: Challenges Faced - High operational costs and difficulties in achieving profitability were significant challenges, with delivery costs and other expenses compressing profit margins [15]. - Blind expansion led to cash flow issues, as companies pursued new business models without a clear path to profitability [15]. - The supply chain transformation lagged behind, resulting in product homogeneity and consumer dissatisfaction [15]. Group 3: Strategic Shifts - Major players like Hema have begun to retract their strategies, focusing on core businesses such as Hema Fresh and community discount stores [16]. - Hema's CEO emphasized that "product strength" is the core competitive advantage, leading to a renewed focus on product and service quality [18]. - Hema aims to build a "data-supply chain-experience" system to enhance product strength and consumer experience [18]. Group 4: Return to Retail Fundamentals - The article discusses the skepticism surrounding the future of new retail, with significant corporate actions indicating a shift in strategy [28]. - Hema's integration into Alibaba's ecosystem through platforms like Taobao and 88VIP enhances its user base and operational efficiency [28]. - The competition in the next phase will focus on the essence of retail, including product strength, supply chain efficiency, and consumer experience [26]. Group 5: Future Outlook - Hema's journey from its first store in 2016 to its current brand proposition reflects the evolution of new retail from concept to practical application [29]. - The article suggests that as competition centers on product strength and supply chain efficiency, new retail may enter a phase of significant value creation [29].