SQC，标准化的守门员 用标准化破解便利店"服务力"的主观难题。 当商品差异缩小，"服务力"成为便利店最后的胜负手。 在零售业快速变化的当下，便利店早已不只是"距离最近的店铺"这么简单。随着各大品牌纷纷投入鲜食、咖啡、PB商品（自有品牌商品），顾客能在不 同便利店买到相似商品、享受相近促销优惠，这意味着当"商品差异化"逐渐消失，"服务力"已成为便利店打动顾客、留存忠诚度的核心关键。 "服务力"既包含标准化作业流程，也蕴藏员工与顾客间的细腻互动。顾客进店瞬间，从招呼语气、环境整洁度到结账流程，皆为体验的一部分。这些细节 虽短期未必直接反映在营业额上，却深刻影响顾客对品牌的认同与复购意愿。 然而，"服务力"的衡量与保障并非易事。不同于财务报表或销售数据，服务质量带有较强主观色彩，既需标准化检核，也需顾客视角的验证。 在此过程中，两大工具扮演关键角色：SQC（Service Quality Check，服务质量检核）与MS（Mystery Shopper，神秘客）。前者如"守门员"，以制度化检 核确保流程与细节不出错；后者似"照妖镜"，以顾客身份走进门店，真实反映服务能否带来好感。 本文将基于笔者多年的便利店行业实 ...

Group 1 - The meeting focused on summarizing industry development experiences, analyzing current market conditions and challenges, and discussing future high-quality development paths for the kitchen appliance industry [1] - Key industry leaders emphasized the importance of the "Private Economy Promotion Law" in supporting the legal development of the private economy and highlighted the shift of China from a "world factory" to a "brand power" [2] - The overall growth of the Chinese kitchen appliance industry in the first half of the year was attributed to national policy support, encouraging industry peers to maintain confidence and pursue high-quality innovative development [2] Group 2 - A professional analysis of the Southeast Asian kitchen appliance market forecast for 2025 indicated strong economic resilience in ASEAN countries, with Indonesia and Vietnam presenting significant market opportunities for Chinese kitchen appliance companies [3] - Industry leaders agreed on the need to enhance internal management, improve operational efficiency, and adapt to external uncertainties while focusing on core areas and product innovation [3] - The meeting concluded with a call for companies to uphold the spirit of "friendly competition and product competition" and to avoid price wars, fostering a healthy industry ecosystem [4] Group 3 - The meeting successfully gathered industry leaders, fostering a consensus among "guardians" of the industry and inspiring "pioneers" to innovate and lead [4] - The emphasis was placed on continuous technological, product, and management innovation to enhance corporate strength, product quality, brand power, and service capabilities [4] - The event aimed to unite member companies to collaboratively write a new chapter in the high-quality development of China's kitchen appliance industry [4]

Core Viewpoint - The era of "buying and forgetting" is over, and the true value of a mattress now depends on the post-purchase services provided by the retailer [1][3] Group 1: Service Innovation - Mousse Group has established a comprehensive service network that covers the entire lifecycle of the product, offering services from delivery to maintenance, making the experience predictable and verifiable [1] - The company has achieved a Guinness World Record for the most simultaneous mattress deep cleaning, showcasing its commitment to service excellence [1][3] Group 2: Customer Satisfaction - Third-party surveys indicate that Mousse Group has maintained the highest service satisfaction in the industry for ten consecutive years, with satisfaction rates of 99.7% for sales, 99.73% for installation and delivery, and 99.65% for after-sales problem resolution [3] - The company has transformed service from a cost center into a secondary sales channel, enhancing customer loyalty through efficient and reliable service [3] Group 3: Competitive Advantage - Mousse Group emphasizes the importance of service precision and emotional connection as new competitive dimensions in a market where product differentiation is challenging [5] - The company aims to set new standards and continuously upgrade its service offerings, positioning itself as a leader in the mattress industry [5]

Core Viewpoint - The real estate market in 2025 is shifting from "market rescue" policies to "reconstruction" strategies, focusing on balancing the dual-track system of housing security and market dynamics [4][6] Group 1: Market Changes - The proportion of improvement housing purchases surged to 57% in the first half of 2024, surpassing first-time buyers, indicating a significant shift in demand structure [4] - Developers are transitioning from rapid growth to product refinement, emphasizing product strength as the core competitive advantage [4] Group 2: Delivery Capability - Leading real estate companies are maintaining their delivery capabilities as a core support during the industry's deep adjustment period, with companies like Poly Developments, China Overseas Property, and Vanke consistently ranking in the top ten [6] - Successful delivery is characterized by strict control over construction progress and quality, as well as the enhancement of community amenities and property services [6][8] Group 3: Operational Capability - The concept of a "good house" has been integrated into government work reports, emphasizing that it is not just about physical construction but also about embodying a vision for a better life [8][12] - Some benchmark companies are advancing from basic construction to service upgrades, focusing on community operations and property services [8] Group 4: Service Capability - Service quality is becoming a critical factor in community sustainability and asset appreciation, with high-quality property services positively impacting second-hand housing prices [10][11] - Examples include Vanke's community events and health management initiatives, which enhance the living experience and foster community engagement [9][10]

Core Insights - The company successfully set a Guinness World Record for the "most people simultaneously cleaning mattresses online and offline," enhancing public awareness of sleep hygiene [1][5] - The "Musi Gold Steward" service has evolved over the past decade, now offering a 1v1 personalized service model that emphasizes emotional connection and comprehensive care throughout the product lifecycle [1][3][11] - The company aims to redefine the home furnishing industry by shifting from a "transaction ends" model to a full-service ecosystem that meets deeper user needs [1][11] Service Evolution - The "Gold Steward" service was first introduced in 2015, providing a five-star service experience and evolving into a 4.0 model in 2023, which includes a comprehensive rights system covering the entire product lifecycle [3][6] - The upgraded service model incorporates a smart service ecosystem, offering ten key benefits that enhance user experience and satisfaction [3][5] - The company has achieved a customer satisfaction rate of over 99.6% for its cleaning services, with a significant number of repeat customers [12] Market Positioning - The home furnishing industry is entering a "stock competition" phase, where service capability is becoming a core competitive advantage [11][15] - The company emphasizes the importance of both "service value" and "product value," aiming to create a service ecosystem that enhances customer loyalty and emotional connection [11][15] - The company is committed to responding to the "Healthy China 2030" vision by providing comprehensive health sleep solutions that integrate service and product offerings [15]

Group 1 - The term "stock era" has become a core keyword for the home furnishing industry in 2025, indicating the importance of understanding consumer demand in a competitive market [1] - Consumer attitudes have shifted from focusing on basic functionality and cost-effectiveness to valuing overall experience, emotional resonance, and personalized services [1] - Home furnishing brands are now at a critical juncture, needing to innovate and redefine brand value centered around user experience [1] Group 2 - Mousse has recognized the equal importance of "service value" and "product value" in the health sleep sector, leading to the establishment of a comprehensive service ecosystem [2] - The "Mousse Gold Steward" service has evolved from a single mattress cleaning service to a full lifecycle health management service, enhancing user engagement [2][4] - The 10th anniversary of the "618 World Dust Mite Day" saw Mousse successfully recruit 474 participants for a Guinness World Record challenge, showcasing its service capabilities [2][7] Group 3 - Mousse's commitment to customer satisfaction is reflected in high service quality metrics, with customer satisfaction rates exceeding 99.6% across various service categories [6] - The successful Guinness World Record challenge highlights Mousse's top-tier service standards in deep cleaning mattresses, reinforcing its brand reputation [9] - The challenge involved 474 participants completing a standardized deep cleaning process, demonstrating Mousse's professional management and coordination capabilities [7][13] Group 4 - The shift in consumer expectations from functional satisfaction to emotional recognition has led brands to provide comprehensive service experiences throughout the entire customer journey [15] - Mousse is positioned as a leader in this service upgrade trend, redefining user experience rules through proactive service and standardization [15] - The focus on "service capability" is becoming a new battleground for defining high-end home furnishing brand value and competitive advantage [15]