卢 涛 一些深谙此理的实体店，已经找到了扬长避短的发展路径：集购物、餐饮、文娱等功能于一体，"一站 式"服务各类人群与需求；上架特色产品、打造网红场景、引入新潮元素，顺应注重个性、体验、社交 的消费新趋势……供给端转型升级，与需求端同频共振，更好地为消费市场打开了新空间，也增强了消 费者黏性。 实体店，好逛就是竞争力，留住人是真本事。实体店与网店良性竞争、各显其能，不断推出更优质的产 品和服务，定能提振消费、繁荣市场，为人民群众的美好生活添彩助力。 《 人民日报 》( 2025年09月06日 05 版) 实体店需要消费者，消费者也需要实体店。相较网购，进店购物往往要付出更多时间和花销，但许多人 却乐此不疲、享受其中，这恰恰说明了这种传统消费方式的不可替代性。 逛网店与逛商店，"逛"的意味迥然不同。网购，只需滑动指尖，各种货品一目了然、尽在掌握，但购物 消费并不只是为了高效地匹配供需、完成交易，还涵盖探店淘宝、游览休闲、参与社交、感知生活等多 元化的体验，以满足人们的情绪价值。 ...

Core Viewpoint - Leshar is navigating the competitive beauty retail landscape by focusing on consumer needs and expanding its store presence despite market challenges [1][4]. Company Overview - Founded in 2012, Leshar has transformed from a cosmetics agent to a multi-category lifestyle store, now focusing on "beauty lifestyle" concepts with over 180 stores nationwide and a membership base exceeding 4 million [1][4]. Retail Strategy - Leshar emphasizes a unique shopping experience by transitioning from traditional sales methods to a demand-matching service, enhancing customer engagement through digital tools and personalized member benefits [2][3]. - The company offers significantly lower prices for branded products, often at half the price of traditional counters, which raises consumer questions about quality control and product freshness [2][3]. Supply Chain Management - Leshar employs a "risk-sharing, profit-sharing" model with suppliers to ensure quality and price balance, while also implementing a "30-day no-reason return" policy to build consumer trust [3][5]. - The company focuses on a "small but refined" product selection strategy, collaborating with major brands like Procter & Gamble and Unilever to secure exclusive resources [2][3]. Market Dynamics - The beauty retail market in China is projected to reach 610 billion yuan by 2025, with a 12.1% year-on-year growth, but the channel landscape is becoming increasingly polarized, with online sales dominating [4]. - Traditional retailers face pressure, while new entrants like KKV and Miniso are emerging, creating a highly competitive environment [4][5]. Future Outlook - Leshar believes that the beauty retail industry has not peaked, as consumer demands continue to evolve, and plans to innovate and expand based on user needs [5].

Core Insights - The convenience of online shopping has not diminished the appeal of physical stores, which continue to attract consumers due to unique experiences and services [1] - Consumers today seek not only products but also experiences and emotions, emphasizing both cost-effectiveness and emotional value in their purchases [1] - Physical retail stores are leveraging their advantages to enhance shopping experiences, creating new consumption scenarios and models that contribute to economic growth [1] Group 1 - The rise of online shopping has made purchasing easier, yet physical stores remain vibrant and popular among consumers [1] - Consumers are increasingly valuing the experience and emotional satisfaction associated with shopping, beyond just the products themselves [1] - By creating engaging shopping environments and providing face-to-face services, physical retailers are enhancing customer experiences and driving consumer interest [1] Group 2 - The diverse needs of consumers can be understood through their shopping habits, revealing significant opportunities for physical retail [1] - By capitalizing on their unique strengths, physical stores can offer fresh and comfortable experiences, boosting consumer engagement and economic activity [1]

Core Insights - The successful two-year anniversary celebration of New Town Holdings' Urumqi Midong Wuyue Plaza attracted nearly 150,000 visitors and initiated a series of summer activities to boost regional consumption and lifestyle [1][10] Group 1: Event Highlights - The anniversary event featured over 20 cultural, entertainment, and interactive shopping activities, creating a vibrant summer landmark for the community [1] - The event utilized the "Capybara" core IP to create a full-day experience matrix, combining daytime activities with nighttime festivities to engage a younger consumer base [3][10] - Various entertainment options, including a stage play of "Frozen" and interactive themes, successfully attracted diverse interests and increased foot traffic across different sectors [3][10] Group 2: Promotional Strategies - The event offered exclusive member benefits and promotions across all sectors, encouraging consumer spending through various incentives [7][9] - Specific promotions included rewards for spending thresholds, such as gifts for purchases over 200 yuan and discounts on jewelry and apparel, enhancing the value proposition for consumers [7][12] - The combination of "member benefits + all-sector promotions" effectively stimulated consumption and built a high-value member base [9] Group 3: Business Impact - The anniversary celebration significantly enhanced foot traffic, sales, and brand influence, confirming the plaza's strong appeal to its core customer base [10] - The integration of various brands and promotional activities created a "one-stop shopping experience," reinforcing the plaza's position as a leading leisure, shopping, and entertainment destination in the region [12] - Following the anniversary, the plaza will launch a series of summer activities to maintain commercial momentum and solidify its status as a regional commercial benchmark [14][17] Group 4: Company Overview - New Town Holdings, founded in 1993 and headquartered in Shanghai, has rapidly expanded to operate 202 Wuyue Plazas across 145 major cities in China, with 174 already opened [17][18] - The company adheres to a dual-driven long-term strategy of "residential + commercial," focusing on deepening its presence in key urban areas while enhancing consumer insights [18] - Committed to high-quality and sustainable development, New Town Holdings aims to innovate its products and services, ensuring a happy living experience for consumers [18]

Core Insights - The article discusses the differences between tourist experiences and local resident experiences, emphasizing that they cannot be equated due to varying consumption patterns and price perceptions in different contexts [3][4][5]. Group 1: Tourist vs. Resident Experiences - There is a significant disparity between the consumption experiences of tourists and local residents, with tourists often facing higher prices in areas designed for visitors [4][5][6]. - Tourists may perceive certain locations as expensive due to their limited access to local pricing, which is often much lower in areas frequented by residents [4][8]. - The article highlights specific examples, such as the difference in prices for everyday items in Singapore's tourist areas versus local neighborhoods, illustrating the divide in consumption experiences [4][5][6]. Group 2: Cultural Perspectives and Adaptation - The concept of "背井离乡" (leaving one's hometown) is reinterpreted to suggest that individuals often carry their hometown biases and perspectives when experiencing new cultures, which can limit their understanding of local practices [2]. - The article points out that many Chinese immigrants in foreign countries maintain certain cultural preferences, such as housing orientation, which may not be relevant in their new environments [2][3]. - Observing local consumption patterns can lead to a better understanding of the true cost of living and consumer behavior in different regions [8][17]. Group 3: Market Dynamics and Opportunities - The article notes that in many tourist-heavy countries, there is a clear distinction between prices for residents and tourists, which can create unique market opportunities for businesses catering to different consumer segments [5][6][25]. - The competitive landscape in the food and beverage industry is evolving, with Chinese businesses increasingly entering foreign markets, leading to heightened competition and price adjustments [34][35]. - The potential for new business models, such as delivery-only kitchens, is highlighted as a growing trend in markets that have not yet fully adopted this model, presenting opportunities for innovation [37][39].

Core Insights - The article discusses the evolution of packaging culture in China, particularly focusing on the trend of using wooden boxes as a modern alternative to traditional cookie boxes, reflecting a shift in consumer behavior towards aesthetics and experience [3][21][51] Group 1: Market Trends - The wooden box packaging market in China is projected to reach $20.9 billion in 2024, with a year-on-year growth of 8.7% [16] - The demand for wooden boxes is expanding significantly, especially in the context of the "Guochao" (national trend) concept, which emphasizes cultural confidence and detail [13][21] Group 2: Cultural Significance - The rise of wooden box packaging is a response to changing consumer psychology, where packaging is now seen as an integral part of the consumption experience, influencing emotional connections with products [21][50] - The article draws parallels between the evolution of packaging in China and Japan, highlighting how Japan has embedded box culture into its daily life and aesthetics, making it a cultural symbol [24][26][32] Group 3: Design and Aesthetics - Many domestic designer brands in China are increasingly using wooden boxes for packaging, opting for minimalist designs that convey a sense of quality and align with modern branding strategies [18][21] - The use of wooden boxes is not just functional but also serves as a medium for expressing brand identity and cultural values, enhancing the overall consumer experience [21][50]

Core Viewpoint - Companies must respond promptly to customer demands by improving communication efficiency and service quality to encourage consumer spending [1][3]. Group 1: Customer Service Challenges - Many consumers experience poor interactions with intelligent customer service, leading to frustration and decreased satisfaction [1]. - Some businesses mistakenly believe that implementing intelligent customer service allows them to neglect customer needs, resulting in a lack of effective support [1]. Group 2: Recommendations for Improvement - Companies should optimize the integration of intelligent and human customer service, ensuring a balanced approach that meets individual customer needs [2]. - It is essential to establish clear responsibilities between intelligent and human customer service to enhance service effectiveness [2]. - Special features, such as "one-click transfer to human service," should be implemented to assist vulnerable groups like the elderly and disabled [2]. Group 3: Regulatory and Consumer Rights - Regulatory bodies should strengthen oversight to protect consumer rights, addressing issues like hidden customer service options that infringe on consumer awareness and feedback rights [2]. - Establishing accessible channels for consumer complaints and feedback is crucial for addressing grievances effectively [2].

Core Viewpoint - Companies must enhance customer service efficiency by improving communication channels, particularly in the use of intelligent and human customer service, to foster consumer confidence and willingness to spend [1][2][3] Group 1: Customer Service Challenges - Many consumers experience inefficiencies with intelligent customer service, leading to poor communication and frustrating experiences [1] - Some companies mistakenly believe that implementing intelligent customer service allows them to neglect customer needs, resulting in a lack of accountability [1] Group 2: Recommendations for Improvement - Companies should optimize the integration of intelligent and human customer service, ensuring timely responses to individual consumer needs [2] - It is essential to establish clear boundaries between the roles of intelligent and human customer service to enhance service effectiveness [2] - Special features, such as "one-click transfer to human service," should be implemented to assist vulnerable groups like the elderly and disabled [2] Group 3: Regulatory Measures - Regulatory bodies should strengthen oversight to protect consumer rights, including penalizing companies that obscure customer service access [2] - Establishing convenient channels for consumer complaints and feedback is crucial for addressing issues promptly [2]

Core Insights - The article highlights the inefficiencies and frustrations associated with the current state of customer service, particularly the challenges faced when transitioning from automated to human customer support [1][2] - It emphasizes the need for companies to adopt a consumer-centric service approach to enhance customer experience and address the issues related to "turning to human support" [1][2] Group 1: Customer Service Challenges - A significant portion of consumer complaints during the recent holiday period was related to poor customer service, including difficulties in reaching human representatives [1] - Complaints regarding automated customer service systems have surged, with a reported 56.3% year-on-year increase in related complaints in the e-commerce sector for 2024 [1] Group 2: Recommendations for Improvement - Companies are urged to optimize the process for accessing human customer service, including simplifying procedures and implementing features like "one-click transfer to human service" for vulnerable groups [2] - It is essential to clearly define the roles of automated and human customer service to improve efficiency and responsiveness to consumer needs [2] - The article stresses that the core mission of customer service should be to resolve issues effectively, rather than using automated systems as a means to avoid direct customer interaction [2]