8 月 11 日，苏宁易购集团股份有限公司（证券简称：ST 易购）发布关于债务和解的公告。目前，家乐福中国仅剩上海万里店仍在营业，且处于清仓处理 阶段，即将全线清零，这个曾经辉煌的零售巨头正面临在中国市场退场的局面。 1995 年至 2025 年的 30 年间，家乐福见证了中国实体商业的跨越式变迁，自身却在激烈竞争中逐渐迷失。1995 年，家乐福怀揣对中国市场的憧憬进入大 陆，在北京开设首店创益佳店。彼时传统百货主导零售市场，家乐福带来的大卖场模式如一股新风，以宽敞空间、丰富品类、自由挑选的体验吸引大量消 费者，一站式购物的便利让其迅速站稳脚跟。 此后家乐福开启快速扩张，1996-2006 年间门店在全国涌现，全球第 1000 家门店落户北京通州，品牌知名度和市场影响力达新高度，成为中国零售市场 领军者之一。 但市场环境瞬息万变，2009 年成为家乐福发展的转折点：当年其国内销售额被大润发超越，2010 年门店数又被沃尔玛反超。此后业绩连年下滑，2012 年 至 2017 年，中国大陆地区销售额从 55.83 亿欧元降至 46.19 亿欧元，降幅 17.27%。凯度消费者指数显示，2018 年家乐福中国市场份 ...

Core Insights - The article discusses the challenges faced by foreign supermarket brands in the Chinese retail market, highlighting their struggles to adapt to local consumer preferences and competition from domestic brands [1][32]. Group 1: Carrefour - Carrefour entered the Chinese market in 1995 and quickly expanded, reaching 155 stores and sales of 43.7 billion yuan by 2009 [4]. - The rise of e-commerce and local competitors led to Carrefour's decline, as it struggled to adapt its management and operational strategies [5]. - In 2019, Carrefour sold 80% of its Chinese business to Suning, and by 2023, only four stores remained, indicating a complete exit from the market [5]. Group 2: Marks & Spencer - Marks & Spencer entered China in 2008 but failed to resonate with local consumers due to its conservative product style and high pricing [8]. - The company closed all its Chinese stores in 2018, although it continues to operate an online flagship store [8][9]. Group 3: Tesco - Tesco entered China in 2004 but faced challenges due to insufficient localization and poor supply chain management [12]. - The company sold its Chinese operations to China Resources in 2014, marking its exit from the market [12]. Group 4: E-Mart - E-Mart, a South Korean brand, entered China in 1997 but failed to adapt its product offerings to local consumer preferences [15]. - The company exited the Chinese market in 2017 after selling all its stores [15]. Group 5: Takashimaya - Takashimaya opened its only Chinese store in 2012 but struggled with high-end positioning that did not align with the broader market [18]. - The company closed its Shanghai store in 2019, reflecting the challenges of high-end retail in China [18]. Group 6: Auchan - Auchan entered China in 1999 but faced difficulties due to slow digital transformation and competition from local supermarkets [21]. - The brand gradually faded from the market after 2020, with its stores being taken over by China Resources [21]. Group 7: Lotte Mart - Lotte Mart entered China in 2008 but faced a significant setback due to the "THAAD incident," leading to a boycott of its stores [24]. - The company closed 87 of its 112 stores in China and began selling its operations in 2018 [24]. Group 8: C.P. Lotus - C.P. Lotus entered China in 1997 but faced continuous losses, with a cumulative loss exceeding 1.1 billion yuan from 2012 to 2016 [27]. - The company is on the verge of privatization and is effectively exiting the Chinese market [27]. Group 9: Metro - Metro entered China in 1996 and was initially successful but faced challenges from e-commerce and local competitors [30]. - In 2019, the company sold 80% of its Chinese operations to Wumart, marking a significant reduction in its market presence [30]. Conclusion - The article emphasizes the importance of understanding local market dynamics and consumer preferences for foreign retailers in China, as many have failed to adapt and ultimately exited the market [32].