本报（chinatimes.net.cn）记者周梦婷 北京报道 在传统商超普遍承压之际，胖东来与山姆的逆势增长已成为行业焦点。同样值得关注的是，德国零售巨 头奥乐齐凭借其独特的硬折扣商业模式，在中国市场正迎来关键节点。《华夏时报》记者10月10日从奥 乐齐中国方面获悉，奥乐齐中国日前完成核心领导层更迭，现任奥乐齐中国董事总经理陈佳接任奥乐齐 中国首席执行官（CEO）。 这一人事变动正值中国硬折扣零售赛道竞争日趋白热化。自2024年该业态迎来爆发式增长以来，至2025 年下半年已进入加速扩张阶段。面对传统商超的积极转型，以及京东、美团、盒马等互联网巨头携资本 与流量强势入局，奥乐齐中国此次高层换帅，无疑为其下一阶段的战略布局增添了重要变数。 本土化舵手 选择陈佳担任CEO，是奥乐齐中国本土化中的重要举措。本报记者从奥乐齐中国方面提供的资料中了解 到，此次升任奥乐齐中国CEO后，陈佳将全面领导中国区任务，直接向奥乐齐全球CEO汇报。 对于接下来门店发展策略，奥乐齐中国方面回复记者表示，"上海是奥乐齐的扎根之地，未来奥乐齐会 继续在上海加密店铺网络，特别是在居民区和消费者聚集的区域。同时，借助深耕上海市场积累的经验 ...

"好想来"品牌零食母公司万辰集团已于9月23日向港交所递表申请上市。 量贩零食品牌的激进式拓店逻辑并不难理解。其商业模式的本质是砍掉中间商，从源头厂家直接进货， 再以低于商超、便利店的价格卖给消费者。据万辰集团招股书显示，其95%的产品直接采购自品牌厂 商，省去了中间多层流通环节，因此价格零售价格平均比大卖场、超市及便利店的同类产品低20%至 30%。 这家原本主营食用菌的企业，自2022年跨界进入量贩零食赛道。借助资本整合与门店版图的扩大，零食 零售业务的营收也从2022年的6656.9万元 激增至2024年的317.9亿元，增幅接近478倍。 过去三年，量贩零食赛道迅速升温，成为新消费领域最炙手可热的风口之一。"低价+量贩"的模式在下 沉市场疯狂复制，从县城、乡镇一路渗透到一线城市。万辰、鸣鸣很忙等头部玩家快速跑马圈地，动辄 万店规模，已形成双强争霸的格局。 万辰并非唯一冲刺资本市场的玩家。今年4 月，另一头部品牌 "鸣鸣很忙" 也已向港交所递交招股书。 作为赛道内最具竞争力的对手之一，"鸣鸣很忙"近年来同样保持着高歌猛进的扩张势头：截至2024年 底，其门店数突破1.4万家，营收规模也达到393.44亿 ...

又一平价零食巨头赴港上市。 作者 | 肖思佳 编辑 | 乔芊 零食品牌，红海激战 "好想来"品牌零食母公司万辰集团已于9月23日向港交所递表申请上市。 这家原本主营食用菌的企业，自 2022 年跨界进入量贩零食赛道 。 借助资本整合与门店版图的扩大 ， 零食零售业务的营收也从 2022 年的 6656.9 万 元 激增至 2024 年的 317.9 亿元，增幅接近 478 倍。 过去三年，量贩零食赛道迅速升温，成为新消费领域最炙手可热的风口之一。"低价+量贩"的模式在下沉市场疯狂复制，从县城、乡镇一路渗透到一线城 市。万辰、鸣鸣很忙等头部玩家快速跑马圈地，动辄万店规模，已形成双强争霸的格局。 万辰并非唯一冲刺资本市场的玩家。今年 4 月，另一头部品牌 "鸣鸣很忙" 也已向港交所递交招股书。作为赛道内最具竞争力的对手之一，"鸣鸣很 忙"近年来同样保持着高歌猛进的扩张势头：截至 2024 年底，其门店数突破 1.4 万家，营收规模也达到393.44亿元。另有消息称其门店数在2025年9 月已达到2万家。 随着两大巨头几乎同时谋求 IPO，资本力量或将成为决定行业格局的关键变量。 不过，薄利多销的模式同样隐含风险： ...

华夏时报记者 周梦婷 商丘报道 国庆中秋双节叠加，礼品市场迎来销售旺季。河南省商丘市示范区平台街道一社区内的两家省钱超市， 也纷纷开启降价促销以吸引顾客，在这个社区内有四家超市，除了汪哥省钱超市和大嘴省钱超市，另外 两家为夫妻店模式，且相距皆不远，竞争可谓激烈。 向社区店进击 汪哥省钱超市的店主告诉《华夏时报》记者，"店铺才开一两个月，为准备这次节日，早早把牛奶、饮 料等具有礼品性质的产品进了过来，并且在产品售价上比其他普通超市要便宜一些。"另一家大嘴省钱 超市同样在店外拿出了"大品牌工厂价"的海报招牌。此外，远在北京的物美超值超市，为迎接双节同样 采取降价策略。 2024年，硬折扣超市迅速兴起；进入2025年，其发展势头愈发强劲，不仅涌现出一批定位硬折扣的省钱 超市品牌，物美、中百集团（000759）、美团、盒马、京东等零售巨头也纷纷入局，加速拓展硬折扣业 态。随着竞争格局日趋激烈，行业参与者应如何做才能脱颖而出？ 中秋佳节历来是走亲访友的旺季，今年巧遇国庆长假，其消费势头不言而喻。为此，即便商丘阴雨连 绵，上述社区内的四家超市仍坚持在户外搭起帐篷，将箱装产品陈列在外，方便顾客浏览选购。 其中汪哥省钱超市在 ...

（周梦婷 摄影） 本报（chinatimes.net.cn）记者周梦婷 商丘报道 国庆中秋双节叠加，礼品市场迎来销售旺季。河南省商丘市示范区平台街道一社区内的两家省钱超市， 也纷纷开启降价促销以吸引顾客，在这个社区内有四家超市，除了汪哥省钱超市和大嘴省钱超市，另外 两家为夫妻店模式，且相距皆不远，竞争可谓激烈。 汪哥省钱超市的店主告诉《华夏时报》记者，"店铺才开一两个月，为准备这次节日，早早把牛奶、饮 料等具有礼品性质的产品进了过来，并且在产品售价上比其他普通超市要便宜一些。"另一家大嘴省钱 超市同样在店外拿出了"大品牌工厂价"的海报招牌。此外，远在北京的物美超值超市，为迎接双节同样 采取降价策略。 2024年，硬折扣超市迅速兴起；进入2025年，其发展势头愈发强劲，不仅涌现出一批定位硬折扣的省钱 超市品牌，物美、中百集团、美团、盒马、京东等零售巨头也纷纷入局，加速拓展硬折扣业态。随着竞 争格局日趋激烈，行业参与者应如何做才能脱颖而出？ 降价迎双节 中秋佳节历来是走亲访友的旺季，今年巧遇国庆长假，其消费势头不言而喻。为此，即便商丘阴雨连 绵，上述社区内的四家超市仍坚持在户外搭起帐篷，将箱装产品陈列在外，方便顾 ...

Core Viewpoint - The rise of hard discount supermarkets is becoming a new trend in the retail sector, driven by consumer demand for extreme cost-effectiveness and the strategic interests of e-commerce platforms [2][5]. Group 1: Market Overview - Hard discount supermarkets are characterized by absolute low prices achieved through extreme efficiency, primarily focusing on private label products [3][5]. - The hard discount market in China is still in its nascent stage, with a total of only 77 stores from major players like Aoleqi, indicating significant growth potential [2][5]. - The market is projected to exceed 200 billion yuan in 2024, with a penetration rate of only 8%, compared to 42% in Germany and 31% in Japan, highlighting the vast opportunity for expansion [5]. Group 2: Business Model - Hard discount supermarkets typically maintain a limited SKU range of 1,000 to 2,000 items, focusing on essential goods such as grains, dairy, and beverages, which allows for stronger bargaining power and lower procurement costs [3][5]. - The operational area of hard discount stores is generally smaller, ranging from 500 to 1,000 square meters, and they often utilize bulk packaging to reduce costs [3][5]. - E-commerce platforms are leveraging their supply chain advantages to implement direct sourcing and optimize logistics, enhancing operational efficiency [3][6]. Group 3: Competitive Landscape - Major e-commerce players like JD.com and Meituan are entering the hard discount market, with JD's discount supermarket model already opening six stores and Meituan's Happy Monkey launching two stores in Hangzhou [2][6]. - The competitive advantage of these platforms lies in their ability to eliminate intermediaries and utilize data-driven strategies to optimize inventory and pricing [6][7]. Group 4: Challenges Ahead - The transition from online to offline retail poses operational challenges, as e-commerce companies must adapt to the unique dynamics of physical retail environments [7]. - The sustainability of profit models in hard discount operations is a concern, as many platforms currently rely on subsidies for growth, necessitating the development of viable long-term strategies [7][8]. - Companies must focus on enhancing their private label offerings and restructuring supply chains to balance low prices with profitability [7][8].

Core Insights - Hard discount supermarkets are emerging as a new trend in the retail sector, with major players like Hema, Meituan, and JD entering the market, leading to increased competition [2][6] - The primary appeal of hard discount stores is their low prices, but product quality and brand differentiation are crucial for success [2][3] - The global discount retail channel is projected to grow by 8.2% in 2024, with significant growth potential in the Chinese market, which currently has a penetration rate of only 8% compared to more mature markets like Germany and Japan [3] Group 1: Market Dynamics - Hema's new hard discount store "Super Box" and Meituan's "Happy Monkey" are similar in their focus on high foot traffic locations, smaller store sizes, and a curated selection of products [2] - The competition is intensifying as these new entrants face established players like Aldi, which has a strong foothold in the market with a high percentage of private label products [2][5] - The hard discount model is seen as a response to the growing competition from online retail, with a focus on value for consumers [2] Group 2: Supply Chain and Product Strategy - Aldi has developed a robust supply chain and a high percentage of private label products, achieving up to 90% in some categories, while Hema's private label share is around 60% [2][5] - The success of hard discount retailers hinges on their ability to collaborate with suppliers for product development and customization to meet local market demands [8] - Companies like Ferrero are recognizing the importance of the hard discount channel and are adapting their strategies to capitalize on this growth opportunity [8] Group 3: Operational Efficiency - Hard discount stores are characterized by a "everyday low price" strategy, focusing on cost control and operational efficiency [5][9] - The operational model includes simplified store layouts and reduced product variety to minimize costs and enhance efficiency [9] - There is a recognition that while private label products can enhance margins, retailers must first establish brand recognition and market share to succeed [9]

硬折扣超市成为商超赛道的新趋势。 近期以来，盒马NB升级硬折扣超市"超盒算NB"，美团在杭州连开两家"快乐猴"，京东也开始 下场开店，硬折扣赛道陡然变得拥挤。其中，盒马和美团的"硬折扣"店铺的模式高度雷同， 人流量密集的选址、小而美的占地面积和少而精的选品。 而这也直面撞上了"硬折扣"巨头德国奥乐齐，"已经和奥乐齐产生明显的同质化的竞争。"浙江 大学管理学院市场营销学系教授王小毅在接受21世纪经济报道记者采访时表示，"零售的发展 趋势就是迎着消费者去走的。整体来说，消费者关注的还是性价比，所以从目前情况来看， 线下硬折扣是应对线上零售竞争的一个主要方式。" 价格便宜，是硬折扣超市最大的"王牌"，但核心依旧是商品。 如奥乐齐这般的硬折扣老玩 家，早已构建起覆盖日常所需的"有机"、"好生活"等15个自有品牌，实现高达90％自有品牌 产品的占比。相比之下，超盒算NB的自有品牌占比达到60%，快乐猴则更低， 这背后无疑是 供应链的比拼。 "大部分商品其实大家差别不大，但有些自营产品就是各家独有的，比如奥乐齐的一些特色沙 拉。那就可能会为了这道沙拉，这周的超市采购都在奥乐齐完成了。"上海消费者小林表 示，"不过，盒马的 ...

Core Viewpoint - The article discusses the recent surge of internet giants entering the discount supermarket sector, highlighting the competitive landscape and strategies employed by companies like Meituan, JD, and Hema NB in response to the growing demand for affordable daily necessities [2][3][4]. Group 1: Market Entry and Expansion - The discount supermarket battle began in late August, with Meituan's "Happy Monkey" opening stores in Hangzhou, JD launching five stores in Hebei and Jiangsu, and Hema NB rebranding and opening 17 new stores in the Yangtze River Delta [2][3]. - Hema NB has over 300 stores, while JD's discount supermarket is expanding into northern markets, indicating a strategic focus on densely populated areas [3][7]. - The discount supermarket model is characterized by smaller store sizes (600-800 square meters) and a limited SKU range (1000-1500), allowing for lower prices and higher efficiency [3][4]. Group 2: Operational Efficiency and Profitability - The profitability of discount supermarkets relies on extreme efficiency, with operational costs around 14-15% and gross profit margins of 16-17%, generating daily sales of 100,000 to 120,000 yuan per store [3][4]. - The success of discount supermarkets in China is partly attributed to the performance of Aldi, which has seen significant sales growth despite a modest increase in store count [4][5]. - Hema NB's self-operated products account for over 60% of its offerings, while Aldi's self-operated products exceed 90%, highlighting the importance of private labels in driving profitability [8][9]. Group 3: Competitive Landscape and Strategies - The entry of internet giants into the discount supermarket space is seen as a move to capture new market segments, with a focus on leveraging existing supply chain capabilities [10][12]. - Companies are exploring synergies between their online and offline operations, with JD and Meituan integrating their discount stores with community group buying and instant retail services [10][11]. - Price wars are emerging, with Aldi announcing price reductions on over 50 frequently purchased items, indicating a competitive push to attract price-sensitive consumers [12].

Core Viewpoint - Hema's Super Box NB has confirmed the opening of franchise opportunities, prioritizing applicants with existing stores, particularly in the Jiangsu, Zhejiang, and Shanghai regions [1][2][3]. Group 1: Franchise Expansion - Hema's Super Box NB is actively seeking franchisees, with a focus on those who already own retail locations [2][3]. - The franchise application process includes a questionnaire assessing the applicant's city, available commercial properties, and existing supermarket chains [2][3]. - The franchise policy has been under adjustment since June, indicating a strategic shift towards expanding the franchise model [2][3]. Group 2: Market Positioning - The rebranding of Hema NB to Super Box NB signifies its maturity and readiness for rapid expansion, with 17 new stores opened in 10 cities in the Jiangsu, Zhejiang, and Shanghai regions [4][5]. - The Super Box NB stores are strategically located in residential areas, catering to practical family needs for daily meals [4][5]. - The competitive landscape for hard discount supermarkets is intensifying, with major players like JD and Meituan entering the market [5]. Group 3: Business Model and Strategy - The hard discount supermarket model relies on low prices and high volume sales, with Super Box NB offering significantly reduced prices on various products [5]. - The operational strategy includes a streamlined SKU selection, efficient supply chains, and a high proportion of private label products to maximize profit margins [5]. - The franchise model is expected to accelerate store openings and enhance market penetration amid increasing competition from internet giants [5][6].