Core Insights - The article highlights the severe challenges faced by physical maternity and baby retail stores, including declining foot traffic, shrinking profit margins, and rising operational costs [1][3][6] - It emphasizes the need for a fundamental shift in business models from traditional sales-focused approaches to service-oriented strategies that address modern consumer needs [19][41] Group 1: Current Challenges - The offline sales proportion in the maternity and baby industry is projected to decline from 69.4% in 2022 to 59.7% in 2024, with a store closure rate of 24.1% expected in 2024 [1] - Many stores report a more than 40% year-on-year drop in natural foot traffic, leading to situations where staff outnumber customers [1][3] - Traditional essential products like milk powder and diapers are caught in price wars, reducing profit margins to as low as 10% [2][3] Group 2: Structural Issues - There is a disconnect between traditional retail logic and the evolving consumer environment, leading to deeper structural challenges [6][11] - Stores are struggling with a lack of understanding of customer data, resulting in ineffective marketing and operational strategies [8][12] - The reliance on geographical advantages is diminishing due to improved logistics and online shopping convenience [12][13] Group 3: Value Dilution - The core values of physical stores, such as spatial monopoly and information authority, are eroding as consumers increasingly rely on digital platforms for information and trust [11][13][14] - The traditional model of success based on location, product quality, and owner reputation is becoming obsolete [15][16] Group 4: Future Directions - The article suggests a transformation of stores into "parenting service centers" that focus on building customer relationships and providing tailored solutions [19][41] - Future successful stores will likely be characterized by precise niche positioning, deep digital integration, and collaborative ecosystems [28][31][39] - The industry is expected to split into two main survival models: "super node" regional leaders and "vertical depth" expert stores [39][40]