Core Viewpoint - My Basket is emerging as a significant competitor to convenience stores like 7-Eleven in Japan, primarily due to its focus on fresh food offerings and competitive pricing, which has led to a noticeable decline in customer traffic for nearby convenience stores [5][6][30]. Group 1: Market Context - The rise of "shopping refugees" in major Japanese cities, where consumers struggle to access nearby grocery stores, has created a demand for smaller supermarkets like My Basket [10][12]. - In 2015, the number of shopping refugees in Japan reached 8.25 million, a 20% increase from 2005, highlighting the growing need for accessible grocery options in urban areas [10][12]. Group 2: Business Model and Strategy - My Basket operates approximately 1,200 stores with plans to expand to 2,500 by 2030 and ultimately aims for 5,000 locations, leveraging its proximity and lower prices to compete with convenience stores [13][35]. - The store's strategy focuses on high-density urban areas, with locations typically within a 3-minute walking distance from residential areas, effectively serving local communities [13][14]. Group 3: Operational Efficiency - My Basket's operational model is characterized by a full-ownership structure, which allows for streamlined management and reduced labor costs, with each store typically staffed by only 2-3 employees [20][29]. - The introduction of a flexible "point work" system enables local residents to work short shifts, enhancing labor efficiency and reducing staffing costs [22][23]. Group 4: Pricing and Product Offering - My Basket's pricing strategy is significantly lower than that of convenience stores, with products like instant noodles priced at 204 yen, approximately 20% cheaper than convenience stores [34][35]. - The store emphasizes fresh food, with fresh products making up 44% of its SKU, which is a key differentiator from traditional convenience stores that have limited fresh offerings [38][39]. Group 5: Competitive Advantage - My Basket's parent company, Aeon, provides a strong backing that allows for competitive pricing through economies of scale and direct sourcing of products, minimizing costs [35][42]. - The store's focus on standardization and efficiency, including a lack of promotional activities and a simplified product range, allows it to maintain low prices while meeting consumer needs effectively [42][44].

一家和7-Eleven完全不一样的超市，让7-Eleven感觉到了威胁，这就是My Basket。 "如今，我最担心的就是My Basket在附近开店。"一位在东京经营7-Eleven便利店、年过六旬的加盟店老板这样说道。[2] 尽管周边陆续有其他便利店和药妆店入驻参与竞争，可这并没有对他经营的7-Eleven销售额带来太大的冲击。 但My Basket是那个例外。 这位加盟店老板提到："My Basket的生鲜食品种类恰到好处，而且商品价格比便利店要低。"根据这位加盟店老板提供的数据，自附近My Basket开业 后，"到自己店里来的顾客减少了一成到两成"，甚至他自己也是My Basket的常客。[2] 这位7-Eleven加盟店老板说的话里可以提炼两个重点：第一，My Basket卖生鲜；第二，它们的价格更有优势。这是竞争对手感到足够威胁的特点，但不是 My Basket的全部。 My Basket，图片来源：むーなび 东池袋4丁目的My Basket，图片来源：東京都エリア一覧 日本大城市"特产"，My Basket拯救"购物难民" 如果说大城市的生活不方便，很多人可能都会对这个结论嗤之以鼻。 但在日本 ...