从盒马离任，几度创业沉浮，盒马鲜生前CEO侯毅再次站回起点。这次他选择最熟悉的战场——生鲜，却换了最轻的武器——直播。近日，侯毅的"老菜 芮选"直播间开播，销售各类生鲜产品，价格从几十元至几百元不等。卸下实体店的重资产包袱，侯毅以"老菜"IP为信任背书，亲自充当专业买手。生鲜 市场已严重分化：一头是巨头们比拼"即时达"与品质，另一头是本地化的基础供给，"中间地带"的品质需求仍旧长期悬空。直播红海厮杀惨烈，生鲜尤其 考验"信任溢价"与"复购率"。侯毅押注的正是他多年积累的选品与供应链能力，零售的"尽头"未必是直播，但老兵转身让行业意识到零售业正在回归商品 和效率。 零售的"尽头"是直播？ 自盒马离任以来，侯毅似乎一直走在创业的路上。如今，他的第三次创业已经开始了。"侯毅说"视频号也为"老菜芮选"的带货直播进行预告。在近日的直 播中，侯毅坦言，此举是为了将个人美食兴趣与创业结合，通过自己的经验背书，为消费者优选食品。 在昨晚的直播中，北京商报记者从侯毅的橱窗信息中看到，水产生鲜、水果等食材，价格从几十元到几百元不等。橱窗商品销量超1600件，回头客超200 人，跟买人数超400人，评分4.85分。 "老菜"是侯毅 ...

Group 1 - The core issue for Sam's Club is a misunderstanding of consumer psychology and brand positioning, leading to a significant backlash from consumers [4][5][6] - Consumers are frustrated with the presence of common brands in Sam's Club, which they feel do not align with the premium image they expect from a membership-based store [2][3][13] - Sam's Club's partnerships with popular but lower-tier brands have damaged its brand equity, as consumers associate these brands with lower quality [6][13][18] Group 2 - Sam's Club generates over 100 billion yuan in revenue annually in China, indicating its strong market presence [20] - The company has historically relied on its ability to select high-quality products, which has contributed to its positive reputation among consumers [21][22] - The shift towards local partnerships with mainstream brands may be a strategic move to cater to the broader Chinese market, but it risks diluting the brand's premium image [25][30][50] Group 3 - The consumer base for Sam's Club in China is relatively small, with only about 10 million members, representing less than 1% of the population [37][39] - Many consumers who pay for membership expect access to high-quality products, not common brands that are easily available elsewhere [41][43] - The backlash against Sam's Club's partnerships with larger domestic brands highlights a disconnect between consumer expectations and the company's product offerings [44][59] Group 4 - The limited SKU strategy of Sam's Club, which focuses on a smaller number of products, may lead to challenges in meeting diverse consumer preferences in the Chinese market [63][68] - As the company expands, the difficulty of maintaining its model of offering only a few products as "bestsellers" will increase, given the varied tastes of Chinese consumers [68][69] - The need for localization in product offerings is crucial for Sam's Club to remain competitive in the evolving Chinese retail landscape [25][27][28]

Core Viewpoint - The introduction of a new low-sugar product by Sam's Club has raised concerns among members regarding the quality of product selection and potential homogenization of offerings [2][4][8]. Group 1: Product Launch and Consumer Reaction - Sam's Club launched a new low-sugar Haoliyou pie priced at 49.9 yuan for 48 pieces, claiming an 80% reduction in sugar and a 30% increase in cocoa content [2]. - Over 300 negative reviews were recorded, with consumers expressing that the product was "too sweet" and similar to existing market options [4]. - Some consumers indicated they were unwilling to renew their membership due to dissatisfaction with product offerings [5]. Group 2: Product Availability and Market Position - Popular items such as Sun Cake, low-sugar egg yolk pastry, and others with high repurchase rates have been quietly removed from shelves, leading to concerns about product homogenization [7]. - Customers voiced frustration over the availability of common products in a membership store, feeling that they were being treated as "chives" [8]. Group 3: Company Performance and Growth - In the first quarter, Sam's Club in China reported a membership revenue growth exceeding 40% [12]. - Walmart's overall performance in China was strong, with net sales reaching 6.7 billion USD, a 22.5% year-on-year increase, and comparable sales growing by 16.8% [13]. - The growth of Sam's Club and e-commerce contributed significantly to Walmart's success in the Chinese market, with membership fee revenue increasing by 35% during the Chinese New Year sales season [14].

Core Insights - The article emphasizes the increasing importance of product selection capabilities for distributors in the current market environment, shifting from a focus on brand representation to a more nuanced understanding of consumer needs [2][13][24] Historical Context - Distributors previously undervalued product selection due to the dominance of leading brands, which dictated market rules and consumer preferences, leading to a focus on securing brand agency rights for stable sales and profits [2][4][10] - The traditional business model favored brand recognition over product differentiation, resulting in distributors primarily following manufacturer directives rather than actively assessing market demands [5][12] Market Dynamics - The emergence of e-commerce has transformed consumer access to products, leading to a diversification of consumer preferences that were previously limited to well-known brands [20][21] - The current market is characterized by an oversupply of products and increasingly diverse consumer demands, necessitating a better alignment between product offerings and consumer needs [16][17][24] Strategic Shift - Distributors are now recognizing the need to develop strong product selection capabilities as a competitive advantage, moving from a "channel king" mentality to a "demand king" approach [10][24] - Successful distributors are focusing on category management, providing tailored product offerings that meet the specific needs of retail partners and consumers [13][23] Conclusion - The evolving market landscape requires distributors to adapt by enhancing their product selection skills, which are becoming essential for maintaining competitiveness and effectively serving retail partners [24]