Core Viewpoint - The chairman of Baiguoyuan's comments on consumer education have sparked controversy, as the company struggles with high prices and declining sales, leading to a perception of being an "expensive fruit assassin" in a market that increasingly values cost-effectiveness [1][2][33]. Group 1: Company Challenges - Baiguoyuan's revenue decreased by 9.8% in 2024, marking its first net loss, alongside a decline in paid membership numbers [1]. - Franchisees are facing significant losses, with many choosing to close their stores due to high costs and low consumer traffic [2][4][15]. - The company's high pricing strategy is not resonating with consumers, leading to a drop in foot traffic and sales [15][21]. Group 2: Internal Issues - The company's supply chain management has been criticized for high inventory costs and waste, with some franchisees reporting spoilage rates as high as 15% [11][13]. - Baiguoyuan's centralized supply system restricts franchisees' ability to adjust inventory based on local demand, leading to excess stock and financial strain [12][24]. - The pricing structure for franchisees is problematic, as they purchase products at prices comparable to retail, making it difficult to compete with lower-priced alternatives [14][21]. Group 3: Market Position and Competition - Baiguoyuan was once a leader in the high-end fruit market, but competition from e-commerce and community group buying has eroded its market share [28][29]. - The company's rapid expansion has led to a dilution of its brand image, with increasing reports of quality issues among franchisees [21][24]. - Consumers are now more inclined to seek out cheaper alternatives, diminishing Baiguoyuan's appeal as a premium brand [31][32]. Group 4: Strategic Shifts - Baiguoyuan is attempting to pivot by exploring new online business models and membership strategies to regain consumer trust and market share [32][33]. - The company must adapt its approach to consumer education and pricing strategies to remain competitive in a rapidly changing market [33].

我们更懂中国商业 来源｜财经无忌 作者｜白嘉嘉 万店与高端的两难抉择之间，鱼和熊掌不可兼得的道理，余惠勇或许需要再好好想一想。 2006年，水果连锁品牌百果园(02411.HK)的创始人余惠勇，花20万港元找到一郎姓经济学者，买了一份自己公司的"死刑"报告。 当时，这位挂着经济学家名头的"专家"，言之凿凿地认定水果连锁违背了行业的本质。给出的理由是：水果这么成熟的商品，连锁如此成熟的模式，又 怎么会西方都没有水果连锁的大型企业出现。 立志做"世界第一"的余惠勇后来撕掉了那份报告，并多次在公开场合强调开出一万家店的愿望，但目前来看，历史押了同样的韵脚—— 最近，百果园发布了一份看起来相当不妙的盈利预警，不仅2024年归属公司所有者亏损将达到3.5至4亿元，营收较2023年的113.9亿减少不超过15%，全 年还净减了965家加盟门店，剩下了5116家。结合2024年中报信息，其中895家集中在2024下半年关闭。 财经无忌 . 以下文章来源于财经无忌 ，作者白嘉嘉 很显然，不论愿意与否，余惠勇不得不暂时放下他对万店的执念了。 但从另一个角度来说，这也是百果园重新思考"高端水果"生意怎么做的契机： 万店与高端的两 ...