文章介绍，依托沃尔玛供应链和门店网络，沃尔玛App实现了"扫码即买、全国可达"的功能，满足不同 购物场景。"扫一扫"功能全面融入线下购物全流程，顾客可以在店内边选购边扫码、一键支付，尤其是 在客流集中增长的社区店或节假日期间，高效的即时购买功能缩短了结账时间。与此同时，极速达、准 时达、全城配、全国配、全球购组成的弹性履约矩阵，不仅让顾客可根据需求规划收货时间，也让沃尔 玛的服务能力突破门店的地理半径，覆盖更多顾客群体。据统计，App试运行期间，约30%销售来自全 国暂无沃尔玛门店的城市，表明沃尔玛的商品不仅通过电商平台走入更多顾客生活中并得到认可，也满 足了顾客多样化的购物需求。随着业务不断规模化，沃尔玛通过持续提升端到端效率，进一步优化了全 国包邮配送服务，目前App实现了199元首重包邮、全国配送服务。 12月22日，据沃尔玛中国公众号推文显示，沃尔玛宣布，沃尔玛官方App全面焕新升级并正式上线。全 新的沃尔玛App涵盖了上万种商品，通过极速达、准时达、全城配、全国配、全球购等多样履约方式， 进一步推动沃尔玛以实体门店为核心的全渠道发展战略落地。 ...

（来源：中华工商时报） 转自：中华工商时报 全球性咨询公司贝恩公司与Worldpanel消费者指数最新联合发布的《2025年中国购物者报告（系列 二）》显示，零售商自有品牌在过去两年间年均增长44%。报告指出，零售商自有品牌不仅在抢占增量 需求，而且将加剧品牌商面临的竞争压力。 零售业态不断演变，零售商从"卖货架"转型为"做商品"，开始"干品牌商的活"，他们以第一手消费者市 场需求洞察以及供应链整合优势，发展自有品牌。 今年10月，永辉超市宣布将在5年内打造500支自有品牌商品。合百集团旗下合家福超市自去年发力自有 品牌，截至今年11月，自有品牌单品数达到476个，销售超4000万元，同比增长92%。沃尔玛等超市门 店入口等醒目处也陈列着各种自有品牌商品。大润发除推出低价"超省"系列外，还推出"润发甄选"系 列。 自有品牌火热，原因在于当前消费潮流趋于务实，人们寻求优质性价比，加之消费市场下沉，自有品牌 的相对优势迎合了这些需求。Worldpanel消费者指数显示，2025年前三季度有超过48%的中国城镇家庭 购买过自有品牌，较去年同期提升10个百分点；此外，自有品牌在地级市的渗透率增长超过12个百分 点，显 ...

Group 1: Leadership Changes and Strategic Moves - lululemon's current CEO Calvin McDonald will step down at the end of January 2026, prompting the board to initiate a succession process [1] - Elliott Investment Management has acquired over $1 billion in lululemon shares and is actively involved in company governance, suggesting potential strategic changes [1] - Elliott is recommending Jane Nielsen, a seasoned executive from Ralph Lauren, as a potential successor for lululemon's CEO position [1] Group 2: Financial Performance - lululemon reported a 7% year-over-year increase in global net revenue for Q3 2025, reaching $2.6 billion, with a 2% decline in the Americas and a 33% increase in international revenue [1] - In the same earnings call, McDonald highlighted strong performance in mainland China, expecting annual net revenue growth to meet or exceed the upper range of 20% to 25% [2] - lululemon plans to open approximately 46 new stores this year, with 15 in the Americas and a significant number in international markets, primarily in China [2] Group 3: Competitor Insights - Nike reported Q2 2026 revenue of $12.4 billion, with a 3% decrease in inventory compared to the previous year, and $1.423 billion in revenue from the Greater China region [2] - Nike's CEO Elliott Hill emphasized the company's focus on long-term growth and profitability through restructuring and strategic initiatives [3] Group 4: Market Expansion and New Initiatives - Musinsa, a South Korean fashion platform, opened its first store in China, marking a significant step in its global expansion strategy [6] - Sam's Club in China opened its 63rd store, with plans to continue expanding its presence in the market [3][4] - Three major brands, including DESCENTE, are actively engaging in marketing and brand positioning efforts to enhance their market presence [10]

"铁腚大巴"甘南行的最后一站选在许昌，大概是为了让沉浸于异域美景的游客稍稍回归城市模式。 购物车与购物篮的使用说明，把贴心藏在了每个细节里。 人到许昌，不可不打卡胖东来。大巴刚停稳，游客们便急着放下行李，直奔这个零售界的"传奇"而去。归来时，双手已被各色购物袋填满。 对顾客，它极尽真诚：无处不在的细节服务、堪比精品超市的购物环境、近乎成本价的药品和蔬菜，无一不在传递一个信号——我不是想尽办法从你身上 赚钱，而是想尽办法让你放心、舒心。 对员工，它更显慷慨：高薪酬、短工时（最早推行"6小时工作制"）、每年一个月的"陪护假"等政策，在业内堪称"天花板"。这并非简单的福利，而是对 劳动者尊严和价值的高度认可。 胖东来证明了，商业的竞争，最终是价值观的竞争。当企业将创造幸福作为航行路上的北极星指标时，自然会摒弃短视的投机行为，转而构建一种可持续 的、充满善意的正向循环。 这个曾经让各地旅行社为其开辟专线的超市，到底有着怎样的魅力？ 有同行曾经断言，高薪分利是"自杀式经营"，而胖东来却用23年的时间证明，员工的幸福感，才是企业最隐秘的增长引擎。从主动蹲下系鞋带的服务到供 应商优先供货的信任，这家店创下了单店年销超10亿 ...

永辉超市相关负责人表示，金桥六路店的成功调改，标志着其"胖东来模式"不仅适用于县域与核心商 圈，更能完美融入社区肌理，满足"最后一公里"的品质生活需求。此次新店开业为自然界、藏珑、浐灞 半岛、紫陌新泽等周边社区的家庭，打造了一个"步行可达"的品质生活中心，未来，永辉将持续坚守品 牌承诺，深耕西安社区。 人民财讯12月21日电，记者从永辉超市（601933）获悉，继今年7月5日西安市浐灞首店——永辉超市北 辰东路店创下开业首月销售额近100%增长、客单价提升近40%的成绩后，永辉超市于12月20日开出区 域第二家"胖永辉"——金桥六路店。据了解，本次调改商品层面完成系统性重构，从原有8663支商品中 优化下架3759支，同时引入新品4483支，新品占比高达47.8%，调整后，商品结构已达到胖东来模式的 80%，进口商品占比达10%。 ...

Core Insights - The opening day of Meituan's Xiaoxiang Supermarket in Beijing saw over 10,000 visitors and estimated daily revenue exceeding 1 million yuan, indicating a strong consumer interest in the retail sector as online giants return to offline markets [1] Group 1: Store Location and Design - The location of Xiaoxiang Supermarket at Wanliu Hualian Shopping Center is strategically chosen, surrounded by 17 mid-to-high-end communities within a 3-kilometer radius, with an average household monthly income exceeding 20,000 yuan, aligning with Meituan's target demographic of quality-seeking middle-class consumers [3] - The store's design facilitates customer flow, with walking times from any entrance to the store not exceeding 3 minutes, enhancing accessibility and efficiency, which is crucial for instant retail [3] Group 2: Business Strategy - Meituan positions Xiaoxiang Supermarket as a "30-minute quick delivery supermarket," focusing on high-frequency consumer goods, which account for 65% of the store's offerings, significantly higher than traditional supermarkets [3] - The integration of online ordering with offline experience is becoming a trend, as consumers show preference for immediate delivery and competitive pricing, although the sustainability of promotional excitement remains uncertain [4] Group 3: Future of Instant Retail - The success of Xiaoxiang Supermarket reflects a broader trend where consumers are favoring a hybrid model of online ordering and offline experience, indicating a potential shift in retail dynamics [4] - The operational model of "front warehouses + physical stores" is being tested, showcasing a revolution in efficiency and redefining the "last mile" consumption scenario [4] - Each price tag in the supermarket represents a carefully designed consumer strategy, highlighting Meituan's ambitions in the retail sector and the ongoing evolution of new retail [4]

Group 1 - The core point of the article is the significant management change at Zhongbai Group amid ongoing store closures and financial pressure, with the resignation of General Manager Wang Meifang and the appointment of Li Huibin as the new General Manager [1] - Since 2025, Zhongbai Group has closed a total of 30 warehouse hypermarkets, with 23 closures due to losses and 7 due to contract expirations, marking a 58% increase compared to the 19 closures in 2024 [1] - The company anticipates a one-time loss of approximately 180 million yuan from the store closures, which includes compensation for contract terminations, employee settlements, and amortization of long-term expenses [1] Group 2 - In the first three quarters of the year, Zhongbai Group reported an operating income of 6.552 billion yuan, a year-on-year decrease of 19.41% [2] - The net profit attributable to shareholders was a loss of 580 million yuan, representing a year-on-year decline of 74.83% [2] - The net cash flow from operating activities was 120 million yuan, down 80.20% year-on-year [2]

Core Viewpoint - The article discusses the opening of the first offline store of Little Elephant Supermarket, marking a significant shift from its online operations to a physical retail presence, supported by Meituan's promotional efforts [4][32]. Group 1: Store Opening and Initial Performance - Little Elephant Supermarket opened its first offline store in Beijing on December 19, attracting significant customer interest and foot traffic, with estimates of daily sales reaching between 1 million to 1.5 million yuan [4][9]. - The store's opening day saw a high volume of customers, with reports indicating that the number of people in the store often exceeded the available products, leading to comments like "there are more people than products" [5][8]. - The store featured a variety of promotional activities, including group buying options on popular items, which contributed to its initial success [6][8]. Group 2: Product Offering and Store Experience - Little Elephant Supermarket emphasizes a strong focus on fresh and made-to-order products, with areas dedicated to fresh baking, seafood, and other prepared foods, aiming to create a vibrant shopping atmosphere [11][19]. - The store includes unique features such as a craft beer section and a "store within a store" concept with a specialized dumpling shop, enhancing the overall shopping experience [15][17]. - The supermarket aims to convey a sense of freshness and immediacy, with staff dressed in themed uniforms to enhance customer engagement [19][20]. Group 3: Strategic Positioning and Market Context - Little Elephant Supermarket's offline strategy is part of a broader shift within Meituan's retail operations, which has seen the closure of less successful ventures like Meituan Preferred and Group Buying [32][33]. - The supermarket's positioning is compared to Hema Fresh, with a focus on self-owned brands and a comprehensive product range, while also differentiating itself through electronic price tags and a more aggressive marketing approach [22][25][27]. - The company plans to expand its offline presence in conjunction with its existing logistics network, aiming to enhance customer experience and operational efficiency [34][29].

Core Insights - Yonghui Supermarket officially opened its Jin Qiao Liu Lu store in Xi'an on December 20, marking its second "Fat Yonghui" store in the region after the successful launch of the Beichen East Road store in July, which saw nearly 100% year-on-year sales growth and a nearly 40% increase in average transaction value in its first month [1][2] Group 1: Store Opening and Performance - The new store represents a strategic expansion of Yonghui's presence in Xi'an, specifically targeting community needs and enhancing local living standards [2] - The first store in Xi'an achieved impressive sales figures, indicating strong market demand and effective business strategy [1] Group 2: Product and Service Strategy - The store underwent a comprehensive transformation focusing on "product first, service enhancement," resulting in a systematic restructuring of its product offerings [1] - Out of 8,663 original products, 3,759 were removed, while 4,483 new products were introduced, leading to a new product ratio of 47.8% [1] - The product structure now aligns with 80% of the "Fat Donglai model," with imported goods making up 10%, aiming to position the store as a "community quality supermarket" [1] Group 3: Brand Commitment and Future Plans - Yonghui Supermarket's management emphasized that the successful transformation of the Jin Qiao Liu Lu store demonstrates the adaptability of the "Fat Donglai model" to community settings, fulfilling the "last mile" quality living needs [2] - The company plans to continue its commitment to high-quality retail, deepening its community engagement in Xi'an and enhancing the daily lives of local families [2]

曾经让消费者趋之若鹜的会员卡，如今在不少人手中渐渐失了温度；那些年被奉为"闭眼买"的品质信任，正被一次次频发的争议慢慢侵蚀。当外资商超的门 店版图在下沉市场持续扩张，消费体验却悄然下滑，这种鲜明的反差，让中国零售市场正经历一场关于价值的集体审视。近期某外资会员商超的系列品质风 波，恰似一面镜子，既映照出单个品牌在规模与品质间的摇摆，更深刻折射出消费市场从"品牌崇拜"到"价值回归"的必然趋势。 扩张狂奔下的优势瓦解 以山姆为代表的外资商超，曾凭借"少而精"的SKU策略与稳定品控，在中国高端零售市场站稳脚跟。但此前山姆因新疆棉事件引发大规模退卡潮，其会员体 系已经历过一轮严峻考验。事实上，外资会员商超在华普遍面临发展困境：同为头部品牌的Costco，中国市场会员续卡数长期低于全球平均水平；麦德龙中 国也曾因"会员权益缩水""选品本土化争议"多次引发舆论热议，其2024年财报显示中国区营收增速较上年下滑5.2个百分点；就连沃尔玛旗下的山姆同门品 牌ASDA，进入中国后也因未能适配本土消费习惯，门店扩张陷入停滞，仅在部分城市维持小规模运营。 品质管控漏洞更触目惊心。黑猫投诉平台相关投诉量已突破1.3万条，食品安全、虚 ...