Core Insights - Hema's X membership stores in Shanghai and other locations have ceased operations, marking the end of Hema's membership store business, which was previously seen as a "second growth curve" and aimed to compete with Costco [1] Group 1: Business Strategy - Hema's parent company Alibaba is retracting its retail footprint by divesting from businesses such as Gaoxin Retail and Intime Department Store [1] - The competitive landscape for membership stores in China has intensified, leading to a noticeable slowdown in overall expansion [1] - Hema is reallocating resources towards its core business segments, including Hema Fresh and Hema Neighbor Business [1] Group 2: Store Operations - The closure of the Beijing World Flower store was announced on July 29, with operations ending on July 31, followed by similar closures in Suzhou and Nanjing on the same day [1] - Observations from the Beijing store indicated that the entrance was closed, allowing customers to enter only through the exit without membership verification, and most shelves were empty with limited discounted items available [1] - During a half-hour visit, only five customers were seen in the store, none of whom made purchases, indicating a lack of consumer interest [1]

Core Points - Hema has decided to completely shut down its membership store format, marking the end of its attempt to establish a second growth curve that aimed to compete with Costco [2][5] - The closure of all Hema X membership stores follows a series of shutdowns, with the last remaining store in Shanghai set to close by August 31 [2][3] - Hema X membership stores were launched in October 2020, with rapid expansion occurring in 2021, but ultimately only 10 stores were opened across major cities by October 2023 [3] Summary by Sections - **Business Decision**: Hema has made a strategic decision to eliminate the membership store format, which was initially seen as a potential growth avenue [5] - **Store Closures**: The last operational Hema X membership store will close on August 31, 2023, following the earlier closures of stores in Beijing, Suzhou, and Nanjing [2][4] - **Market Positioning**: Hema X was intended to target middle-class and high-end consumers, with membership fees set at 258 yuan for gold members and 658 yuan for diamond members, aiming to compete directly with Costco and Sam's Club [5]

Core Viewpoint - Hema has completely shut down all its membership stores, marking the end of its attempt to establish a membership-based business model that was intended to rival Costco [1] Group 1: Company Actions - Hema's last membership store in Shanghai will close on August 31, following the earlier closures of its stores in Beijing, Suzhou, and Nanjing on July 31 [1] - The decision to close all membership stores is part of a broader strategy by Hema's parent company, Alibaba, to streamline its retail operations by divesting from various retail assets [1] Group 2: Market Context - The competitive landscape for membership stores in China has intensified, leading to a slowdown in overall expansion within this segment [1] - Hema is reallocating resources to focus on its core businesses, including Hema Fresh and Hema Neighbor Business [1] Group 3: Store Conditions - Observations from the Beijing store indicated that the entrance was closed, allowing customers to enter only through the exit without membership verification, and most shelves were nearly empty with only a few discounted items remaining [1] - During a half-hour visit, only five customers were seen in the store, none of whom made purchases, highlighting a lack of consumer interest [1]

Core Viewpoint - Sam's Club is currently facing a public relations crisis due to discrepancies between product adjustments and consumer expectations, leading to dissatisfaction among its members [4][6]. Group 1: Product Strategy and Consumer Response - Sam's Club has introduced traditional domestic brands like Holley and Wei Long, which some consumers feel lack differentiation and harm its middle-class positioning [5]. - The removal of high-repurchase products, such as low-sugar egg yolk pastries and mango sago, has also sparked significant consumer discontent [5]. - As of now, eight Sam's stores in China have annual sales exceeding $500 million (approximately 3.67 billion RMB), with an overall sales target of over 100 billion RMB for 2024 [5]. Group 2: Membership Growth and Communication - Sam's Club has accelerated its store expansion, planning to open 6-7 new stores annually in 2024 and 8-10 stores annually by 2025 [5]. - Membership numbers have surged from nearly 2 million in 2019 to around 8.6 million by the end of 2024, with projections to exceed 9 million by mid-2025 [5]. - The core issue of the current crisis lies in Sam's Club's failure to effectively communicate product removals and new introductions to its growing member base [6][7]. Group 3: Consumer Education and Brand Perception - There is a need for Sam's Club to educate consumers about its product offerings and the rationale behind product changes, especially for new members who may not fully understand the brand's positioning [10][12]. - The perception of domestic products as inferior persists, necessitating ongoing consumer education to shift these views and highlight the quality of local goods [12][13]. - Effective communication strategies, such as those employed by Trader Joe's, could enhance consumer understanding and acceptance of new products [14][19]. Group 4: Importance of Communication - Trust is fundamental to the membership model, and Sam's Club must improve its communication to maintain this trust, especially regarding product changes [7][19]. - The company has historically been silent in the face of competitive marketing strategies, which may need to change following this incident to better engage with consumers [19].

Core Viewpoint - Sam's Club is facing a public relations crisis due to a mismatch between product adjustments and consumer expectations, highlighting the importance of communication with its expanding member base [2][4]. Group 1: Current Situation - Sam's Club has recently been criticized on social media for introducing traditional domestic brands while removing high-repurchase products, leading to dissatisfaction among consumers [2][3]. - The company has experienced significant growth in China, with eight stores achieving annual sales exceeding $500 million and plans to surpass $100 billion in overall sales by 2024 [3]. - Membership numbers have surged from approximately 2 million in 2019 to an expected 9 million by mid-2025, indicating a rapid expansion of its consumer base [3]. Group 2: Consumer Communication - Trust is essential for the membership model, and Sam's Club has failed to adequately inform members about product removals and new offerings, which has contributed to the current crisis [5][6]. - There is a need for Sam's Club to educate consumers about its product offerings, emphasizing that it is not solely about imported goods but about quality products [7][9]. Group 3: Product Strategy - The removal of popular products, such as the low-sugar egg yolk pastry, has led to consumer disappointment, especially when these items were previously marketed as best-sellers [14][16]. - Sam's Club's strict product removal standards focus on maintaining a unique value proposition for members, but this can lead to consumer frustration if not communicated effectively [16]. Group 4: Recommendations - The company should adopt better communication strategies, similar to those used by Trader Joe's, which includes detailed product introductions and consumer engagement through various channels [10][11]. - Providing reasons for product removals and ensuring transparency in product changes can help rebuild trust and manage consumer expectations [12][16].

Core Viewpoint - The article discusses the recent controversy surrounding Sam's Club due to the removal of certain popular mass-market products, which has led to customer dissatisfaction. The core issue revolves around the need for unique and high-value products in membership stores to justify membership fees [1][3]. Group 1: Membership Store Dynamics - Membership stores like Sam's Club have gained popularity as consumers seek unique and high-value products, especially after years of homogenized offerings from standard supermarkets and hypermarkets [3]. - Historically, membership stores were not mainstream in China due to low acceptance of paid membership systems, but they have now become favored by consumers due to their distinctive product offerings [3][4]. - Sam's Club previously had around 70% of its products as differentiated non-local items, which attracted many consumers [3]. Group 2: Supply Chain and Competition - Sam's Club and Costco possess strong supply chain capabilities, allowing them to manage a limited SKU count of around 4,000, which is one-third of that of hypermarkets, leading to higher sales efficiency [4]. - The rise in popularity of membership stores has attracted numerous competitors, intensifying the competition for supply chain resources and product differentiation [4][5]. - Many new entrants in the membership store market tend to replicate successful products from established players like Sam's Club and Costco, which dilutes the uniqueness of Sam's offerings [4][5]. Group 3: Product Strategy and Market Adaptation - The removal of mass-market products from Sam's Club is not expected to significantly impact the business, as the overall SKU count remains high and product adjustments are a common practice [6][7]. - The real challenge for membership stores lies in maintaining product differentiation and competing with online retailers for customer attention [7]. - To address these challenges, membership stores need to accelerate the iteration of unique products and enhance their online presence to capture more customers [7].

Core Insights - The article discusses the challenges faced by Sam's Club in maintaining its unique product offerings amidst increasing competition in the membership store sector [1][3][6] - It highlights the need for Sam's Club to enhance its supply chain capabilities and product differentiation to attract and retain customers [4][6][7] Group 1: Product Differentiation - Sam's Club has faced backlash for offering mainstream products that can be found in regular supermarkets, leading to customer dissatisfaction and product removals [1][3] - Historically, about 70% of Sam's Club's products were differentiated, appealing to consumers seeking unique and high-value items [3][4] - The increasing competition from other retailers has led to a dilution of product uniqueness, as many competitors replicate successful items from Sam's Club [6][7] Group 2: Supply Chain and Operational Efficiency - Membership stores like Sam's Club and Costco benefit from a streamlined SKU count, maintaining around 4,000 SKUs, which allows for better management and higher sales efficiency compared to traditional supermarkets [4] - The ability to innovate and source unique products is critical for membership stores, as those with weaker supply chains struggle to compete effectively [3][4] Group 3: Market Dynamics and Competition - The rise of membership stores has been fueled by consumer demand for unique and cost-effective products, especially as traditional supermarkets and e-commerce platforms have become more homogenized [3][6] - The competitive landscape has intensified, with various brands entering the membership store space, leading to a battle for supply chain dominance [6][7] - Sam's Club must adapt to these market changes by accelerating product iteration and enhancing online sales capabilities to capture a broader customer base [7]

Core Insights - The decline of Hema X membership stores reflects broader challenges in the Chinese membership store industry, highlighting strategic missteps and operational inefficiencies [2][3][11] - Hema's overall business is thriving, with plans to open 100 new Hema Fresh stores in the upcoming fiscal year, contrasting sharply with the struggles of its membership store segment [3][10] - The membership store model requires a long-term commitment and a strong supply chain, which Hema has failed to establish effectively [14][15] Group 1: Membership Store Performance - Hema X membership stores have seen a rapid decline, with closures of multiple locations in a short period, indicating a failure to attract sufficient customer traffic [2][3] - Consumer dissatisfaction has grown due to perceived diminishing value of membership benefits, with over 60% of members feeling that their rights do not match the annual fee [4][5] - The membership store's operational model has been criticized for its lack of unique offerings compared to Hema Fresh, leading to confusion among consumers [6][8] Group 2: Competitive Landscape - Hema X membership stores face intense competition from established players like Sam's Club, which has a robust supply chain and a successful business model in China [10][11] - Sam's Club has achieved significant sales growth and high renewal rates, leveraging its extensive data and customer insights to enhance service offerings [10][11] - The competitive advantage of Sam's Club stems from its long-term investment in the Chinese market, contrasting with Hema's short-term focus [10][13] Group 3: Strategic Misalignment - Hema's management has exhibited inconsistent strategies regarding the membership store, oscillating between expansion and contraction, which reflects a lack of clear direction [6][7] - The company's attempt to replicate the rapid delivery model of Hema Fresh in the membership store context has proven ineffective, as the two business models have fundamentally different operational needs [13][14] - Hema's failure to cultivate a unique identity for its membership stores has resulted in a lack of differentiation in a crowded market [6][9] Group 4: Industry Challenges - The membership store model in China is facing collective challenges, with both foreign and domestic players struggling to adapt to local consumer preferences [11][12] - The rise of discount retail formats has further complicated the landscape for membership stores, as consumers gravitate towards lower-priced options [12] - The overall market for membership stores in China remains underdeveloped, with varying levels of consumer acceptance and understanding of the model [12][11]

作者： 贺晓青，科尔尼全球合伙人，大中华区总裁 王娅欣，科尔尼董事 李古岳，科尔尼项目经理 全文首发于《中欧商业评论》 2025 年 4 月 2 日 本文是 " 科尔尼深度 ——2024 中国消费市场大洗牌：五大趋势洞察新拐点 " 系列文章的渠道话题延伸。 如果说以卖场为代表的现代渠道是中国零售渠道变革的第一波浪潮，百花齐放的线上化是第二波浪潮，那 么在线上获客成本上升的当下，我们看到了 第三波渠道变革的趋势。无论是电商还是线下渠道，新零售业 态的发展都吸引了市场的目光。 值得注意的是，线下实体渠道虽然在过去被电商遮掩了光芒，但是随着会员店、折扣店等新兴渠道的兴 起， 线下渠道这个最贴近消费者、最具温度的渠道正在重新回到市场的聚光灯下 —— 未来或成为渠道组合 中的独特机会点。 前言 随着中国宏观经济环境变化，消费者心态也在悄然变化，由从前的" 任性消费 "向" 理性消费 "回归。 消费者并非"断舍离"式的节衣缩食，而是不再被漫天的营销噱头和品牌溢价所裹挟。 反观供应端，零售业在经历过疫情前围绕"场"和"货"的迭代与试错后，围绕" 人 "的消费趋势也在变化 ——即重构"货场"价值链，以更有的放矢地搭配满足消费 ...