Investment Rating - The industry investment rating is "Positive" (maintained) [1] Core Views - The retail sector shows steady recovery with a year-on-year increase of 4.8% in total retail sales from January to July 2025, and a 3.7% increase in July alone [5][25] - Online channels continue to grow, while offline growth rates are marginally slowing down; specific categories like gold and jewelry, as well as cosmetics, show significant improvement [5][30] - The report emphasizes the importance of consumer sentiment and suggests focusing on high-growth segments such as gold jewelry and domestic beauty brands [8][34] Summary by Sections Retail Market Overview - The retail index closed at 2214.55 points, up 0.44% for the week, underperforming the Shanghai Composite Index which rose by 0.86% [7][16] - The commercial property management sector saw the highest increase this week, while the jewelry sector has led the gains since the beginning of 2025 with a 30.19% increase [20][22] Retail Sales Data - In July 2025, retail sales reached 38,780 billion yuan, with a year-on-year growth of 3.7% [25] - Online retail sales for the first seven months of 2025 reached 86,835 billion yuan, growing by 9.2% year-on-year, with physical goods online sales at 70,790 billion yuan, up 6.3% [27][28] Key Investment Themes - **Gold and Jewelry**: Focus on brands with differentiated product offerings and consumer insights, recommending companies like Laopuhuangjin and Chaohongji [8][34] - **Cosmetics**: Highlighting the rise of domestic brands and the need for innovation in product offerings, with recommendations for brands like Maogeping and Pola [8][35] - **Offline Retail**: Emphasizing the transformation of retail enterprises to adapt to changing consumer behaviors, recommending companies like Yonghui Supermarket and Aiyingshi [8][34] - **Medical Aesthetics**: Suggesting investment in companies with differentiated product lines, recommending Aimeike and Kedi-B [8][36] Company Performance Highlights - Laopuhuangjin reported a revenue of 85.06 billion yuan in 2024, with a net profit increase of 253.9% [40] - Maogeping achieved a revenue of 38.85 billion yuan in FY2024, with a growth of 34.6% [36] - Yonghui Supermarket's revenue for Q1 2025 was 174.79 billion yuan, reflecting a decline of 19.3% [36]

Core Viewpoint - Metro's first "Fat Reform" store in China, located in Beijing's Haidian District, marks a significant shift towards enhancing its to C business and local adaptation, following the model of successful competitors [1][11]. Group 1: Store Renovation and Offerings - The Four Seasons Qing store underwent minor renovations, maintaining its original style while introducing a dedicated area for popular products and a significant upgrade in the toy section, including trendy collectibles [3][4]. - The store's product count was streamlined to approximately 8,000 SKUs, with a 55% replacement rate, significantly increasing the variety of baked goods and ready-to-eat items by nearly six times compared to before the renovation [6][11]. - A new live seafood section was introduced, responding to consumer demand, which was previously limited to seasonal offerings [4][6]. Group 2: Customer Experience and Services - The store has enhanced customer service, including free meat slicing and on-site seafood processing, which has been well-received by customers [7][10]. - Additional convenience services such as ice, packaging materials, and health monitoring facilities have been implemented, improving the overall shopping experience [10][11]. - The store has adopted an "uninterrupted shopping" policy, eliminating promotional noise to create a more immersive shopping environment [10]. Group 3: Strategic Direction and Market Positioning - Metro's shift towards a more consumer-oriented approach reflects a broader trend in the retail industry, where competition is intensifying [11][12]. - The company aims to attract younger consumers by introducing trendy products and collaborating with popular brands, enhancing its appeal in a competitive market [12][14]. - The successful implementation of the "Fat Reform" model in the Four Seasons Qing store is seen as a critical milestone for Metro's ongoing localization and innovation efforts [14].

Core Insights - The term "adjustment" has become a popular keyword in the large supermarket sector in Shenyang, with major players like Yonghui Supermarket and Walmart undertaking store upgrades to enhance customer experience [1][20] - Walmart's recent renovation of its Taiyuan Street store was completed quietly on August 9, contrasting with Yonghui's more public approach to store closures and learning from industry benchmarks [1][3] Group 1 - The upgraded Walmart store features a new brand facade and a refreshed internal environment, emphasizing cleanliness and organized shopping areas [4][6] - New customer experience enhancements include free tasting areas and rest zones, reflecting a focus on improving customer satisfaction [6][11] - The store's layout has been optimized for better shopping efficiency, with clear product displays and updated equipment in key areas like seafood and frozen goods [11][20] Group 2 - The renovation aligns with Walmart's broader strategy of transforming large stores, as many of its competitors in Shenyang have closed locations [20] - The Taiyuan Street store's upgrade signifies a shift in the Shenyang retail market towards improved service and customer experience, indicating a new phase of healthy competition [20][17]

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].

Core Viewpoint - Hema X membership stores, once seen as a significant growth opportunity for Alibaba, are closing down due to strategic shifts and intensified competition in the membership store sector [5][17]. Group 1: Store Closures - Hema X membership stores in Beijing, Suzhou, and Nanjing will cease operations on July 31, leaving only the Shanghai Senlan store, which is also set to close on August 31, resulting in a complete shutdown of Hema X stores nationwide [2][5]. - The closure of Hema X membership stores reflects a broader strategic retreat by Alibaba, focusing resources on core businesses like Hema Fresh and Hema NB [5][17]. Group 2: Strategic Shifts - Hema X was initially positioned to compete with Sam's Club and Costco, but after Alibaba's divestment from other retail entities, the expansion of Hema X has significantly slowed [5][17]. - The closure of Hema X membership stores is part of Alibaba's strategy to consolidate its membership offerings and enhance the overall customer experience across its platforms [17]. Group 3: Financial Impact - Following the announcement of Hema X store closures, Alibaba's stock price experienced fluctuations, opening at $122.49 on July 29 and closing at $117.04 on August 5, marking a 16.4% decline from its peak earlier in the year [5][17]. - Despite the closures, Hema's main business, Hema Fresh, reportedly achieved profitability, indicating a potential shift in focus towards more sustainable business models [14][15]. Group 4: Leadership Changes - The departure of key figures from Hema's founding team, including co-founder Hou Yi and public affairs head Shen Li, marks a significant transition in leadership as the company moves towards a new management structure [11][14]. - The new CEO, Yan Xiaolei, who has a financial background but lacks retail experience, is expected to implement a flatter management structure, which may influence Hema's operational strategies moving forward [11][14]. Group 5: IPO Prospects - Hema's plans for an initial public offering (IPO) have been postponed, with the company's valuation dropping from $10 billion to under $4 billion, reflecting a cautious market environment for consumer-focused businesses [13][15]. - The company faces challenges in proving the sustainability of its high-cost business model, which has led to skepticism regarding its long-term competitiveness and potential for future growth [15].

Group 1 - JD Group has officially completed the acquisition of Hong Kong's Jia Bao Supermarket, marking its entry into the Hong Kong physical retail market [2] - Following the acquisition, JD has established an Innovation Retail-Jia Bao Business Unit, appointing Jia Bao's founder, Lin Xiaoyi, as the head [2] - JD plans to enhance the product diversity and price competitiveness in the Hong Kong retail market by integrating Jia Bao's offline store network [2] Group 2 - Jia Bao, founded in 1991, is a well-known supermarket chain in Hong Kong with over 90 stores and more than 1,000 employees, specializing in frozen poultry, seafood, groceries, and fresh produce [2] - JD's acquisition aims to leverage its supply chain advantages to improve Jia Bao's omnichannel business expansion and enrich the quality product offerings in the Hong Kong retail market [2] - JD previously announced an investment of 1.5 billion RMB in September 2024 to enhance its presence in the Hong Kong market through price subsidies, logistics system development, and service optimization [2] Group 3 - JD's founder, Liu Qiangdong, emphasized that all of JD's business operations are centered around supply chain management, with the acquisition of Jia Bao being a key move to strengthen this strategy [3] Group 4 - The supermarket chain's regional expansion models can be categorized into penetration and leapfrogging strategies, each with distinct advantages and risks [4][6] - Penetration strategy focuses on concentrated resource allocation within a region, while leapfrogging strategy allows for simultaneous expansion in multiple low-competition areas [4][6] - Future supermarket operations are expected to shift towards a model of diverse products in smaller quantities, increasing demands on supply chains and logistics [6]

Core Insights - Metro has launched its first "Fat Reform Store" in Beijing, focusing on optimizing product structure [1] - The store adopts a "wide category, narrow product" strategy, increasing product variety while reducing overall product count [3] Group 1: Store Transformation - The new store has streamlined its SKU count to approximately 8,000, achieving a product replacement rate of 55% [3] - Categories such as baking and deli items have seen a nearly sixfold increase in product numbers compared to before the transformation [3] - The area for freshly prepared products has been expanded [3] Group 2: Product Strategy - Imported products account for about 25% of the store's offerings [3] - The share of private label, exclusive, and imported products exceeds 40% [3] - The company plans to launch 200 to 300 new private label products annually, adapting to consumer trends and economic conditions [3]

Core Insights - The company reported a significant improvement in its operational performance for the first half of 2025, driven by strategic initiatives and store optimization [1] Financial Performance - The company achieved a revenue of 2.129 billion, representing a year-on-year growth of 24.45% [1] - The net profit attributable to the company was 201 million, marking a turnaround from a loss to profit [1] - The increase in net profit was primarily due to the recognition of substantial restructuring gains and the implementation of focused operational strategies [1] Operational Strategy - The company has been learning from successful competitors and has implemented a strategy to close underperforming stores while enhancing potential ones [1] - The company is focusing on its own brand strategy and improving supply chain efficiency, which has led to a significant increase in supermarket sales [1] - As of the end of the reporting period, the company operated a total of 55 stores, including 23 supermarkets and 32 department stores (including shopping centers) [1]

Group 1 - The company reported a revenue of 2.129 billion yuan for the first half of 2025, representing a year-on-year increase of 24.45%, and a net profit of 201 million yuan, marking a turnaround from losses [1] - The significant growth in revenue is attributed to store optimization, improved product management, and enhanced supply chain efficiency, particularly in supermarket sales [1] - The company has implemented restructuring measures that confirmed substantial restructuring gains, while focusing on core advantageous regions to enhance overall store efficiency and profitability [1] Group 2 - The company has adopted strategies from the successful model of "胖东来" by gradually closing inefficient stores and transforming potential ones, leading to improved overall operational performance [2] - The reopening of the Yongzhou Shunde store on August 9 marked the completion of adjustments in 19 stores, which have become key drivers of revenue growth, with sales during the Spring Festival season increasing by 3-6 times and customer traffic rising over 300% [2] - The company has established strategic partnerships with over 200 quality suppliers, enhancing product pricing advantages and freshness, which has effectively driven sales growth across all categories [3] Group 3 - The self-owned brand BL, launched in March 2025, has become a highlight for the company, with products rapidly climbing sales rankings and showing a steady increase in gross margin and market share [4] - As of the end of July, over 50 products under the BL brand have been launched, covering a diverse range of categories, and the monthly sales in July were nearly six times that of March [4] - The company plans to continue focusing on core regions and deepening retail fundamentals, leveraging the "胖东来" model to solidify its development foundation and showcase a retail transformation example [4]

Core Viewpoint - Yonghui's Old Palace store has adopted a new layout that deviates from traditional supermarket designs, enhancing customer experience and operational efficiency [3] Group 1: Store Layout and Design - The Old Palace store has eliminated mandatory traffic flow designs, widening the main aisle to 3 meters and standardizing shelf height to 1.6 meters for a more open visual space [3] - The number of cash registers has increased to 33, reducing queue times during peak hours [3] Group 2: Product Offering Adjustments - Nearly half of the products in the store have been replaced, with the new product structure aligning 80% with the model of the successful brand "Pang Dong Lai" [3] - The store has implemented a "468 freshness management" system in the fruit cutting area, offering discounts based on the time since preparation [3] - A dedicated section for Pang Dong Lai's private label products has been established, featuring over 70 items including DL juice and craft beer [3] Group 3: Future Expansion Plans - Other Yonghui stores, including Shijingshan Lugou, Yanjiao Shangshang City, and Daxing Kangzhuang Tianjian Plaza, are also set to undergo similar renovations [3] - The total number of renovated Yonghui stores nationwide has reached 156, with an expectation to reach 200 by September 30 [3]