Core Viewpoint - The article discusses a consumer complaint regarding inconsistent packaging labels and misleading ingredient information for a product named "Crab Four Treasures Crab Yellow Noodles" sold at a Sam's Club in Jiaxing, Zhejiang, which has attracted public attention and regulatory investigation [2][8]. Group 1: Product Details - The product "Crab Four Treasures Crab Yellow Noodles" is priced at 118.9 yuan per item on the Sam's Club app, with over 7000 reviews and a 94.1% positive rating, with many consumers claiming it is more delicious and cost-effective than restaurant offerings [7]. - The packaging issue involves discrepancies between the outer and inner labels, with the outer packaging stating "Handmade Dry Alkali Noodles" and the inner packaging indicating "Intangible Cultural Heritage Handmade Sun-Dried Noodles (Raw Dry Noodles)" [3][5]. Group 2: Regulatory Response - The market regulatory department has initiated an investigation into the complaint made by a consumer named Mr. Pan, who reported the labeling inconsistencies [8]. - The staff from the parent company of Sam's Club, Walmart, stated that they take product compliance seriously and have contacted the supplier, Jiangsu Huaxiu Food Co., Ltd., for verification. The product's labeling was reportedly approved by local regulatory agencies before its market release [9]. Group 3: Legal Standards - According to the Food Safety Law and the National Standard for Prepackaged Food Labeling, food labels must be truthful and accurate, without misleading content [11]. - Specific regulations require that food additives, such as edible alkali, must be clearly indicated in the ingredient list, and any alterations to production dates or shelf life must not be made through additional labels [10][11].

文｜彭倩 编辑｜乔芊 杨轩 36氪独家获悉，今年上半年，盒马 NB 的营业额达到80亿元左右，较去年同期双位数增长。目前总门店 数已近300家，仅半年时间门店数量翻番，主要集中在华东核心城市市区和郊区。 盒马方面对该信息表示不予置评。 此前盒马 NB 推出了"超盒算"自有品牌，其中大米、素食、纸巾、鲜奶、冰淇淋、等上百款产品已经更 换品牌名。而据了解，近期盒马 NB 整体也将更名为"超盒算 NB "。 据盒马内部人士说法，盒马 NB 经过几年的探索，业务发展已经逐渐成熟，去年盒马内部明确了盒马鲜 生和NB两个业态驱动的战略，品牌独立意味着这一业务已经长大成人，独立接受市场的考验。同时， 此举也将NB与定位中高端的盒马鲜生进行品牌区隔，在消费分级的环境下，提供差异化的商品和服 务。 与盒马鲜生不同，盒马 NB 大多选址在临街商铺和社区型商场里，客单价在40元左右，满足三餐的生鲜 占比达到45%，这令其吸引了曾经对盒马鲜生大店品牌心智较低、习惯在菜市场买菜的部分人群。 为了获得更多订单，盒马 NB 已于今年春节前开放了线上配送服务，线上销售占比预计将达到30%左 右，近期也在多个城市招募分拣员。 盒马 NB 主要 ...

Core Insights - Hema NB's revenue reached approximately 8 billion yuan in the first half of the year, showing double-digit growth compared to the same period last year [4] - The total number of stores has nearly doubled to almost 300, primarily located in core urban areas and suburbs of East China [4] - Hema NB is undergoing a rebranding process, with plans to change its name to "Super Box Calculation NB" [5] Business Strategy - Hema NB has matured over the years, with a clear strategic focus on two business models: Hema Fresh and Hema NB, allowing for brand differentiation in a tiered consumption environment [6] - The average transaction value at Hema NB is around 40 yuan, with fresh food accounting for 45% of sales, targeting consumers who previously preferred traditional markets [6] - Online sales are expected to account for about 30% of total sales, with recruitment for sorting staff ongoing in multiple cities [7] Product Offering and Pricing - Hema NB's product sourcing includes over 50% from its own brand, focusing on fresh produce, baked goods, and daily necessities [7] - The simplified supply chain and high proportion of private label products help maintain competitive pricing, with significant price advantages over competitors [7] - Hema NB is a continuation of Hema's exploration in discount retail, with some stores previously under Hema's discount model being converted to Hema NB [8] Leadership and Future Goals - Under CEO Yan Xiaolei, Hema has achieved annual profitability through product reform and a focus on core business models [8] - A new goal has been set for Hema to reach an annual GMV of 100 billion yuan within three years, with current GMV at 75 billion yuan as of March [9] - Hema plans to continue expanding its store network while balancing the growth of different store formats to avoid competition for customer traffic [9]

36氪获悉，近日，永辉超市在京第12家"胖改店"即将开业。该门店恢复营业后，永辉超市全国调改店总 数近170家。今年，北京"胖永辉"门店数量将达20家左右。爱企查App显示，2024年11月，永辉超市股 份有限公司申请注册多枚"胖永辉"商标，国际分类涉及网站服务、广告销售、教育娱乐等，目前上述商 标均已注册成功。 ...

在零售业持续探索"如何更懂消费者"的当下，扎根北京石景山鲁谷16年的永辉超市（601933）鲁谷店， 于8月26日完成为期两个多月的自主调改后重新开业，至此永辉全国调改店总数近170家。 记者在现场获悉，此次调改结合此前调改店经验、深度学习胖东来模式，从商品选品到场景体验，从员 工培养到社区互动，全方位践行"照顾好员工、服务好顾客"的理念。 走进调改后的鲁谷店，变化藏在货架深处：为了让商品更贴近胖东来的"质价比"标准，门店将商品汰换 率提升至半数以上，目前商品结构中超80%实现与胖东来对标。 永辉自有品牌与反向定制商品成为"优质平价"的破局点：19.8元/3kg的"微胶囊香氛酵素洗衣液"提高洁 净功效的同时，也升级了除菌除螨、成分安全性、持久留香，但通过严格核算和控制成本，实现了极致 性价比；甄选崀山脐橙、奉节脐橙、四川锦橙、桂夏橙等优质果源，由从原料到成品经过439道安全关 卡的橙汁，1L仅售13.5元…… 针对顾客本地口味需求突出的特点，门店特意扩充了老北京特色商品矩阵：平谷大桃从采摘到上架不超 过24小时，庞各庄西瓜甜度数值清晰可见；本地风味炸糕、驴打滚、艾窝窝每日新鲜现做，全聚德 （002186）、月 ...

本报讯 （记者桂小笋）8月26日，永辉超市股份有限公司（以下简称"永辉超市"）鲁谷店完成为期两个 多月的自主调改后重新开业，至此，永辉超市全国调改店总数近170家。对于调改的成果，永辉超市北 京大区调改总负责人杨子亮表示，在北京市场经营满三个月的调改店均已进入盈利阶段。在这一积极态 势下，永辉超市今年在北京市场的调改门店数量预计将达20家左右。 据悉，为了让商品更贴近胖东来的"质价比"标准，此次重新开业的永辉超市鲁谷店将商品汰换率提升至 半数以上，目前商品结构中超80%实现与胖东来对标。此外，调改后的永辉超市鲁谷店进口商品占比近 20%。同时，全渠道服务的优化同样是此次调改后的特色，线上线下商品基本保持一致。 杨子亮表示，永辉超市鲁谷店的焕新，清晰地勾勒出公司品质零售战略的升级路径：深耕商品力、优化 体验感、强化服务心、融入社区情。通过全面对标胖东来，优化供应链，重构消费场景，赋能一线员 工，深化社区联结。 自2024年5月份启动学习胖东来模式以来，永辉超市聚焦品质与幸福的商业模式，在商品供应链变革、 服务与顾客体验升级、员工福利与组织文化重塑方面进行了全方位重构，从首批试点到逐步推广，调改 工作已迈入规模化 ...

Core Viewpoint - The company, Huijia Times, has successfully opened its first "Pang Donglai" guided reform store, which has led to significant improvements in sales and customer engagement, indicating a positive response to the store's new product structure and layout [2]. Group 1: Store Performance - The newly opened Urumqi Huijia Times supermarket has achieved sales of 17.32 million yuan, representing a year-on-year increase of 272% [2]. - Daily transactions reached 11,174, showing a year-on-year growth of 232.1% [2]. - The average transaction value increased to 172.2 yuan, reflecting a year-on-year growth of 12.1% [2]. Group 2: Store Reform and Future Plans - The reform of the store has optimized the product structure, achieving over 90% alignment with the desired product mix of Pang Donglai [2]. - The company plans to implement supermarket reforms in two phases, with the first phase completed and the second phase progressing as scheduled [3]. - The founder and actual controller of the company, Pan Jinhai, expressed satisfaction with the initial feedback from customers and employees, indicating that there is still significant room for further optimization [2].

与传统折扣超市不同，京东折扣超市采用的是"大店型、多SKU"模式，汇集日用百货、生鲜食品、快消 品、酒水饮料等各个品类，即将开业的宿迁四家门店也均为面积超5000平米、SKU超5000个的规模，且 相比涿州店面积更大。四家门店分别位于泗洪吾悦广场、沭阳中央广场、宿城希望城、泗阳阳光里，均 是宿迁本地商业地标，或是背靠人口密集居民区。（智通财经记者 查沁君） 8月26日，智通财经独家获悉，作为全国首个大型折扣超市业态，京东折扣超市继河北涿州首店开业 后，还将于8月30日落户江苏宿迁，四店同开。 ...

Core Insights - Yonghui Supermarket's Luqu store in Beijing has reopened after a two-month self-adjustment period, marking the total number of adjusted stores nationwide to nearly 170 [1] - The adjustments were inspired by the successful model of Pang Donglai, focusing on product selection, customer experience, employee training, and community interaction [1] - The Luqu store has increased its product turnover rate to over 50%, with over 80% of its product structure aligned with Pang Donglai's quality-price ratio standards [1] Company Developments - The Luqu store has served over 50 million families, emphasizing its role as a community staple [1] - The reopening of the Luqu store coincides with the renovation of the Yanjiao Shangshang City store, creating a dual-store opening strategy in the Beijing and surrounding areas [1] - Another store, the Daxing Kangzhuang Tianjian Plaza store, is expected to complete its adjustments by September [1]

Core Viewpoint - Yonghui Supermarket reported a significant decline in both revenue and net profit in its mid-year financial report, indicating challenges in its transformation efforts and operational strategy [3][5]. Group 1: Financial Performance - In the first half of the year, Yonghui Supermarket achieved revenue of 29.948 billion yuan, a year-on-year decrease of 20.73% from 37.779 billion yuan [8]. - The company recorded a net profit loss of 241 million yuan, compared to a profit of 275 million yuan in the same period last year, marking a 187.38% decline [5][8]. - Since 2021, Yonghui Supermarket has been in a continuous state of net profit loss, accumulating losses exceeding 9.5 billion yuan from 2021 to 2024 [8]. Group 2: Operational Challenges - The revenue decline is attributed to the closure of long-term loss-making stores and the ongoing transformation strategy initiated in the second half of 2024 [8][9]. - In the first half of the year, Yonghui Supermarket closed 227 loss-making stores, leaving a total of 552 operational stores across 26 provinces and municipalities [8][9]. - The company incurred additional costs related to lease and personnel compensation, product clearance, and asset write-offs during the store closures, further straining its financial position [5][9]. Group 3: Strategic Transformation - Yonghui Supermarket established a reform leadership team led by Ye Guofu, founder of Miniso, to guide its transformation efforts, which have yet to yield market-accepted results [5][14]. - The company is focusing on a supply chain reform, including the acceleration of direct sourcing contracts with suppliers, which has led to a reduction in the number of suppliers by approximately 50% [10][14]. - The overall gross profit margin for the first half of the year was 20.80%, a decrease of 0.78 percentage points compared to the same period last year [10]. Group 4: Debt and Financial Pressure - As of the end of the first half, Yonghui Supermarket's debt-to-asset ratio reached 88.21%, the highest since its listing in 2010 [17]. - The company reported short-term borrowings of 3.989 billion yuan and accounts payable of 6.092 billion yuan [17]. Group 5: Competitive Positioning - Yonghui Supermarket is attempting to emulate the successful operational model of "Pang Donglai," focusing on customer service and product quality, but faces challenges in execution and employee satisfaction [19][20]. - Analysts suggest that while many traditional supermarkets are mimicking Pang Donglai, Yonghui's brand strength and consumer trust still require significant improvement [20][21].