Core Viewpoint - Hema is set to gradually close its offline membership stores, citing supply chain upgrades that allow its fresh stores and community stores to match the quality and pricing of membership stores, aligning better with Chinese consumers' shopping habits [1] Group 1 - Hema's decision to close membership stores is influenced by the successful upgrade of its supply chain [1] - The fresh stores and community stores are now offering self-operated products that are comparable in quality and price to those in membership stores [1] - The proximity of these stores to residential areas allows consumers to shop more conveniently, aligning with their preference for casual browsing [1] Group 2 - In April, Hema rebranded its original "Hema Cloud Supermarket" to "Cloud Enjoy Club," allowing consumers to purchase over 800 products from Hema MAX's private label online [1] - Hema X members enjoy benefits such as member pricing and unlimited free shipping for orders over 49 yuan throughout the year [1] - These membership benefits are still retained despite the closure of offline membership stores [1]

Core Viewpoint - Hema's membership store format is set to disappear entirely, with the last remaining store in Shanghai closing on August 31, 2023, following the closure of several other locations earlier this year [1][4]. Group 1: Membership Store Closure - Hema has been closing its X membership stores throughout the year, with the last one in Shanghai scheduled to cease operations, marking the end of this store format [1][4]. - The X membership store format was initially launched in October 2020 and expanded to major cities, but it is now being phased out as the company shifts focus to other business models [2][4]. Group 2: Strategic Shift - Hema's management has decided to redirect resources towards Hema Fresh and Hema NB, indicating a strategic shift away from the membership store model due to high investment costs and long payback periods [4][5]. - The CEO of Hema expressed confidence in the Hema NB format, with plans to grow the number of stores to 300 by the end of 2024 [4]. Group 3: Challenges of Membership Stores - The membership store model requires significant capital investment for physical store expansion and supply chain capabilities, which has proven challenging for Hema [5][6]. - Intense competition from established membership stores like Sam's Club and Costco, as well as emerging players like Dailu Fan and Ao Le Qi, has further pressured Hema's membership store performance [6]. Group 4: Future Outlook - The retail landscape is becoming increasingly competitive, with a focus on profitability driving Hema's decision to discontinue the membership store format [6]. - The company is likely to continue experimenting with various retail formats to identify the most profitable avenues for growth in a rapidly evolving market [6].

生鲜战场硝烟再起！多多买菜正以雷霆之势重构游戏规则。即时零售闪电布局、供应链深度焕新、服务 模式全面升级、市场版图双向突破——这套组合拳不仅剑指行业痛点，更要为消费者奉上"更快、更 优、更省"的全新体验，一场关乎生鲜零售格局的变局已然拉开序幕。 即时零售：双线作战，剑指高时效市场 配送服务：双轨并行，打通最后一公里 面对头部平台即时配送服务的竞争压力，多多买菜于今年6月启动即时零售试点，计划8月在一线城市推 出"小时达"服务。采用"自建前置仓+第三方配送"的混合模式，以上海试点为例，首批覆盖的生鲜与日 用品中，既保留高性价比的白牌商品，也引入知名品牌商品丰富选择。 通过与第三方配送平台的动态费率机制，配送成本降低20%；"团长+骑手"的组合配送方式减少30%骑 手配置。这种模式创新让其从传统"次日自提"成功切入"应急型消费"场景——下班回家发现冰箱空了， 打开APP下单，一小时内新鲜食材就能送到家。 而这类融合了多渠道配送调度、多品类商品管理的业务模式，恰好与广州赤焰信息（微信ID： chiyanmary）社区团购系统中灵活的配送链路配置、多商品池运营功能相适配，能为类似的业务场景提 供技术支撑。 配送服务升 ...

近年来京东七鲜持续深耕有机领域，自618以来密集上新超200款有机商品，覆盖新鲜蔬果、五谷杂粮、 食用油、肉禽蛋奶及母婴辅食等丰富品类。亮眼的数据印证了市场对安全、健康有机食品的旺盛需求： 今年上半年，京东七鲜有机商品成交额实现超两倍增长，自有品牌有机商品用户量更是激增三倍。而支 撑这股"七鲜有机消费热"的，是京东七鲜贯穿全链路的严格品控体系——从源头上执行严苛的供应商准 入标准和有机资质审核，确保种植过程严格禁用化学农药、化肥及生长激素；严查每批商品的有机溯源 码和认证报告，保证全程可追溯；更定期第三方送检关键安全指标，用科学数据为"真有机"承诺背书。 京东七鲜健康生活周上线 "好吃不贵"有机明星单品齐亮相 "真有机"遇上"真不贵" 京东七鲜健康生活周9.9元起享有机生活 当有机食品逐渐撕去"高价"、"小众"的标签，有机生活正加速从理念融入日常。近日京东七鲜推出"健 康生活周"主题活动，精选一批有机蔬菜、无抗肉禽蛋、低GI(血糖生成指数)水果、配料干净零食等品 质商品，配合3公里内最快30分钟送达的便捷服务，为消费者打造一场安心、便捷、实惠的健康生活盛 宴。 此外，活动还精选了多款配料干净的轻负担零食。如京 ...

为进一步提升公众反诈意识，筑牢金融安全防线，近日，民生银行济宁兖州支行联合和美生鲜超市， 以"反诈是门必修课，筑牢防线守好责"为主题，开展了一场贴近民生、形式多样的反诈宣传活动，将金 融知识送到群众"菜篮子"旁，吸引超50名市民参与。 场景化宣传，反诈知识融入日常 活动选址于人流量密集的和美生鲜超市入口及生鲜区，通过悬挂醒目横幅、设置咨询台、发放宣传折页 等方式，营造沉浸式宣传氛围。该支行工作人员化身"反诈宣传员"，结合超市购物场景，用通俗易懂的 语言向市民讲解常见诈骗手段。例如，针对老年群体重点提示"保健品诈骗""冒充公检法转账"等套路； 为年轻消费者剖析"网络刷单""虚假投资平台"等新型骗局；同时提醒商户警惕"虚假订单""收款码替 换"等经营风险。 互动式体验，增强参与感与记忆点 为提升宣传效果，活动设计了有奖问答环节，市民通过回答反诈问题，即可获得环保购物袋、消毒湿巾 等实用礼品。一位参与活动的张女士表示："边买菜边学知识，还能拿小礼品，这种形式既有趣又实 用！"此外，该支行工作人员还现场演示如何使用"国家反诈中心"APP，指导市民开启来电预警功能， 手把手教授"不轻信、不透露、不转账"的防诈口诀。 活 ...

Core Insights - The core viewpoint of the articles emphasizes the shift in the retail industry towards quality and differentiation, particularly in the context of the AI revolution and the competitive landscape of instant retail [2][9]. Group 1: Company Strategy - The company has introduced a "4G" strategy focusing on "good users, good products, good services, and good mindset," aiming for differentiation rather than engaging in price wars [2][9]. - The company has restructured its product development by establishing 10 independent product development divisions, resulting in the elimination of over 4,000 mediocre products, with "good products" now accounting for 40% of its SKU [9][10]. - The company is actively investing in upstream supply chains, exemplified by partnerships with local agricultural authorities to promote high-quality products like "Gobi vegetables" [9][10]. Group 2: AI Integration - The company is leveraging AI to transform its retail operations, moving from traditional retail elements to an "AI+" intelligent ecosystem [3][4]. - AI capabilities are being utilized to enhance supply chain efficiency, including demand forecasting and real-time inventory management [5][7]. - The company has developed AI-driven tools such as a smart dietary assistant that helps users manage their dietary needs and preferences [4][5]. Group 3: Market Performance - In Q1, the company reported revenues of 5.48 billion yuan, a year-on-year increase of 9.1%, and has achieved profitability under both Non-GAAP and GAAP standards for multiple consecutive quarters [10]. - The company has seen a 12.1% increase in order volume and a 4.5% increase in daily active users year-on-year, indicating positive market reception of its differentiated strategy [10]. Group 4: Supply Chain Innovations - The company has implemented a project called "Dingdong Twelve Hours," ensuring rapid delivery of fresh produce within 24 hours from farm to table [8]. - The company is developing a traceability system to enhance transparency in the supply chain, allowing consumers to track the journey of their food products [7][8].

Group 1 - The article highlights the seasonal eating habits in China as the hottest period of the year begins, with a focus on food for nourishment and cooling [1][3] - In Changsha, there is a local custom of eating chicken during the first phase of summer, with significant sales growth in seasonal food products compared to last year [3] - The Hunan Provincial Department of Commerce reported a slight decrease in vegetable prices, with an average retail price of 6.86 yuan per kilogram, while the overall vegetable prices have shown a continuous decline [3] Group 2 - The overall market for aquatic products remains stable, with an average retail price of 29.49 yuan per kilogram, indicating reasonable price fluctuations [3] - The wholesale price of crayfish increased by 10.97% to 40.25 yuan per kilogram compared to the previous week, reflecting a notable price change in this category [3]

自有品牌算得上是盒马的金字招牌，为了巩固这一核心竞争力，盒马也是绞尽脑汁。5月31日，历经三 年打磨的盒马新零供2.0战略内容正式发布。北京商报记者了解到，2021年盒马将孵化100个新品牌。分 析指出，盒马孵化自有品牌的意义在于强化商品力，与同行业玩家形成产品差异化，为日后多渠道并行 铺路。 北京商报记者了解到，2021年盒马新品孵化中心将主要与KA品牌、网红品牌、餐饮品牌和老字号品牌 联手。侯毅表示，与KA品牌合作可以实现低成本快速研发，推出针对年轻消费者的独特产品;与网红品 牌合作，能助力网红产品快速增长。餐饮企业可让品牌符合餐饮行业标准化，可量产并成为爆款。老字 号品牌能在盒马实现快速增长。 不过，所有品牌都有"试用期"。侯毅指出，所有商品进来后都有培养期，期间要进行严格的优胜劣汰， 保证消费者得到所需要的商品。 在拉拢新的品牌商上，盒马可谓煞费苦心。5月31日，盒马正式宣布成立新品孵化中心——"盒马X加速 器"。所谓新品孵化中心，是指打通投融资、商品研发、供应链支持、营销推广等内外部资源，为有潜 力的新品牌、产品线和商品进行孵化和加速以及战略投资。 阿里巴巴集团副总裁、盒马事业群总裁侯毅透露，盒马在 ...

Core Insights - The return of the "wrinkled leaf vegetable" has been marked by significant sales growth, with a reported 80% month-on-month increase since its launch on Hema Fresh, and over 1,000 orders in the last month [1][6] - The introduction of this vegetable follows a trend of high-priced, unique vegetables entering the market, similar to the previously popular "ban lan gen" vegetable [6][24] - Both the wrinkled leaf vegetable and ban lan gen are considered "laboratory vegetables," developed through scientific breeding methods to meet consumer preferences [7][8] Product Development and Market Introduction - The wrinkled leaf vegetable was developed by Wuhan Asia-Africa Seed Industry Co., Ltd., with a focus on creating a variety that retains the nutritional benefits of kale while catering to Chinese culinary preferences [11][12] - The development process took over a decade, with successful cultivation achieved in 2020, leading to its market introduction in late 2022 [11][12] - The vegetable's market presence is still limited, with a current planting area of 5,000 acres, and plans to expand to 10,000 acres [27] Consumer Reception and Sales Performance - The wrinkled leaf vegetable is priced at approximately 10.8 yuan per 100g, making it relatively expensive compared to traditional vegetables [15][26] - Despite its novelty, sales figures indicate that it has not yet reached the popularity of more established vegetables, with only 1,000 monthly orders compared to 10,000 for more common varieties [26][27] - Consumer feedback on the taste has been mixed, with some describing it as needing specific cooking methods to enhance its flavor [28][32] Market Trends and Future Outlook - The trend of introducing unique vegetables is driven by consumer demand for health, taste, and novelty, with platforms like Hema and Dingdong Maicai actively seeking out new varieties [22][24] - The success of these new vegetables will depend on their ability to meet consumer expectations for taste and quality, as well as effective market supply management [33] - The potential for these vegetables to become mainstream depends on their adaptability to different regional tastes and the overall market saturation of unique vegetable varieties [33]

Core Insights - Hema, as a pioneer of Alibaba's new retail strategy, initially showed strong momentum in business innovation but struggled to achieve profitability before the departure of its founder, Hou Yi [1][2] - After the leadership change to Yan Xiaolei, Hema shifted its focus to profitability by closing most stores and concentrating on Hema Fresh, leading to a significant turnaround with adjusted EBITA turning positive for the first time in FY2025 [2][5] - Hema's sales reached 75 billion yuan, surpassing Yonghui's 73.2 billion yuan, positioning it as the third-largest supermarket in China [2][5] Business Strategy - Hema's initial strategy involved a multi-format approach with up to 12 different business models, including Hema Fresh and Hema X membership stores, but this led to high costs and unclear business models [4][5] - The high-end positioning of Hema X membership stores conflicted with the company's low-price rapid expansion strategy, resulting in a limited number of openings and eventual discounting measures [3][4] - The company has now adopted a dual strategy focusing on high-end market penetration and down-market expansion through Hema Fresh and Hema NB community stores [5][8] Market Position and Competition - Hema's growth comes amid a decline in traditional supermarkets, with a reported 28.6% drop in average foot traffic for large supermarkets since 2019, while community supermarkets and convenience stores have seen growth [5][8] - Hema plans to open 100 new Hema Fresh stores by 2025, targeting first and second-tier cities, and aims to expand its Hema NB stores to over 1,000 locations [8][9] - The company is leveraging its supply chain advantages, with over 60% of Hema NB's products being private label, although this has resulted in lower profit margins compared to Hema Fresh [9][10] Future Outlook - Hema's future hinges on its ability to integrate into Alibaba's instant retail ecosystem, as the company has not yet fully aligned with Alibaba's strategic focus on instant retail [6][7] - The competitive landscape is intensifying, with major players like Alibaba, JD, and Meituan focusing on instant retail, which poses challenges for Hema's growth strategy [5][6] - Hema's current business model aims to balance profitability in the high-end market while aggressively expanding in the lower-end market, creating a complete commercial loop [9][10]