生鲜零售虽保持高增长，但行业普遍亏损，价格战难以为继。企业需从规模扩张转向供应链效 率、品类结构与运营能力驱动的价值竞争。 02 高效零售崛起 2025 年，零售行业进入从"流量与价格竞争"向"价值创造与效率兑现"转型的关键阶段。消费趋于 理性，价格战边际效应减弱，企业增长更多依赖于业态选择、体验重构与用户关系深化。 从生鲜、会员店与实体零售的效率重塑，到体育、旅游与旅游零售等场景型消费的结构性变化， 再到会员体系从被动管理走向主动经营，零售的核心竞争力正从"卖什么、卖多便宜"，转向"如 何持续创造值得被选择的消费价值"。 01 生鲜价值转型 体育产业从情怀驱动走向价值管理，赛事 IP、转播与博彩构成核心价值池，商业成功取决于对 增长杠杆与运营效率的系统化布局。 04 实体体验回潮 实体零售如何实现破局增长？—— 服饰与美妆行业的启示 实体零售并未消亡，而是通过"小而美"门店、模块化设计与沉浸式体验重塑增长逻辑，服饰与 美妆成为门店升级的先行者。 【深度】从赛事到商机——科尔尼诠释体育产业价值路径 解码会员店，拉开高效零售序幕 05 消费情绪钝化 从"价格战"到"价值战"，生鲜企业开启增长新纪元 理性消费回归 ...

12月22日，鲸喜WHALESCLUB 位于长三角核心区域的战略门店——鲸喜仓宜兴店正式开业。 从结果看，这是一场"开门红"：试营业+开业首日，线上成交166.7万元，线下成交120万元；全渠道曝光量超过500万，其中抖音直播单场曝光破百万。 在一个区域零售竞争已经高度饱和的市场里，这样的成绩并不常见。 依托金桥成熟运营经验与自身供应链硬核支撑，门店以"新零售场景重构 + 全周期福利矩阵"为双引擎，打造"超市+中央厨房+美食集市+社交空间" 的多维 消费生态。 但如果把视角拉远，会发现鲸喜仓宜兴店的意义，并不只是一场成功的开业营销，而是一次关于"新零售下一阶段怎么做"的现实演示。 同质化商超里，消费者真正想要的是什么？ 过去几年，区域商超、折扣店、会员店的竞争逻辑高度趋同：价格更低、SKU更多、补贴更狠。 但消费者的需求，已经悄然发生变化——不只是"便宜"，而是全场景、高质价比和真实体验感。 鲸喜仓给出的解法，是一套清晰的组合拳：以生鲜刚需做底盘，用小吃市集造场景，用供应链兜住性价比，用会员体系锁定复购。这套逻辑，在宜兴店被 完整落地。 1 消费需求向 "全场景 + 高性价比 +强体验" 升级 鲸喜仓以 "生 ...

然而，越来越多商家看到会员店的潜力，于是大润发、盒马、家乐福（现已关店）都陆续"杀"入会员店赛道，大家的爆款也非常同质化，比如集中在热销 品"三件套"——麻薯、烤鸡、榴莲千层蛋糕。头部会员店品牌经历过多年试错所获得的爆款直接就被竞争对手拿来使用，这不仅加剧会员店竞争，也使商 品独家性减弱。 有业内人士向笔者透露，要研发一款市场爆款的时间很长，但被竞争对手拿去直接卖就是几天的事，这让老牌会员店们面临巨大挑战，采购人员压力非常 大。 日前有消费者投诉称，他使用山姆快递配送服务"极速达"在深圳山姆龙华店购买的麻薯中发现有活老鼠，山姆方面回应称，已第一时间联动专业虫害公司 开展全链路核查，经回溯商品制作、包装、仓库上架、拣货等环节的巡查记录与仓内监控视频，均未发现虫害痕迹或异常。就在今日，山姆会员商店宣布 位于上海浦东的最新门店将于12月16日正式开业。 这并非山姆第一次遭遇风波，从各类客户投诉、食品安全到此前的部分商品下架，山姆所经历的事件在其他零售同业者身上也时有发生。从最初大家难以 理解要付费买会员卡才能购物到如今会员店成为零售主流业态之一，会员店在中国市场经过了约20年的变迁，而各类风波频发的背后是消费者对商 ...

2025.12. 10 本文字数：1828，阅读时长大约3分钟 作者 | 第一财 经 乐 琰 日前有消费者投诉称，他使用山姆快递配送服务"极速达"在深圳山姆龙华店购买的麻薯中发现有活老 鼠，山姆方面回应称，已第一时间联动专业虫害公司开展全链路核查，经回溯商品制作、包装、仓库 上架、拣货等环节的巡查记录与仓内监控视频，均未发现虫害痕迹或异常。就在今日，山姆会员商店 宣布位于上海浦东的最新门店将于12月16日正式开业。 这并非山姆第一次遭遇风波，从各类客户投诉、食品安全到此前的部分商品下架，山姆所经历的事件 在其他零售同业者身上也时有发生。从最初大家难以理解要付费买会员卡才能购物到如今会员店成为 零售主流业态之一，会员店在中国市场经过了约20年的变迁，而各类风波频发的背后是消费者对商 品要求的变化，对性价比的追求以及会员店供应链面临的巨大挑战。 最初会员店的收费会员模式是不被广大中国消费者接受的，大家不能理解为何进店消费之前先要支付 一笔会员费，因此十几二十年前的会员店在中国市场很难铺开，较早进入中国市场的山姆、麦德龙就 经历过阵痛。 随着市场发展，更多中等收入人群的崛起，大家发现会员店的优势在于相对独家的商品、 ...

对于会员店而言，会员费和商品销售是两大收入来源，既然收取了会员费且客单价高于普通超市卖场， 那么会员店就必须提供更好的货品。所以对山姆、COSTCO这类会员店而言，比拼的是商品研发和采购 能力，会员店的SKU（商品品类）必须精简，比如普通卖场的单店SKU在1万多，而同面积的会员店 SKU仅4000个左右，这就要求会员店运营者付出大量时间和试错成本去挑选最精准的热销货品。 为了能直击消费者购物喜好，会员店会研发更多自有品牌或与大牌定制独家商品，自有品牌商品具有很 高的性价比，而定制化商品的独家性也是吸引消费者的卖点。 然而，越来越多商家看到会员店的潜力，于是大润发、盒马、家乐福（现已关店）都陆续"杀"入会员店 赛道，大家的爆款也非常同质化，比如集中在热销品"三件套"——麻薯、烤鸡、榴莲千层蛋糕。头部会 员店品牌经历过多年试错所获得的爆款直接就被竞争对手拿来使用，这不仅加剧会员店竞争，也使商品 独家性减弱。 有业内人士向笔者透露，要研发一款市场爆款的时间很长，但被竞争对手拿去直接卖就是几天的事，这 让老牌会员店们面临巨大挑战，采购人员压力非常大。 商品供应的挑战使得部分会员店的商品差异化减少，加上如今的消费者越来 ...

Core Insights - Walmart China has appointed Liu Peng as the President of Sam's Club, reporting directly to the CEO of Walmart China, Zhu Xiaojing. Jane Ewing, the acting president, will return to Walmart International by the end of this year [2] Group 1: Leadership Changes - Liu Peng has a strong background in retail, having held various leadership positions at Alibaba Group, including General Manager of Tmall International and President of Tmall Import and Export Business [2] - Zhu Xiaojing emphasized Liu's international perspective, deep integration capabilities in global supply chains, and extensive experience in Chinese retail and omnichannel strategies as key assets for leading Sam's Club [2] Group 2: Business Expansion - Currently, Sam's Club has nearly 60 stores across more than 30 cities in China, with plans to open approximately 5 new stores by the end of this year [2]

Core Insights - Costco continues to show significant growth despite economic uncertainties, with net sales reaching $269.9 billion and net profit at $8.099 billion for the fiscal year 2025, marking an 8% and 9.9% increase respectively [1][2] - Membership fees contribute significantly to Costco's profitability, accounting for 65.7% of net profit, highlighting its business model as a service provider rather than a traditional retailer [2][3] Membership and Customer Base - The total number of paid members reached 81 million, a 6.3% increase year-over-year, with a high renewal rate of 92.3% in North America and 89.8% globally, indicating strong customer satisfaction [3][4] - Costco's e-commerce segment is the fastest-growing area, with a sales increase of 16.1% year-over-year, attracting a younger demographic [5][6] Premium Membership Strategy - As of Q3 2025, Costco had 37.6 million premium members, representing 47.7% of total paid members and contributing 74.2% of global sales [7][8] - The company has implemented benefits for premium members, such as exclusive shopping hours and discounts on online grocery orders, which have positively impacted sales and member upgrades [8][10] Product Offerings and Brand Loyalty - Costco's iconic $1.50 hot dog and soda combo has remained unchanged for 40 years, symbolizing the company's commitment to value and customer loyalty [11][14] - The Kirkland Signature brand has seen increased penetration, providing members with 15% to 20% more value compared to similar products, which helps mitigate inflationary pressures [11][12] International Expansion and Market Position - Costco is cautiously expanding in China, having opened its seventh store in Nanjing, and is focusing on building relationships with local suppliers to enhance its market presence [15][16] - The company acknowledges the slower pace of international expansion compared to the U.S. market but remains optimistic about future growth opportunities [16][17]

Group 1 - Costco's Q4 earnings exceeded expectations, indicating that consumers prioritize essential goods and seek discounts, with total revenue reaching $86.156 billion, an 8% year-over-year increase [1] - Net profit for Q4 was $2.610 billion, up from $2.354 billion in the same period last year, with diluted earnings per share at $5.87, surpassing market expectations [1] - Membership fee revenue for Q4 was $1.724 billion, compared to $1.512 billion in the same period last year, reflecting strong membership growth [2] Group 2 - Costco's strong sales growth is attributed to its promotional activities, diverse product offerings, and the popularity of its Kirkland brand, which attracts a wealthier and more loyal customer base [2] - The company has indicated that it will keep certain product prices stable and will stop selling items if prices become too high, while also increasing local sourcing of products [2] - Competitor Sam's Club is also performing well, with stable consumer behavior and a focus on maintaining low prices despite tariff-induced price increases [3]

Core Viewpoint - The article discusses the emergence of the WuShang JiangTun membership store in Wuhan, which closely mimics the business model of Sam's Club, highlighting the potential for local brands to capture market share in the membership retail space despite existing competition [4][20]. Group 1: Business Model and Strategy - WuShang JiangTun membership store has adopted a membership model similar to Sam's Club, offering two tiers of membership at lower prices: 199 RMB/year for regular members and 580 RMB/year for diamond members, compared to Sam's 260 RMB and 680 RMB respectively [6][7]. - The store features a total area of approximately 20,200 square meters, comparable to Sam's Club, and aims to attract customers through a variety of exclusive member benefits [6][20]. - JiangTun is developing its own supply chain and has launched a private label "JiangTun Preferred," differentiating its product offerings from traditional supermarkets by over 80% [10][26]. Group 2: Product Offerings and Pricing - The product range at JiangTun includes fresh produce, beverages, baked goods, daily necessities, and imported goods, with some items closely resembling popular products from Sam's Club, such as the "Original Earl Grey Swiss Roll" priced at 59.8 RMB [12][10]. - The store also employs promotional strategies similar to Sam's, such as offering a chance to purchase a bottle of Moutai at 1,499 RMB under specific spending conditions [15][20]. Group 3: Market Context and Company Background - WuShang Group, the parent company of JiangTun, is a well-established retail giant in Hubei, with a history of operating various commercial entities and a focus on mid-to-high-end family consumers [21][22]. - The company has faced challenges in recent years, with a reported revenue decline of 6.6% in 2024, prompting a strategic shift towards membership-based retail to rejuvenate growth [23][25]. - The launch of JiangTun has positively impacted WuShang Group's stock price, which has increased by over 30% since early August [28]. Group 4: Competitive Landscape - Despite the presence of Sam's Club in Wuhan, JiangTun has garnered significant attention, indicating a potential growth opportunity in the membership retail sector [30][31]. - The article suggests that while Sam's Club has a strong global supply chain and product selection, local competitors like JiangTun may find success by catering to specific consumer needs and preferences [31][34].

Core Viewpoint - The complete closure of Hema's membership stores has sparked widespread attention in the market, reflecting a significant shift in China's retail landscape and prompting discussions on the future direction of the industry [2][3]. Summary by Sections Company Actions - Hema has announced the closure of all its membership stores, with the last remaining store in Shanghai set to close on August 31 [1][2]. - The decision to exit the membership store model is seen as a strategic move to reallocate resources to more profitable areas [2]. Market Context - The competitive landscape of the retail industry is intense, and Hema's withdrawal highlights the challenges faced by local retail enterprises in adapting to market demands [2][4]. - Hema's membership fee was set at 258 yuan, comparable to established players like Sam's Club, but failed to deliver a corresponding value proposition, leading to consumer dissatisfaction [3]. Industry Insights - The closure of Hema's membership stores should not be interpreted as a failure of the membership model in China, but rather as a rational adjustment in response to market conditions [3]. - The evolution of retail in China is driven by changing consumer demands, and successful businesses must innovate and meet these needs effectively [4]. - The case of Hema serves as a reminder that any business model must be rooted in local market conditions to achieve sustainable success [4].