当 衣服和浴巾一个价，钱更值钱了。 作者 | 彭倩 编辑 | 乔芊 只花100块就能从头到脚买一身衣服，也能配齐一整套碗筷瓢盆的鹿岛会员店，正成为家居界的一匹大黑马。 "不敢相信自己在上海，感觉回到了东北大集市，这个价格，洗破了我都觉得不是衣服的问题，而是洗衣机有毛病。"Fiona 是在上海长宁区居住多年的年 轻白领，自从附近的荟聚商场开了一家鹿岛会员店，这家店就成了她闲暇之余最爱逛的地方："同商场的宜家都没有它六边形"。 成立十多年的鹿岛会员店踩中了平价浪潮的风口，关注度也陡然上升。 今年以来，小红书抖音上的鹿岛粉丝明显多了起来，他们乐于分享自己的"鹿岛必买清单"：3折区的防晒服只要47块、内衣只要10块、乐扣玻璃饭盒标价 9.9元，比拼多多同款还低2元。不仅能在价格上 PK 拼多多，鹿岛还有随手买的"便利"优势，毕竟哪怕能在电商淘到便宜货，快递得2-3天才能收到。 这个发迹于二三线的服饰店，正在反攻一线高端商场。 从去年下半年到今年以来，北京、上海、广州、杭州等城市的核心商圈都开出了首家鹿岛会员店，不同于过往的280-450平的小店模式，转型为生活方式 品牌的鹿岛正在尝试更多店型，在一线城市的门店几乎都超 ...

Core Insights - The article highlights the success of "鹿岛会员店" (Lushang Membership Store) as a low-cost alternative to established brands like Muji, Ikea, and Uniqlo, attracting 5 million members with a membership fee of 20 yuan and generating an annual revenue of 4 billion yuan [1][3][30] Membership Strategy - 鹿岛会员店 has gained a significant membership base by offering a low entry fee of 20 yuan, making it accessible compared to competitors like Sam's Club and Costco [14][30] - The store allows members to share their membership with friends and family, enhancing its appeal [16] Pricing and Product Strategy - 鹿岛's pricing strategy is aggressive, with products priced significantly lower than competitors; for example, a basic T-shirt is priced at 19.9 yuan compared to Uniqlo's 79 yuan [10][12] - The store focuses on essential items that are convenient and affordable, appealing to budget-conscious consumers [8][30] Store Layout and Experience - 鹿岛's store design mimics successful elements from its competitors while emphasizing low prices, creating a unique shopping experience [10][18] - The store features a flower market at the entrance, attracting foot traffic and enhancing the shopping experience [18][20] Supply Chain and Cost Management - 鹿岛 has developed a robust supply chain by collaborating with over 100 small manufacturers, allowing for cost-sharing and inventory management [34][36] - The company employs a direct purchasing strategy, paying suppliers immediately to secure better prices and quality [40] Market Position and Future Challenges - 鹿岛 has positioned itself as a leader in the low-cost retail segment, capitalizing on consumer trends favoring affordability [30][32] - However, the sustainability of its business model is questioned due to reliance on low prices and potential competition from imitators [42][44]

Core Insights - The article discusses the rise of the "Kushida" membership store, which has successfully capitalized on the decline of established brands like MUJI, IKEA, and Uniqlo, by offering a unique value proposition through low prices and convenience [1][3][5] Group 1: Business Model and Strategy - Kushida has attracted 5 million members with a low membership fee of 20 yuan, generating an annual revenue of 4 billion yuan [3] - The store operates over 200 locations, expanding from lower-tier cities to major urban centers like Beijing and Shanghai, while competitors are closing down [5] - Kushida's product offerings are a mix of styles learned from established brands, featuring affordable clothing, home goods, and lifestyle products [5][9] Group 2: Pricing and Consumer Appeal - Kushida's pricing strategy is aggressive, with items like basic T-shirts priced at 19.9 yuan, significantly lower than Uniqlo's prices [12] - The store's appeal lies in its ability to provide essential items at low prices, making it a convenient stop for shoppers [9][11] - Kushida employs a unique marketing strategy by situating stores next to competitors like Uniqlo, leveraging foot traffic while maintaining a focus on price [12][17] Group 3: Supply Chain and Operational Efficiency - The company has built a robust supply chain by collaborating with over 100 small manufacturers, allowing for cost-effective production and inventory management [41] - Kushida's approach to sourcing, particularly in the tea and flower segments, emphasizes direct relationships with suppliers to ensure low prices and high quality [43][47] - The store's operational model includes a focus on basic items that minimize design costs and maximize sales volume, ensuring consistent inventory turnover [39][41] Group 4: Market Position and Future Challenges - Kushida is positioned as a "king of alternatives" in the retail space, successfully tapping into the demand for affordable products in a competitive market [36] - Despite its current success, there are concerns about the sustainability of its low-price model and the potential for competitors to replicate its strategies [50] - The membership model, while effective, may lack long-term appeal compared to competitors like Costco, raising questions about future customer loyalty and revenue stability [50]