开业五年多，广西首家仓储式会员制超市——阿尔特麦仓储超市华南城店计划在1月底正式停止营业。 不过，购物卡、会员卡内余额只能消费、不能退款的做法，却引起了争议。律师认为，商家规定是霸王 条款，侵犯了消费者的权益。 广西最大超市本月底正式停业 2020年9月22日，在南宁开业的阿尔特麦超市华南城店，以5万平方米的占地面积，相当于7个标准足球 场大小的规模，成为广西首家会员制仓储超市，也是当时最大的超市。 最近几天，到这家超市来购物的消费者发现，超市已经打出闭店公告称，"本店因经营调整，计划在 2026年1月30日正式停止营业。" 合新闻记者查询发现，其实，这并非是该超市首次宣布停业。 律师认为商家做法属于"霸王条款" 安徽大湖律师事务所律师汪俊表示，超市以公告这类未与消费者协商的公示方式，不合理免除自身法定 退款义务，同时限制消费者对卡内余额的自主处置权，强迫消费者在1月30日前消费，排除了消费者的 退款选择权，权利义务严重不对等。 "商家的做法属于霸王条款。"汪俊认为，经营者单方面制定的逃避法定义务、减免自身责任的不平等格 式合同、通知、声明和店堂告示或者行业惯例等，限制消费者权利，严重侵害消费者利益。消费者在 ...

在消费决策前多做一步功课，往往能避免后续无尽的麻烦和损失。尤其在那些消费频次高、与日常生活 息息相关的行业，消费者常常面临各式各样的"坑"。如何提前识别风险、选择靠谱的服务提供方？一个 有效的办法是，在消费前主动查询相关企业或品牌在第三方投诉平台 【下载黑猫投诉客户端】上的历 史记录和用户评价。今天，我们就以几个近期关注度高的行业为例，聊聊如何利用公开的消费反馈信 息，为自己的消费安全增加一道"防火墙"。 一、关注高发投诉领域，提前做好背景调查 并非所有消费纠纷都难以预见。很多问题，如服务态度差、隐形收费、货不对板、拖延处理等，往往是 某些商家或平台的"老毛病"。在决定购买或签约前，花几分钟时间查看其过往的投诉记录，能让你对可 能遇到的风险有一个大致判断。 除了第三方投诉平台，在消费前还可以通过多种官方和民间渠道进行交叉验证，构建更立体的评估画 像。 责任编辑：孙晓明 在消费决策前多做一步功课，往往能避免后续无尽的麻烦和损失。尤其在那些消费频次高、与日常生活 息息相关的行业，消费者常常面临各式各样的"坑"。如何提前识别风险、选择靠谱的服务提供方？一个 有效的办法是，在消费前主动查询相关企业或品牌在第三方投诉平 ...

（来源：中国消费者报） 近期，福建省平潭综合实验区市场监管局针对格式条款开展专项整治，共立案5起。12月17日，针对其 中一起涉及健身会所（俱乐部）使用格式条款侵害消费者权益案，《中国消费者报》记者采访了平潭综 合实验区市场监管局。 限制消费者权利 根据福建省市场监管局关于预付式消费突出问题整治工作部署及消费者投诉 【下载黑猫投诉客户端】 举报线索，9月5日，平潭综合实验区市场监管局执法人员检查发现平潭迈克健身管理有限公司（以下简 称迈克健身公司）与消费者签订的多份格式合同中，设置了7条不公平格式条款，或限制消费者权利、 或减轻自身责任、或加重消费者责任。 迈克健身公司的健身俱乐部私教协议中规定"第十条，履行此协议期间，若本公司安排执行此私教服务 课程的教练离职、工作变动或会员对执行此私教服务课程的教练不满意等原因，本公司可更换同等级的 教练来完成此协议，会员不得以此为借口要求解除协议，否则视为会员个人原因违约"。另外，其游泳 培训协议中规定"游泳培训须知第9条，游泳培训一经上课，不得转让"。 平潭综合实验区市场监管局认为，上述条款将消费者解除合同的行为一概视为"个人原因违约"，规 定"一经上课，不得转让"， ...

曾经让消费者趋之若鹜的会员卡，如今在不少人手中渐渐失了温度；那些年被奉为"闭眼买"的品质信任，正被一次次频发的争议慢慢侵蚀。当外资商超的门 店版图在下沉市场持续扩张，消费体验却悄然下滑，这种鲜明的反差，让中国零售市场正经历一场关于价值的集体审视。近期某外资会员商超的系列品质风 波，恰似一面镜子，既映照出单个品牌在规模与品质间的摇摆，更深刻折射出消费市场从"品牌崇拜"到"价值回归"的必然趋势。 扩张狂奔下的优势瓦解 以山姆为代表的外资商超，曾凭借"少而精"的SKU策略与稳定品控，在中国高端零售市场站稳脚跟。但此前山姆因新疆棉事件引发大规模退卡潮，其会员体 系已经历过一轮严峻考验。事实上，外资会员商超在华普遍面临发展困境：同为头部品牌的Costco，中国市场会员续卡数长期低于全球平均水平；麦德龙中 国也曾因"会员权益缩水""选品本土化争议"多次引发舆论热议，其2024年财报显示中国区营收增速较上年下滑5.2个百分点；就连沃尔玛旗下的山姆同门品 牌ASDA，进入中国后也因未能适配本土消费习惯，门店扩张陷入停滞，仅在部分城市维持小规模运营。 品质管控漏洞更触目惊心。黑猫投诉平台相关投诉量已突破1.3万条，食品安全、虚 ...

这个变化，会和我们所有人都有关系。 为什么本周，大A中的消费板块，一路在涨呢。 背后应该和明年刺激消费的主线，有关系。 在年底的重要会议里面，关键的提出了八大任务，其中有一条主线，放到了2026年的最重要位置。 那就是：内需主导。 2026年，我们每一个人，可能真的能实实在在的感受一轮 真正意义上的消费刺激了。 而这会是2026年的关键主线之一。 其实内需这件事，大家听得真的不少，而且也感受到这2年的一些动作。 比如消费券、国补、购物节等等，但大家体感觉得没有什么用。 问题到底出现在哪呢。 原因就2个， 绕开了收入和安全感。 很多人一直想不清楚一个问题，明明中国的GDP已经达到了美国的70% 。 那为什么我们国内的消费却不够给力呢？ 我觉得这里涉及到了分配的问题。 我们 就要 搞清楚 ， 我们G 家 赚钱 的 模式 ，G 家 核心 的 税源 到底 是 怎么 来 的 。 从税收角度来说，我们国家主要收的是标准的 间接税 。 而 间接税 的 特点 ， 就是 和 消费 没什么 关系 。 那么，2026年如果真的要刺激政策，有一个必须要做的。 那就是地方S收，要 和居民收入 绑定在一起。 这样地方才会有动力，才能想出 ...

Core Insights - The retail industry in China is entering a "her era" with a significant number of female CEOs leading major companies, highlighting a shift in leadership dynamics [2][31]. Group 1: Leadership Changes - Gao Xin Retail announced Li Weiping as the new CEO, previously serving as CMO at Hema Fresh with an annual salary of 3.36 million [2]. - ALDI China appointed Jacqueline Chen as the new CEO, who has over 20 years of experience in retail and previously held significant roles at Walmart and Metro [5]. - Costco China appointed Zhang Shuyun as the new General Manager, emphasizing aggressive expansion in the Yangtze River Delta region [8]. - Walmart China has seen significant growth under CEO Zhu Xiaojing, with revenues increasing from 87.4 billion to 158.845 billion [10]. - Hema's new CEO, Yan Youlei, aims for rapid expansion, planning to open nearly 100 new stores and achieve over 75 billion in GMV [11]. - 7-ELEVEn China is now led by Yan Qian, who has driven significant growth in store numbers from 3,319 to 4,639 [15]. - Watsons appointed Ni Wenling as CEO, who has extensive experience within the company since 2000 [25]. - Procter & Gamble's Greater China CEO Xu Min is the first locally trained CEO in the company's 184-year history [28]. Group 2: Industry Trends - The rise of female leadership in retail reflects broader trends in gender representation within the industry, with many companies now led by women [2][31]. - The focus on private label products has increased, with ALDI raising its private label share to 90% and launching low-price product lines [5]. - The retail sector is increasingly competitive, with companies like Hema and 7-ELEVEn innovating their business models to meet consumer demands [11][15].

Core Insights - The article highlights the rise of a new retail brand, 鹿岛 (Lushida), which has successfully captured the attention of middle-class consumers, contrasting with the decline of established brands like Muji, IKEA, and Uniqlo [1][3][5] Group 1: Company Overview - 鹿岛 has rapidly expanded its presence, with over 200 stores nationwide and plans to increase this number to 300 by next year [5] - The brand has accumulated over 5 million members and achieved an impressive annual revenue of 4 billion [7][19] Group 2: Business Strategy - 鹿岛's strategy involves opening stores near established brands like Uniqlo, effectively positioning itself as a lower-cost alternative [9][11] - The brand focuses on providing emotional value to customers, utilizing low-cost methods to create "emotional hooks" that enhance customer engagement [19][21] Group 3: Unique Selling Proposition - 鹿岛 offers products at significantly lower prices, such as a cotton T-shirt priced at 19.9 yuan compared to Uniqlo's 79 yuan [11] - The store's design and product display mimic that of Uniqlo, creating a sense of familiarity while offering lower-priced alternatives [13][15] Group 4: Customer Engagement - 鹿岛 has innovatively designed its membership program, allowing for shared use among family and friends, which enhances customer relationships [25] - The brand addresses common shopping pain points, such as providing a space for bored companions to relax, thereby increasing overall customer dwell time [26] Group 5: Supply Chain and Cost Management - 鹿岛 collaborates with over 100 small manufacturers, focusing on timeless basic items to minimize design costs and inventory risks [27][28] - The brand has established a unique procurement strategy, including direct quality control and cash settlement with suppliers, allowing it to maintain low prices [30][32] Group 6: Challenges and Risks - Despite its success, 鹿岛 faces quality control issues, with complaints about product durability and quality [34] - The brand's business model, while innovative, lacks a deep competitive moat, making it vulnerable to imitation and market changes [36][38]

Core Insights - The article highlights the rise of "Kashima Membership Store," a budget supermarket that has thrived amidst the decline of other retail giants like Muji and IKEA, achieving over 200 stores and annual revenue of 4 billion yuan [1][3]. Group 1: Business Model and Strategy - Kashima's unique business model focuses on extreme price competitiveness, allowing customers to purchase five items for the price of one at traditional retailers, with 40% of customers making a purchase upon entry [5][12]. - The store employs clever scene-based marketing, creating Instagram-worthy spots that attract young consumers and reduce customer acquisition costs to one-fifth of traditional supermarkets [7]. - A flexible membership system allows customers to obtain a permanent membership card for 20 yuan, which can be shared among family and friends, enhancing accessibility and reinforcing price advantages [8]. Group 2: Supply Chain and Quality Control - Kashima collaborates directly with 100 small manufacturers to minimize costs by bypassing intermediaries, although this has led to some quality control issues reported by consumers [12][14]. - The company faces challenges in maintaining product quality as it scales, with customer feedback indicating inconsistencies in items like sweatshirts and pants [12][14]. Group 3: Market Challenges and Future Directions - As Kashima expands, it encounters challenges such as the potential imitation of its marketing strategies, the need for fashionable basic designs, and the risk of losing price-sensitive customers if the market improves [14][16]. - The company is seeking to innovate by enhancing its product design and optimizing its supply chain to keep pace with growth, aiming to convert price-sensitive customers into brand-loyal ones [16][20]. Group 4: Consumer Behavior and Market Trends - The success of Kashima reflects a shift in consumer behavior towards rational spending, where practical value is prioritized over brand prestige, indicating a potential opportunity for offline retail in the e-commerce era [18][20]. - The competitive landscape remains intense, with platforms like Pinduoduo and brands like Miniso continuously optimizing their models, necessitating ongoing investment in product quality and brand development for Kashima to evolve from a budget alternative to a national brand [20][22].

Group 1 - The article emphasizes the importance of "decluttering" and suggests that true decluttering should start from the source, encouraging consumers to think before purchasing [1] - It identifies various consumer traps, particularly focusing on single-function small appliances that often end up unused after a few uses [3][6] - The article highlights that many small appliances can be replaced by existing kitchen tools, indicating a need for consumers to be more discerning in their purchases [12] Group 2 - The article discusses the issue of excessive clothing purchases, noting that impulsive buying leads to a surplus of clothes that are rarely worn [15][17] - It points out specific categories of clothing that often become unnecessary, such as holiday-themed outfits and trendy items that quickly go out of style [18][20] - The article warns against the allure of cheap clothing, which often results in poor quality and wasted space in wardrobes [22] Group 3 - The article addresses the overuse of storage tools, which can lead to clutter rather than organization, suggesting that effective storage is about habits rather than the quantity of tools [24][30] - It mentions that excessive storage solutions can create visual clutter and consume time and energy [26][28] Group 4 - The article critiques the habit of stockpiling everyday items, which can lead to wasted space and expired products if not managed properly [31][34] - It advocates for rational purchasing based on actual needs to avoid the pitfalls of overstocking [36] Group 5 - The article highlights the hidden costs of membership cards, which can encourage unnecessary spending despite seeming beneficial [36][38] - It warns that some businesses may close, rendering prepaid memberships worthless, leading to financial loss [41] Group 6 - The article discusses the rapid turnover of electronic products, which can significantly increase living expenses and lead to unused items taking up space [43][45] - It advises against following trends in electronics and encourages consumers to make rational choices based on actual needs [48]

Core Viewpoint - The article discusses how stablecoins can provide low-cost financing and revenue opportunities for retail giants like Walmart and Amazon, which traditionally operate on low profit margins [3][38]. Group 1: Profit Margins and Stablecoins - Meituan's food delivery profit margin is approximately 4%, which aligns with the current yield on US Treasury bonds [4][5]. - Walmart's net profit margin for fiscal year 2024 is only 2.39%, while JD.com and Amazon's retail operations have margins of 3.6% and around 5%, respectively [7][17]. - The potential interest income from stablecoins could exceed hundreds of millions annually for these companies, transforming their business models [8][19]. Group 2: Market Potential for Stablecoins - Retail companies, due to their high transaction volumes and low profit margins, are well-positioned to issue stablecoins [19][21]. - Walmart's revenue reached $680 billion, and if it could issue stablecoins equivalent to 10% of its GMV, it could surpass Circle in market capitalization [23]. - If Walmart achieves a similar prepayment ratio to Starbucks, it could potentially have $400 billion in stablecoins, generating over $20 billion in annual interest income [24][26]. Group 3: Financial Advantages of Stablecoins - Stablecoins offer a low-risk financing model compared to traditional financial methods, as they do not require interest payments [37][38]. - Retailers can save on transaction fees paid to credit card companies by using stablecoins, further enhancing their profit margins [26][27]. - The ability to use stablecoins for upstream payments could also generate additional interest income for retailers [27]. Group 4: Future Considerations - The future of stablecoin issuance by retailers remains uncertain, with questions about their acceptance as a general currency [39][40]. - The potential for stablecoins to revolutionize retail financing and payment systems is significant, but it requires consumer acceptance and regulatory clarity [39][40].