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《7-Eleven经营秘籍》
Sou Hu Cai Jing· 2025-10-09 15:51
今天分享的是:《7-Eleven经营秘籍》 报告共计:168页 书名:7-Eleven经营秘籍 作者:【日】铃木敏文 出版社:中信出版集团 出版时间: 2018年10月 ISBN: 9787508692012 《7-Eleven经营秘籍》由铃木敏文所著,他结合60年经营经验,分享了7-Eleven成功的核心逻辑与个人经营哲学。铃木敏文强 调"创造从'无'到'有'的想象力",认为在快速变化的时代,相比记忆力与已有知识,能从顾客不便与不满中创新的能力更关 键,比如将美国7-Eleven模式与日本小型商店结合创立日本7-Eleven,推出饭团、便当及Seven Bank等,均是这种想象力的体 现。他提出"以未来为起点思考",摆脱传统思维,如面对"大型超市挤压小型商店"的质疑,他认为小型商店经营困难源于自 身效率低,通过提升效率可与大型超市共赢,"黄金吐司""全渠道业务"等案例也印证了这一思维。在判断标准上,他坚持以 顾客为核心,摒弃"差不多""大概"的妥协态度,明确"是"与"否""好"与"坏",如因品质不达标销毁价值6000万日元的"金色拉 面",东日本大地震时优先重建店铺以满足顾客需求。他还指出要区分"为了顾客" ...
凝视社区烟火:在甄惠客的货架间,看见折扣上的生活温度
Sou Hu Cai Jing· 2025-09-20 08:35
Core Viewpoint - The company emphasizes a community-oriented supermarket experience that combines both online and offline shopping, focusing on quality, convenience, and customer engagement without being overly promotional [9][11]. Group 1: Operational Insights - Fresh produce is delivered daily, with staff conducting quality checks to ensure high standards, reflecting the company's commitment to quality over price [3][5]. - The store layout is designed for an enhanced shopping experience, allowing easy navigation even during peak hours, which contributes to customer satisfaction [3][5]. - The integration of online and offline shopping is evident, with customers able to compare prices and make purchases through both channels seamlessly [5][9]. Group 2: Customer Experience - The store operates a "night mode" for late-night shoppers, providing a quiet and efficient shopping environment that caters to various customer needs [7][9]. - The company employs technology to monitor customer behavior and provide assistance when needed, enhancing the overall shopping experience [9][11]. - The supermarket aims to create a warm and welcoming atmosphere, likening itself to a tree that supports the community through its deep supply chain and diverse product offerings [9][11].
便利店+”,塑造“生活第三空间
Xin Hua Ri Bao· 2025-09-15 01:03
Core Insights - The convenience store sector in Jiangsu is experiencing rapid expansion, with multiple brands entering the market and increasing their store counts significantly [1][2][3] - The growth of convenience stores is outpacing the overall retail market, with convenience stores and supermarkets showing year-on-year growth rates of 17.9% and 8.9% respectively [3] - Profitability has become a core challenge for the industry, shifting focus from mere expansion to sustainable profit generation through optimized product offerings and supply chain management [4][5][6] Expansion and Competition - Major brands like Jin Ying 7-Eleven and Lawson have established a strong presence in Jiangsu, with Jin Ying reaching 300 stores and Lawson exceeding 600 stores [2] - The total number of convenience stores in Jiangsu may exceed 5,000 when including non-chain brands, indicating a highly competitive landscape [2] - The competition is intense, with some areas having multiple stores within close proximity, leading to a challenging environment for customer retention [2] Profitability and Product Strategy - The convenience store industry is facing operational pressures, with the era of easy profits from prime locations coming to an end [4] - Key profitability strategies include optimizing product structures and developing private labels, with fresh food and ready-to-eat items being critical profit drivers [4][5] - Fresh food products can achieve gross margins of 35%-45%, highlighting their importance in the product mix [4] Supply Chain and Operational Efficiency - A robust supply chain is essential for supporting fresh food strategies, with significant investments being made in distribution centers and central kitchens [5][6] - Brands are exploring different operational models, such as franchising versus self-operated stores, to balance expansion and profitability [6] - Local brands have a competitive edge in adapting to regional market preferences, which is difficult for international brands to replicate [6] Service Innovation and Market Trends - The future of convenience stores is shifting towards becoming community hubs, offering services beyond traditional retail [7][8] - There is a notable imbalance in store distribution, with some areas lacking sufficient competition, which affects service quality [7] - Brands are diversifying their offerings to include community services, leisure spaces, and digital innovations to enhance customer experience [8][9] Technology and Future Outlook - Many leading convenience store brands are leveraging smart devices and big data to optimize inventory management and enhance operational efficiency [9] - The rise of instant retail services is expected to grow, with convenience stores increasingly taking on delivery orders [9] - The ability to quickly respond to consumer demands will be crucial for capturing a larger market share in the future [9]
咖啡便利店新赛道,适配度≠成功率
Sou Hu Cai Jing· 2025-08-15 01:58
Core Viewpoint - The coffee industry is experiencing intensified competition, with brands exploring new strategies such as entering the convenience store sector to achieve growth and meet diverse consumer demands [1][2][3]. Group 1: Industry Competition - The coffee market is saturated, and brands are struggling to expand rapidly, as evidenced by a previous plan to open 8,000 store-in-store locations, which only resulted in 1,300 openings [3]. - The convenience store sector has been expanding, presenting an opportunity for coffee brands to leverage their strengths in brand recognition and digital management to enhance store performance [2][4]. - Major convenience store brands like 7-Eleven and Lawson already have established coffee operations, creating a competitive landscape for new entrants [6]. Group 2: Strategic Shifts - Kudi Coffee has announced a shift to a convenience store model, aiming to increase store efficiency and revenue by offering a mix of coffee, fast food, and traditional convenience store items [2][11]. - The brand maintains a target of 50,000 stores by the end of 2025, reflecting a proactive approach to adapt to market demands and differentiate itself from competitors [2][3]. - The integration of coffee with fast food is seen as a way to enhance SKU variety and drive additional revenue, although it poses challenges in managing different operational models [6][9]. Group 3: Operational Challenges - The new convenience store model requires significant investment in supply chain management and operational efficiency, which may lead to increased costs and complexity [9][10]. - The brand faces challenges in maintaining product quality and consistency across its expanding network, as evidenced by reports of ingredient shortages and varying coffee quality among locations [17]. - The shift towards a multi-product strategy may dilute the brand's identity, necessitating careful management of brand perception and consumer expectations [10][16]. Group 4: Market Dynamics - The convenience store market is undergoing digital transformation and diversification, requiring brands to adapt their strategies to align with industry trends [5][12]. - The introduction of a "0 yuan franchise" model aims to attract franchisees, but the actual costs and operational complexities may deter potential partners [14][15]. - The competitive landscape is further complicated by online coffee brands like Luckin and Starbucks, which offer convenient delivery options, challenging traditional retail models [6][12].
广东最好逛的超市,差点就闭店了
3 6 Ke· 2025-07-21 10:11
Core Viewpoint - The emotional attachment of Guangzhou residents to AEON (formerly JUSCO) highlights the challenges faced by traditional Japanese supermarkets in adapting to changing consumer preferences and competition from local and online retailers [1][3][19]. Group 1: Company Background - AEON entered Guangdong 29 years ago, introducing a market-oriented and refined product and service model to Chinese consumers [2]. - The company has been a significant player in the retail market, with over 400 stores nationwide, but has faced increasing competition from local supermarkets and membership-based stores like Sam's Club [11][12]. Group 2: Market Challenges - AEON's traditional business model is under pressure due to the rise of local supermarkets, instant retail, and changing consumer habits, particularly among younger generations [3][10]. - The company has seen a decline in revenue, with a reported 6.87% decrease in 2024 and a net profit drop of 79.2% to 338 million [12]. - AEON's mainland operations have been unprofitable since 2017, with a revenue of 4.339 billion HKD in 2024, down 4.68% year-on-year [12]. Group 3: Consumer Sentiment - Despite the challenges, many consumers express a strong emotional connection to AEON, viewing it as a nostalgic part of their childhood [1][19]. - The local community appreciates AEON's efforts in providing a personalized shopping experience, including the use of local dialects and high-quality prepared foods [21][22]. Group 4: Competitive Landscape - The retail landscape is shifting towards smaller, community-focused stores, with brands like Qian Dama and Hema gaining traction [12][14]. - AEON's reliance on traditional store formats and high rental costs has hindered its ability to compete effectively in this evolving market [16].
方寸之间的丰盈:京司便利店与当代生活的"小确幸"
Sou Hu Cai Jing· 2025-06-09 09:53
Core Insights - The article highlights the transformative impact of 京司便利店 (Jing Si Convenience Store) on urban lifestyles and consumer habits, emphasizing its role as a micro-solution center for daily needs [1][5][7] Group 1: Business Model and Strategy - 京司便利店 operates on a "small but comprehensive" business philosophy, offering a wide range of products in a compact space, effectively addressing urban living pain points [3][4] - The store's pricing strategy is based on a unique understanding of "value," optimizing cost through private label development, direct sourcing, and efficient logistics, resulting in competitive pricing without compromising quality [3][4] - The store provides personalized services such as free hot water, charging stations, and open restrooms, which enhance customer loyalty and create a sense of value beyond mere pricing [4] Group 2: Consumer Experience - 京司便利店 creates a "third space" experience, serving as a comfortable transition area between home and work, appealing to a diverse customer base [4][5] - The store's environment is designed with psychological considerations, providing a welcoming atmosphere that allows customers to find respite in a fast-paced urban setting [4][5] Group 3: Market Trends and Cultural Shifts - The success of 京司便利店 reflects a significant shift in contemporary consumer culture, where individuals seek "just enough" rather than excess, valuing genuine connections and real value [5][7] - The store's approach combines traditional retail with e-commerce, maintaining community warmth in an increasingly virtual shopping landscape [5][7]
郑州便利店为何多而不强?
3 6 Ke· 2025-05-16 00:11
Core Viewpoint - Zhengzhou's convenience store industry must strengthen supply chain resilience and innovate consumer scenarios to break through the challenges posed by "couple stores" and national brand competition [1][26]. Group 1: Industry Overview - Zhengzhou has a rich history in the convenience store sector, emerging as a commercial hub in the 1990s with brands like Sili Supermarket and Apollo Convenience Store [1]. - The convenience store landscape in Zhengzhou consists of local chains (e.g., Yuelai Yuexi, Fulujia), domestic leaders (e.g., Meiyijia, Tangjiu Convenience), and foreign brands (e.g., 7-ELEVEn) [1]. - The convenience store coverage density in Zhengzhou exceeds the national average, but it faces deep-rooted challenges in regional competition and growth momentum [1][3]. Group 2: Market Data - According to the China Chain Store & Franchise Association, Zhengzhou's convenience store per capita coverage is 5,807 people/store, better than the national average of 6,866 people/store, but ranks fourth among six provincial capitals in Central China [1][2]. - The convenience store development index in Zhengzhou grew by only 0.3% in 2024, a decrease of 4.25 percentage points from the previous year, dropping 16 places to 27th among 40 surveyed cities [3]. Group 3: Competitive Landscape - Local convenience store brands in Zhengzhou are perceived as "weak" despite a large number of stores, with limited expansion capabilities outside the province [3][10]. - The competition is intense, with brands like Yuelai Yuexi achieving over 1 billion yuan in annual sales and 7-ELEVEn setting a global single-day sales record upon opening in Zhengzhou [11][12]. - The lack of a dominant local brand with over a thousand stores contributes to a fragmented market where brands compete fiercely for locations and supply chain efficiency [10][14]. Group 4: Consumer Behavior and Trends - The convenience store sector in Zhengzhou is evolving, with brands focusing on stable consumer traffic locations such as subway stations and major commercial areas [14][18]. - There is a growing trend towards 24-hour operations, with Yuelai Yuexi leading in this area to stimulate the local "night economy" [18][19]. - The convenience stores are also working to cultivate consumer habits of relying on them for daily meals, leveraging Zhengzhou's status as a major food production area [19][21]. Group 5: Future Prospects - Zhengzhou's convenience store ecosystem has significant growth potential, supported by a large number of individual businesses and a high student population [22][24]. - The local market is characterized by a high number of individual operators, which poses a challenge to convenience stores in terms of competition for consumer spending [22][25]. - The industry is expected to continue evolving, with a focus on enhancing supply chain resilience and optimizing product offerings to meet consumer demands [25][26].
人均覆盖率超日本?全国便利店中心不在北上广
Sou Hu Cai Jing· 2025-05-03 11:42
Core Insights - China has the highest number of convenience stores globally, totaling 321,000, but the per capita coverage is lower than that of South Korea and Japan, with one store serving an average of 4,441 people [1][2][3] - Major cities like Beijing and Shanghai have lower convenience store coverage compared to second and third-tier cities, with Beijing having one store for every 7,696 people, indicating a "convenience store desert" [1][9] - The density of convenience stores is higher in cities like Dongguan, which has the highest single-store population coverage at 2,048 people per store, while cities like Yichang have the lowest at 17,982 people per store [8][9] Market Dynamics - The leading convenience store brands in China are Meiyijia and Yijie, with 33,848 and 28,633 stores respectively, while international chains like Lawson and 7-Eleven have significantly fewer stores [7] - The operational costs in first-tier cities are high, making it challenging for convenience stores to thrive due to expensive rent and labor costs, which leads to a preference for opening in lower-cost second and third-tier cities [9] Consumer Behavior - Asian consumers have similar dietary preferences, making convenience store offerings like bento and rice balls popular, while American consumers prefer fast food options, which affects the types of products sold in convenience stores [4] - In China, convenience stores are not seen as primary shopping destinations but rather as supplementary options for busy lifestyles, which limits their market penetration compared to countries like Japan and South Korea [4][12] Future Outlook - The success of convenience stores in lower-tier cities raises the question of whether the next major brand could emerge from these less prominent locations, similar to how brands like Mixue Ice City have gained popularity [12][13] - The affordability and accessibility of convenience stores cater to everyday needs, suggesting that their growth potential remains strong in the context of evolving consumer habits [13]
23万吨日本大米的失踪之谜
阿尔法工场研究院· 2025-03-12 13:11
Core Viewpoint - Japan is currently facing a rice supply shortage, with rising prices causing public dissatisfaction and prompting government intervention to stabilize the market [1][3][4]. Group 1: Market Dynamics - Despite an increase in rice harvest by 180,000 tons last year, procurement agents reported a shortfall of 230,000 tons, leading to confusion in the industry [6]. - The price of a standard 5-kilogram bag of rice has surged to an average of 3,952 yen, a staggering 95% increase compared to the previous year [13]. - The Japanese rice market is dominated by a complex distribution system, with collection agents playing a crucial role in purchasing from farmers and selling to wholesalers and retailers [21]. Group 2: Government Response - The Japanese government has decided to release part of its emergency rice reserves, auctioning off 210,000 tons to address the supply gap [26]. - Government policies aimed at supporting small farmers have inadvertently contributed to the current supply crisis, as they have restricted rice production to maintain price stability [28]. Group 3: Consumer Impact - Consumers are feeling the pressure from rising rice prices, leading to limited purchasing options in supermarkets and a shift towards alternative food products [18][19]. - The ongoing price increases have sparked public anger, with food costs becoming a focal point in political discourse and impacting election outcomes [16]. Group 4: Agricultural Challenges - The average age of rice farmers in Japan is around 71 years, with a 25% decrease in the number of farmers from 2015 to 2020, indicating a declining agricultural workforce [31]. - Rising costs of fertilizers and pesticides are further squeezing farmers' profit margins, contributing to the overall decline in rice cultivation [29].