Group 1 - The core viewpoint of the notification is to enhance urban commercial quality through the "Urban Commercial Quality Improvement Action Plan," focusing on high-quality development of pedestrian streets and commercial circles [1][2] - The plan aims to create national demonstration pedestrian streets and commercial circles that serve as carriers for consumption upgrades, urban image, and international openness [1] - It emphasizes the integration of online and offline development, encouraging collaboration between retail and e-commerce companies to enhance delivery efficiency and service quality [1][2] Group 2 - The notification outlines the establishment of a comprehensive emergency supply system to ensure the stability of urban commercial operations, including the enhancement of supply chain resilience [2] - It highlights the importance of leveraging emerging technologies such as AI, IoT, and cloud computing to optimize urban commercial space utilization and improve operational efficiency [2] - The plan includes the development of smart commercial models that incorporate intelligent guidance, precise marketing, and immersive shopping experiences [2]

即时零售的起源和国内前置仓10年 即时零售业务模式由来已久，最早可追溯至互联网泡沫时期1996年成立于美国Webvan。Webvan自建配 送中心，提供生鲜、杂货送货上门服务。后募资近10亿美元，1999年上市后首日估值达到79亿美元。由 于在缺乏订单密度背景下激进扩张，公司于2001年破产倒闭，成为美国创业史上灾难级的失败。 在Webvan的灰烬中诞生出了Instacart与亚马逊当日配送业务。2012 年，Instacart从原来支持Webvan的风 险投资机构中募集得资金。业务模式上，用户线上下单，拣货员前往线下超市采购后配送上门。凭借轻 资产快速扩张，成为国内众多创业者的模仿对象。 Instacart于2023年上市，当前市值 117 亿美金。亚马 逊吸收了部分 Webvan 人才，2007年推出生鲜、杂货配送服务-Amazon Fresh，并于2014年进一步拓展当 日达业务，推出 Prime Now—包括自营前置仓与平台型模式。 在国内，即时零售业务的探索是O2O 热潮的延续，2015 年前后每日优鲜、京东到家、盒马等公司开启 了早期的尝试。模式上分为两类：平台型模式，包括美团闪购、京东到家，饿了 ...

Core Viewpoint - Major retailers are increasingly focusing on the "front warehouse" model as a strategy to address market pressures and enhance their operational efficiency in the face of declining foot traffic and sales [3][9][22]. Group 1: Industry Trends - Retail giants like Yonghui Supermarket and RT-Mart are accelerating the establishment of front warehouses to prevent further loss of market share in areas with many store closures [3][9]. - JD.com is shifting its strategy by integrating JD Seven Fresh and JD Grocery, moving away from the store-warehouse model to focus on front warehouses [3][9]. - Metro is also expanding its front warehouse capabilities, with new openings planned in Changchun to enhance its instant delivery capabilities [3][9]. Group 2: Business Model Transition - Yonghui Supermarket is transitioning from a "store-warehouse integration" model to a more independent front warehouse model, separating inventory between the front and back of stores [5][11]. - The success of Sam's Club, which operates nearly 500 front warehouses and achieves over 50% of its e-commerce sales through efficient delivery services, has influenced this shift in strategy among traditional retailers [5][7]. Group 3: Challenges and Considerations - The front warehouse model is seen as a response to the ongoing pressure on physical retail, with traditional stores facing competition from e-commerce, community group buying, and discount stores [9][11]. - Despite the potential benefits, the front warehouse model requires significant investment in infrastructure, including cold chain logistics and digital systems, with costs ranging from 500,000 to 3 million yuan per warehouse [11][13]. - The operational challenges include maintaining high order density and efficient inventory management, which many traditional retailers struggle with due to their existing supply chain structures [15][20]. Group 4: Profitability Concerns - High fulfillment costs remain a significant concern for the front warehouse model, with limited examples of profitability in the industry [16][22]. - Successful cases like Pupu and Dingdong Maicai highlight the importance of regional focus and high-density networks for achieving profitability, which may not be easily replicable on a national scale [16][18]. - Traditional supermarkets face difficulties in adapting their product offerings and supply chain management to meet the demands of the front warehouse model, which requires a shift towards high-turnover, high-margin products [20][22].