Core Insights - In 2024, 62 major supermarket companies are set to close a total of 3,037 stores, indicating a significant industry downturn affecting giants like CP Lotus, Yonghui, and RT-Mart [2][3] - The traditional supermarket model is losing ground to e-commerce and specialized retail formats, as consumer shopping habits shift towards convenience and efficiency [2][9] Industry Overview - The transition from traditional markets to supermarkets began in the 1990s, but the landscape has drastically changed in just over three decades, with large supermarkets now facing collective closures [3] - According to the latest report from the China Chain Store & Franchise Association, only 25 out of the top 100 supermarkets in China are expanding, while the majority are reducing their store counts [3][6] Store Closures - The most significant closures are attributed to Jibai Holdings, which closed 1,009 stores, accounting for one-third of the total closures in the industry [5][6] - Other notable closures include CR Vanguard with 493 stores, Yonghui with 234 stores, and Lianhua with 205 stores, all reflecting a downward trend in store numbers [5][6] Revenue Trends - Major supermarkets are experiencing substantial revenue declines, with Yonghui's revenue dropping from 48.7 billion to 29.9 billion yuan, and Lianhua's revenue falling from 13.5 billion to 9.5 billion yuan [7][9] Market Share Dynamics - The market share of supermarkets has decreased from 34% to 32% between 2019 and 2024, while hypermarkets have seen a drop from 19% to 13%. In contrast, e-commerce has surged from 22% to 32% [9][11] - The rise of community group buying and specialized stores has further eroded the traditional supermarket's customer base, highlighting a shift in consumer preferences [9][11] Efficiency and Competition - Traditional supermarkets are struggling with high operational costs and inefficiencies compared to smaller, more agile formats like Hema and Costco, which offer better profit margins and customer experiences [11][13] - The traditional model lacks competitive advantages in key areas such as product differentiation, shopping experience, and social engagement, leading to a decline in consumer interest [13][15] Future Outlook - The current wave of store closures is seen as a necessary industry reshuffle rather than a sudden crisis, as the market adapts to new consumer demands for efficiency and value [15] - There remains potential for growth in specialized retail formats that offer unique value propositions, indicating that the retail story is far from over [15]

一位推动国有企业向市场化、现代化、国际化方向变革的企业家。 文丨曾梦龙 编辑丨钱杨 在 35 年的职业生涯中，宁高宁扮演最多的角色是 "董事长"。他不仅担任过四家世界 500 强企业的董事长——华润、中粮、中国中化、中国化工，也担任过集 团旗下公司的董事长，如华润雪花啤酒、华润置地、华润电力，还有并购公司的董事长，如蒙牛、尼德拉（Nidera）、先正达（Syngenta）。 但他不喜欢强调 "董事长" 的身份。作为央企领导人，他有着官员级别，如果强调 "董事长"，企业所有人都会围着他转，在哪儿他都是最大。这样不对，会损 害组织的创新与活力，不利于组织发展。 宁高宁自豪的影像，一次是和中化同事合影，大家没注意到他没来就拍了。后来等他来了补拍，自己只是站在侧面的背后招手，粗看根本找不到他；另一次是 培训中粮员工，因为腰疼蹲不下去，他就跪在地上，在白板上接着写字。 2004 年，宁高宁调任为中粮董事长，开启了中粮 "全产业链" 的战略转型。他并购了荷兰的尼德拉和瑞士的来宝农业。这两家公司资产超过 200 亿美元，业务 遍布全球，让中粮走向国际化。2016 年，宁高宁又被委以重任，成为中化集团董事长，主导了中化 "科 ...