网友晒出门店张贴的"闭店通知"显示，闭店时间2025年8月31日，退换货服务请往MUJI北京世 贸天阶店，"很遗憾通知大家，MUJI世茂工三店即将关闭，由此给您造成的不便，敬请谅解。 我们在这个城市还设有34家门店，诚意邀请您到店选购。" 对于关店情况，无印良品方面表示："个别的闭店只是MUJI基于经营效率进行的正常调整，面 对部分商圈人流下降的挑战，MUJI会对经营效益不佳的门店做出取舍。MUJI中国目前坚持每 年开40家左右门店，3月1日至今MUJI新开了15家店铺。" 通知提醒消费者，如需退换货可前往距离约3公里的世贸天阶店。此次闭店并非今年首例，早 在上半年，北京国瑞城店也已闭店。 记者丨唐唯珂 编辑丨骆一帆 "中产标签"MUJI无印良品店面也开始收缩。 近日，北京世茂工三商场的无印良品（MUJI）门店门口贴出"闭店通知"，宣布将于8月31日正 式停止营业。 面对近期多家门店关闭引发的关注，无印良品方面回应称属于"正常的运营调整"， 并重申中 国市场的重要性。另一方面，闭店潮的背后，消费者对其"高价低质"的持续诟病以及本土竞争 对手的强势崛起，成为新的市场变局。 本土品牌"围剿" 公开资料显示，198 ...

以下文章来源于灵兽 ，作者十里 灵兽 . 专注零售，聚焦消费。商业改变世界。你们负责改变世界，我们带你们改造商业。灵兽，零售消费行业 头部新媒体平台，为商业原创报道而生。投稿及合作：lingshouke@126.com 本文来自微信公众号： 灵兽 ，作者：十里，头图来自：AI生成 一、日资消费品牌下沉 王婧 （化名） 的记忆里，无印良品 （MUJI） 是上海淮海路上一座安静的岛屿。空气里永远弥漫着 葡萄柚香薰精油的气息，背景音乐是坂本龙一式的空灵。 在那里，一块未经漂染的棉布、一个设计极简的垃圾桶，都像是在对都市的喧嚣做着无声的抵抗。对 彼时刚在一线城市立足的她而言，定期去MUJI购物，更像是一种精神归属感的确认——确认自己是 这座城市精致、有序生活的一部分。 今年春节，她回到山东四线老家。在市中心最繁华的购物中心，一个熟悉的红色白底logo让她停下了 脚步——也是无印良品。 只是，此处的MUJI，与淮海路上的那座"岛屿"判若两店。它紧挨着一家金店和一家本地知名的连锁 餐厅，门店内人头攒动。一位阿姨正熟练地在货架上翻找着一条特价毛巾，另一边，几个高中生模样 的男孩在试穿"禅意"衬衫。 一切都显得那么自然，却又 ...

Core Insights - MUJI, once a favorite among the middle class for its minimalist design and lifestyle, has faced challenges in the Chinese market due to rising competition and consumer dissatisfaction with pricing and product quality [1][5][10] Group 1: Brand History and Market Position - MUJI was founded in 1980 in Japan, initially focusing on low-cost products and quickly gaining popularity [1] - The brand entered the Chinese market in 2005 and expanded aggressively, achieving significant sales growth from 2014 to 2016, with a peak growth rate of 45.7% in 2016 [2] - As of August 2024, MUJI has over 400 stores in China, making it the second-largest revenue source after Japan [3] Group 2: Consumer Perception and Challenges - Despite its initial success, MUJI has faced criticism for high prices, with products often priced 30% higher than in Japan, leading to a perception of poor value [5][10] - The brand has seen a decline in sales across its core categories, with revenue growth not translating into profit, as evidenced by a 22.8% drop in operating profit in 2022 [5][11] - Quality issues have also plagued the brand, resulting in numerous consumer complaints and regulatory penalties [7][10] Group 3: Competitive Landscape - The rise of alternative brands, such as Miniso, which offers similar products at significantly lower prices, has intensified competition for MUJI [10][11] - E-commerce has further increased competition, with brands like NetEase Yanxuan providing high-quality, cost-effective alternatives [10] Group 4: Future Opportunities - MUJI is attempting to regain consumer interest by lowering prices and introducing new product lines tailored to local preferences [12][15] - The company has launched a new store format, "MUJI500," focusing on affordable daily necessities to attract a broader customer base [15] - Continued innovation in product development and a shift towards community-based store locations are seen as essential for MUJI's future success in China [15]

Core Viewpoint - The article discusses the challenges faced by businesses and individuals in the current economic climate, emphasizing the need for cost-cutting measures due to declining profits and increased difficulty in generating income [1]. Group 1: Economic Challenges - The impact of the COVID-19 pandemic has led to a sluggish real economy, resulting in layoffs and salary cuts for many companies [1]. - Business owners express that it has become increasingly difficult to secure orders, leading to thinner profit margins [1]. Group 2: Cost-Cutting Recommendations - The article suggests six items that should not be purchased to save money until the economy improves: - **Storage Boxes**: Excessive storage boxes are unnecessary; it is better to declutter and keep only essential items [3]. - **Cosmetics**: Hoarding cosmetics is wasteful; it is recommended to buy only what is needed and use it before purchasing more [4][6]. - **Clothing**: Many young people buy excessive new clothes; it is advised to keep a limited number of versatile outfits instead [8]. - **Personal Care Products**: Expensive shampoos and body washes are not necessary; affordable alternatives can provide similar quality [8]. - **Books**: Buying numerous books is impractical; borrowing from libraries or purchasing e-books is a more economical option [9]. - **Disposable Items**: Using reusable items instead of disposables can save money and reduce waste [11].

Core Insights - The home storage industry originated in the United States during the 1980s, driven by economic growth and increased consumer demand, leading to a rise in home organization services [1][11] - China's home storage products market is expected to grow significantly, with a market size projected to exceed 300 billion yuan by 2025, up from 101.279 billion yuan in 2020 [1][11] - The industry is supported by rising disposable income and consumer spending, with per capita disposable income in China increasing from 21,966 yuan in 2015 to 41,314 yuan in 2024, reflecting a compound annual growth rate of 7.27% [9][11] Industry Overview - Home storage products are primarily plastic items designed to organize and store various household items, including storage boxes, bags, cabinets, and shelves [3] - The industry is characterized by a supply chain that includes upstream plastic materials, midstream manufacturing, and downstream sales channels such as e-commerce and retail [5] Market Dynamics - The demand for home storage products is rapidly increasing due to urbanization and the fast-paced lifestyle of residents in major cities, leading to a growing consumption of these products [1][11] - The plastic storage box segment is particularly popular, with a market size of approximately 1.093 billion yuan in 2024, driven by rising consumer demand [13] Competitive Landscape - The industry features a competitive landscape with leading companies such as Chahua Co., Ltd., Jialian Technology, and Taili Technology, which dominate the market [15][17][19] - The market is fragmented, with many small and medium-sized enterprises, leading to intense price competition and a prevalence of low-end products [21] Challenges - The industry faces challenges from numerous small enterprises producing low-quality products, which complicates market competition [21] - Rising labor costs and a shortage of skilled labor are pressing issues that necessitate automation and technological upgrades within the industry [22][23] Future Trends - Consumer preferences are shifting towards high-quality, personalized, and eco-friendly products, prompting companies to innovate in design and production [24][25] - The integration of online and offline sales channels is accelerating, with a focus on experiential marketing and digital engagement to enhance consumer experience [26]

" 跨境电商打造爆品该如何有效决策？ " 作者 | 吴优 编辑 | 刘伟 我们经常会看到这样的情况，某家公司在某个细分领域做出爆品后，换了一个赛道却很难再出爆品，又或 者是大公司突然宣布要做跨品类的产品，但结果往往并不尽人意。 在跨境电商领域，一家公司想要连续打造出爆款产品并不容易，整个行业正在面临数据爆炸时代的决策困 境。 本期的出海百人谈栏目中，我们邀请到高维课堂常驻导师张雷分享他们团队辅导30+家跨境公司成为行业 头部卖家以来的爆品经验。聊一聊跨境电商公司想要打造爆品如何科学做决策。有哪些容易犯的错误，有 哪些会踩的坑，以及要培养哪些关键能力，如何花费最小的代价提高爆品成功率。 张雷曾是谷仓"新国货100工程"品牌出海负责人，也是公司从0到上市全过程品牌出海业务操盘人，辅导 过10+上市企业/投资机构投后企业出海业务。 并不是公司越大，业务决策能力就越强，" 用投资的思维选赛道，用用户思维做产品和营销 "，张雷用两 句话精要概括了拥有高业务决策能力公司的决策逻辑，掌握了这套方法，即便是在红海品类，即便是初创 公司，也有机会实现差异化破局。 01 爆品=大多数人 X 关键需求 X 有效营销 雷峰网·鲸犀 ...