资料显示，朝日啤酒此前已在日本本土市场进行过多轮提价。下面，我们一起关注。 "较大压力" 小食代看到，这份9月10日发出、落款为朝日啤酒 (中国) 投资有限公司广州分公司（下称"朝日啤酒广州"）的价格调整通知显示，朝日啤酒广州向合作伙 伴及客户（即经销商）表示，决定自2025年9月25日起，对两款进口产品的供应价格进行调整。 连在"西餐界蜜雪冰城"萨莉亚都能买到的朝日啤酒，日前传来了新动向。 小食代从业内获悉，近日，朝日啤酒向国内渠道商发布通知称，由于各类成本上升对运营造成压力，自昨日（9月25日）起对面向经销商供应的两款进口 啤酒（朝日超爽啤酒135ml*24罐、朝日超爽啤酒2L*6罐）进行提价，每箱分别上调5元和20元。 根据该通知，涉及调价的产品包括：朝日超爽啤酒135ml*24罐（输入），每箱单价上调5元；朝日超爽啤酒2L*6罐（输入），每箱单价上调20元。通知 称，为了尽量降低此次价格调整给经销商带来的影响，9月24日前下单并付款的订单仍将按照原价格执行。 对于提价原因，上述通知解释称，"当前全球市场环境复杂多变，各类成本持续上升，给我们的运营带来了较大压力。"为此，通知表示，为确保能够持续 提供高 ...

Core Viewpoint - My Basket is emerging as a significant competitor to convenience stores like 7-Eleven in Japan, primarily due to its focus on fresh food offerings and competitive pricing, which has led to a noticeable decline in customer traffic for nearby convenience stores [5][6][30]. Group 1: Market Context - The rise of "shopping refugees" in major Japanese cities, where consumers struggle to access nearby grocery stores, has created a demand for smaller supermarkets like My Basket [10][12]. - In 2015, the number of shopping refugees in Japan reached 8.25 million, a 20% increase from 2005, highlighting the growing need for accessible grocery options in urban areas [10][12]. Group 2: Business Model and Strategy - My Basket operates approximately 1,200 stores with plans to expand to 2,500 by 2030 and ultimately aims for 5,000 locations, leveraging its proximity and lower prices to compete with convenience stores [13][35]. - The store's strategy focuses on high-density urban areas, with locations typically within a 3-minute walking distance from residential areas, effectively serving local communities [13][14]. Group 3: Operational Efficiency - My Basket's operational model is characterized by a full-ownership structure, which allows for streamlined management and reduced labor costs, with each store typically staffed by only 2-3 employees [20][29]. - The introduction of a flexible "point work" system enables local residents to work short shifts, enhancing labor efficiency and reducing staffing costs [22][23]. Group 4: Pricing and Product Offering - My Basket's pricing strategy is significantly lower than that of convenience stores, with products like instant noodles priced at 204 yen, approximately 20% cheaper than convenience stores [34][35]. - The store emphasizes fresh food, with fresh products making up 44% of its SKU, which is a key differentiator from traditional convenience stores that have limited fresh offerings [38][39]. Group 5: Competitive Advantage - My Basket's parent company, Aeon, provides a strong backing that allows for competitive pricing through economies of scale and direct sourcing of products, minimizing costs [35][42]. - The store's focus on standardization and efficiency, including a lack of promotional activities and a simplified product range, allows it to maintain low prices while meeting consumer needs effectively [42][44].

Core Insights - My Basket is emerging as a significant competitor to convenience stores like 7-Eleven due to its focus on fresh produce and lower prices, leading to a noticeable decline in customer traffic for nearby 7-Eleven stores [2][9][24]. Group 1: Market Context - The phenomenon of "shopping refugees" in Japan's urban areas, particularly among the elderly, has created a demand for accessible grocery options, which My Basket effectively addresses [5][7]. - In 2015, the number of shopping refugees in Japan reached 8.25 million, a 20% increase from 2005, highlighting the growing need for convenient shopping solutions in densely populated cities [5][7]. Group 2: My Basket's Business Model - My Basket operates approximately 1,200 stores with plans to expand to 2,500 by 2030 and ultimately 5,000 stores, leveraging its proximity and competitive pricing to attract customers [9][28]. - The store's strategy focuses on high-density urban areas, with a typical store located within a 3-minute walking distance from residential and commercial zones, catering to local consumers [9][10]. Group 3: Competitive Advantages - My Basket's pricing strategy is significantly lower than that of convenience stores and even some discount retailers, with products like instant noodles priced 20% lower than convenience stores [26][28]. - The company benefits from the backing of Aeon, a leading retail group, which allows it to leverage economies of scale for cost-effective product pricing [28][29]. Group 4: Operational Efficiency - My Basket employs a unique staffing model with all stores being company-operated rather than franchised, allowing for streamlined operations and reduced labor costs [13][19]. - The introduction of a flexible "point work" system enables part-time employees to work short shifts, enhancing labor efficiency and reducing overhead costs [17][23]. Group 5: Product Offering - My Basket differentiates itself by offering a wide range of fresh produce, with fresh items making up 44% of its total product offerings, compared to convenience stores that have limited fresh food options [30][32]. - The store's SKU count is strategically focused on essential items for single-person households, ensuring that it meets the daily shopping needs of urban consumers [29][30]. Group 6: Future Outlook - My Basket's growth strategy is centered on maintaining low prices and high product availability, which positions it well against traditional convenience stores and larger supermarkets [35][36]. - The company's ability to adapt to consumer needs and market trends will be crucial for its continued expansion and competitiveness in the retail sector [35][36].