齐鲁晚报·齐鲁壹点 王赟 这个十月，山东的雨仿佛开了"自动续费"套餐，而且还"下得认真"，恍然江南，细雨中再读宋人李璮的 《水龙吟》，那句"不如易腔改调"，今天的夜话就继续说说如雨般连绵不绝的零售业"调改"那些事儿。 这次节后的公开数据显示，双节期间永辉全国调改店整体销售额同比增长超100%，买单客流同比提升 超80%，大闸蟹、蟹卡销售额同比增长超10倍，门店出炉的月饼更是吸引众多顾客选购，中秋节前后销 售额同比去年提升超12倍。 未来三年孵化100个亿元级单品也是改革组极力推动的重要的一项。在任意一家调改后的永辉超市，永 辉优选、永辉定制、YHBakery等自有品牌的产品被放在了显眼的货架上。 此前，叶国富曾公开表示，未来零售业要跟制造业一块向制造开发型零售转型。每一个零售商要跟供应 商一起，要有产品开发、设计能力，而不是简单地把产品拿到货架上买卖。 这个10月开始，"全运会""广交会"的风已气势如虹，"商城"广州也在10月1日迎来了一场"隐形商 战"——永旺天河城店以AEON STYLE全新业态重装开业，门店面积仅为原来的三分之一左右。不过， 《2025中国零售渠道演变趋势》报告也显示，中国线下零售渠道正 ...

这个十月，山东的雨仿佛开了"自动续费"套餐，而且还"下得认真"，恍然江南，细雨中再读宋人李璮的 《水龙吟》，那句"不如易腔改调"，今天的夜话就继续说说如雨般连绵不绝的零售业"调改"那些事儿。 这个10月开始，"全运会""广交会"的风已气势如虹，"商城"广州也在10月1日迎来了一场"隐形商 战"——永旺天河城店以AEON STYLE全新业态重装开业，门店面积仅为原来的三分之一左右。不过， 《2025中国零售渠道演变趋势》报告也显示，中国线下零售渠道正加速向"小型化、生鲜化、折扣化"演 进。此前，关于永旺天河城店的消息，有说撤场的，有说将被永辉胖东来调改店取代的。有意思的是， 同在10月1日，永辉超市中华广场店以"胖东来模式"第二店身份亮相越秀区。 说到这，想先说两位和广东有关和超市有关的"叶"姓企业家。 先说叶志坚，人称"坚叔"，1951年出生于东莞，年少就辍学在东莞石龙镇街边卖麦芽糖。这里多说两 句，今年暑期，电影《捕风追影》让观众们的视线聚焦到了拍摄地之一——广州番禺，原址是始建于 1934年的老糖厂。1990年，39岁的叶志坚被任命为东莞市糖酒集团总经理，并创办了美宜佳的前身—— 美佳超市，被称作是中国本 ...

Core Insights - Hema Fresh has opened its first store in Linyi, Shandong, marking its entry into the eighth city in the province, with a store size of 3,000 square meters offering a full range of products including fresh produce, baked goods, organic vegetables, seasonal fruits, and flowers [1][5] Group 1: Store Opening and Customer Response - The opening day saw enthusiastic customer turnout despite rainy weather, with long queues forming before the store opened [1] - Popular items included baked goods such as Earl Grey tea-flavored Swiss rolls and durian mille-feuille, indicating strong consumer interest in trendy products [1][3] Group 2: Product Offerings and Services - The store features a dedicated area for fresh durians with a year-round stable supply, ensuring customers can access high-quality products [3] - The seafood section includes live Boston lobsters and king crabs, with a dining area offering freshly prepared dishes like steamed crabs and spiced shrimp [3] Group 3: Online and Delivery Services - Hema Fresh initiated online delivery and pop-up stores in Linyi prior to the official opening, with a delivery radius of 3 kilometers from the store [3] - Popular items during the trial period included Norwegian salmon slices and various flavored Swiss rolls, leading to increased stock to meet customer demand [3] Group 4: Strategic Rationale for Expansion - Linyi is identified as a significant logistics hub and has a high frequency of online shopping among consumers, making it an ideal location for Hema Fresh [5] - The company has accelerated its store openings in Shandong this year, with multiple cities now served, enhancing customer access to global quality products and quick delivery services [5]

Core Viewpoint - Hema has rapidly transformed into a key player in China's retail industry since its inception in 2016, with plans to open nearly 100 new stores and enter over 50 new cities, reflecting strong confidence in the domestic consumption market [1][12]. Group 1: Hema's Growth and Market Position - Hema has grown to over 420 stores and ranks third in GMV among Chinese supermarkets, showcasing a remarkable development speed [3][5]. - The company's success is attributed to its "technology-driven" retail model and a strong focus on supply chain construction and private label development [3][6]. - Hema's stores are characterized by high customer traffic, indicating strong demand and popularity in various locations [5][6]. Group 2: Business Model and Strategy - Hema focuses on two main business models: Hema Fresh and Hema NB, which represent current market consumption trends and allow for efficient resource allocation [7][8]. - The strategic focus has led to Hema achieving profitability for the first time in the last fiscal year, marking a significant breakthrough in its business model [8]. Group 3: Technological Empowerment - Hema's success is heavily reliant on technology, with recent integration of the 88VIP and Hema membership systems enhancing customer engagement and service offerings [9][11]. - This integration has resulted in a rapid increase in Hema's membership numbers, demonstrating consumer recognition and potential for increased traffic [11]. Group 4: Insights on Domestic Consumption - Hema's CEO emphasizes a strong belief in the domestic consumption market, supported by China's average economic growth rate of 5.5% over the past four years and a high contribution rate of domestic demand to economic growth [12][13]. - The company aims to meet the growing consumer demand for quality products and services through continuous innovation and store expansion [12][13].

Core Viewpoint - The rise of purchasing agents in county-level cities is significantly impacting traditional supermarkets, as consumers increasingly seek higher quality products and unique shopping experiences [11][12][22]. Group 1: Consumer Behavior - Many consumers in county-level cities are turning to purchasing agents for products from brands like Sam's Club and Pang Donglai, driven by the desire for quality and variety [2][8]. - A survey indicated that 68% of county consumers choose purchasing agents to buy items unavailable locally, while 55% trust the quality of these brands [11]. - The purchasing behavior reflects a shift towards higher quality expectations, with consumers no longer satisfied with the offerings of traditional supermarkets [12][20]. Group 2: Impact on Traditional Supermarkets - Traditional supermarkets are experiencing a significant decline in customer traffic, with over 60% of operators reporting a drop of around 20% in recent years [21]. - The competition from purchasing agents has led to a loss of approximately 30% of mid-to-high-end customers for some traditional stores [9][21]. - Traditional supermarkets face challenges such as low supply chain efficiency, high procurement costs, and a lack of digitalization, which hinder their ability to compete effectively [18][19]. Group 3: Market Trends - The county retail market is evolving, with consumers adopting shopping habits similar to those in first- and second-tier cities due to improved internet access and logistics [20]. - The future of county retail is expected to focus on online-offline integration, differentiated positioning, and community-based services [21][22]. - Traditional supermarkets must adapt by understanding local consumer needs and offering tailored products and services to survive in the changing market landscape [23].

Group 1: Rise of Purchasing Agents in County Towns - The emergence of purchasing agents for brands like Sam's Club and Pang Donglai in county towns is notable, with groups forming for pre-ordering products [2][6] - A county hospital doctor reported that her colleagues actively participate in purchasing groups, indicating a shift in shopping behavior towards these agents [2][6] - The local retail landscape includes both traditional supermarkets and new purchasing channels, with the latter gaining popularity due to better pricing and product variety [3][4] Group 2: Decline of Traditional Supermarkets - Traditional supermarkets in county areas are experiencing a significant decline in customer traffic, with some reporting a drop of about 20% in footfall [14] - The competition from purchasing agents has led to a 30% reduction in mid-to-high-end customers for local supermarkets, particularly affecting women aged 30-45 [6][7] - Many traditional supermarkets struggle with outdated business models, low supply chain efficiency, and a lack of digital integration, making them vulnerable to new retail formats [12][14] Group 3: Changing Consumer Preferences - Consumers are increasingly seeking higher quality products, with 68% of county consumers choosing purchasing agents to access items unavailable locally [7][8] - The popularity of brands like Sam's Club and Pang Donglai is attributed to their unique product strategies and high-quality offerings, which contrast sharply with traditional supermarket products [8][15] - The shift in consumer behavior reflects a broader trend towards premiumization and a desire for differentiated shopping experiences [8][15] Group 4: Challenges and Opportunities for Traditional Supermarkets - Traditional supermarkets must adapt to the changing market dynamics by enhancing their product offerings and customer service to remain competitive [15] - The future of county retail is expected to involve a blend of online and offline strategies, with a focus on community-oriented services [14][15] - Supermarkets that can effectively understand and meet local consumer needs will have opportunities for growth despite the challenges posed by purchasing agents [14][15]

Core Viewpoint - The article discusses the trust crisis faced by Sam's Club due to recent product selection changes, leading to member dissatisfaction and concerns about the quality of offerings [1][8][18]. Group 1: Product Selection Changes - Sam's Club has recently removed popular products like Sun Cakes and Rice Puddings, replacing them with more common brands such as Low Sugar Holi You Pie and Wei Long Spicy Strips [1][5]. - The introduction of Low Sugar Holi You Pie, which claims to have reduced sugar by 80% and increased cocoa content by 30%, has received negative feedback from consumers who found it too sweet [6][8]. - The controversy is not just about the new products but also about the brand's past issues, particularly Holi You's "dual standard" ingredient controversy in 2022, which has damaged its reputation [8][16]. Group 2: Member Reactions - Members expressed anger on social media, feeling that they are being treated as "chives" (a term for being taken advantage of) by receiving products available at regular stores instead of exclusive offerings [3][10]. - Some members are reconsidering their membership renewals due to the perceived decline in product quality and exclusivity [8][10]. - Complaints about the selection strategy have gained traction, with members feeling that the value of their membership is diminishing as the uniqueness of products decreases [10][18]. Group 3: Management and Strategy Changes - The timing of the product selection controversy coincides with a leadership change at Sam's Club, with Andrew Miles retiring and Jane Ewing taking over as president [13][16]. - Despite rumors suggesting that the management change led to a decline in quality control, it has been clarified that the new president is still an international executive [15][16]. - Sam's Club is undergoing aggressive expansion, with plans to open eight new stores in 2025, which may pose challenges for maintaining product quality [16][24]. Group 4: Competitive Landscape - The competitive landscape is intensifying, with Costco and local brands like Hema and Pang Dong Lai posing significant challenges to Sam's Club's market position [22][24]. - The uniqueness of Sam's Club's offerings has been diluted, impacting the profitability of resellers who rely on exclusive products [22][24]. - The essence of the membership model is being questioned as the perceived value of exclusive product access diminishes, leading to concerns about the sustainability of the business model [18][24].

Core Insights - The Chinese baking market is experiencing new development opportunities driven by consumer downturn and retail transformation, exemplified by the rapid expansion of the JiaYue Baking brand, which has opened its 100th store within a year [1] - JiaYue Baking's success is attributed to its unique "supermarket + baking" model, which has redefined consumer perceptions and provided a replicable success template for traditional retail transformation [1] Group 1: Quality and Competitive Advantage - JiaYue Baking emphasizes "freshly baked on the same day" as a direct commitment to quality, differentiating itself from pre-packaged products by having dedicated in-store bakeries with professional bakers [3] - Consumer feedback highlights the freshness of JiaYue Baking products as a key factor driving repeat purchases, establishing a significant competitive edge [3] Group 2: Pricing Strategy - The brand adheres to a "quality first" principle in raw material selection, using high-quality ingredients like Dutch Friesland royal butter for its signature "fresh milk butter toast," which, despite higher costs, has gained consumer recognition [4] - Market research indicates that JiaYue Baking's core products are generally priced lower than or on par with competitors, such as fresh milk toast at 6.9 yuan, butter croissant at 15.9 yuan, and crispy small cakes at 9.9 yuan, effectively appealing to consumers' desire for quality and affordability [4] Group 3: Market Positioning - JiaYue Baking targets everyday family consumption, offering affordable quality baking products, and differentiates itself from traditional supermarket baking sections through specialized product development and on-site production [6] - This "middle route" successfully opens a new market segment in the ready-to-eat category within supermarkets, combining convenience with a quality experience similar to that of professional bakeries [6] Group 4: Innovation and Future Outlook - Looking ahead, JiaYue Baking faces both opportunities and challenges, with increasing consumer demand for high-quality, cost-effective baking products amid a consumer downturn [7] - The brand plans to enhance single-store operational efficiency, deepen product innovation, and explore flexible store formats, such as community small specialty stores, to better meet diverse consumer needs [7]

Core Insights - The "2024 China Chain Top 100" list reveals significant transformations in the retail industry amidst fluctuations, with overall sales growth of 4.9% and a 13.5% increase in total store numbers among the top chain enterprises [1][2] - Hema's remarkable performance, with double-digit growth in both sales and store numbers, positions it as a key player reshaping the competitive landscape of China's retail sector [2] Group 1: Hema's Strategic Adjustments - Hema's strategic contraction is evident as it reduces its X membership stores from 10 to 3, shifting focus from competing with Sam's Club to prioritizing profitability [3][4] - The new CEO emphasizes a "core business focus," concentrating resources on "Hema Fresh" and "Hema NB," leading to a 27.1% year-on-year increase in GMV to 75 billion yuan and a 16.7% increase in store numbers to over 420 [3][4] - Hema's operational cost rate significantly decreased in 2024 due to a data-driven strategic adjustment, enhancing its profitability [4] Group 2: Dual Business Model Synergy - Hema's growth is driven by the synergy between "Hema Fresh" and "Hema NB," catering to both mid-to-high-end and lower-tier markets [5][6] - Hema Fresh showcases superior digital operational capabilities, with 63% of orders online and a rapid delivery network covering major cities, supported by a robust technological framework [5] - Hema NB targets lower-tier markets with a "hard discount" model, offering prices around 50% lower than competitors, effectively meeting the demand for quality at affordable prices [6][7] Group 3: Insights into Lower-Tier Market Consumption - In 2024, 30% of Hema's new stores were opened in lower-tier cities, marking a five-year high, with some stores achieving monthly sales exceeding 45 million yuan [9][10] - Hema's tailored product strategy for lower-tier markets significantly enhances product fit compared to traditional supermarkets, driven by a deep understanding of consumer behavior [9][10] - The "first store economy" effect has spurred consumer enthusiasm in lower-tier markets, with Hema's entry seen as a lifestyle upgrade [9][10] Group 4: Challenges Ahead - Despite achieving impressive results in 2024, Hema faces challenges in balancing scale expansion with capability development to meet its goal of exceeding 100 billion yuan in GMV within three years [11][12] - The company must navigate the pricing and quality balance in lower-tier markets, where consumers are price-sensitive yet expect quality assurance [11][12] - Hema's supply chain regionalization poses logistical challenges, particularly in western markets, requiring significant investment and time to establish a localized procurement network [12] Group 5: Conclusion - Hema's transformation reflects a shift in China's retail industry from a focus on traffic to a focus on value, providing a model for industry transition [14] - The strategic essence of Hema's approach lies in efficiency and user value rebalancing, leveraging digitalization to enhance inventory turnover and reduce procurement costs [14] - Hema's ability to open 72 new stores in a contracting supermarket sector demonstrates its resilience and commitment to enhancing consumer value [14]