转自：北京日报客户端 "推购物车再不怕碰到货架了！"在超市逛了一圈下来，75岁的市民赵大爷不禁感叹。原来，调改后超市 整体迁移至二层，主通道宽度达到3.5米，比过去宽敞得多。一层空间则成为社区生活枢纽，餐饮小店 占比达40%，还有健身房、药店、干洗、家纺等多类型业态。 据永辉超市北京大区调改总负责人杨子亮介绍，此次门店还新增30多项便民服务，比如为环卫工人、外 卖小哥提供充电宝、免费饮水、应急药箱、打气筒的爱心驿站，配备温奶器、婴儿护理台的母婴室，送 货司机休息室等。 8月27日清晨6点，永辉超市鲁谷店肉禽区亮起灯，肉禽技工崔永军将当天第一只内蒙古羔羊放在案板上 开始分切。一天前，这家社区老店重新开业，经过59天学习胖东来自主调改，为周边居民带来更丰富的 商品和30多种便民服务。 来源：北京日报客户端 蔬菜区货架上新增了紫白菜、紫苏叶、紫花菜、黑玉米等"花青素专区"，莲蓬、鸡头米、菱角等南 方"水八仙"食材，并展示出各种菜相应的制作方法。在水产区，梭子蟹捕捞上岸24小时内鲜活到店，还 有帝王蟹、乳山生蚝、三文鱼等经典水产。 店长孙启轮介绍，这次调改采纳了超过60%的居民建议。"比如上班族想买穿好的烤串、打理好 ...

Core Viewpoint - The company has launched the "4G" strategy, focusing on "good users, good products, good services, and good mindset" to enhance its competitive edge in the market [2][4][17] Group 1: Strategic Focus - The "4G" strategy emphasizes the importance of quality over quantity in a competitive environment characterized by price wars and user acquisition battles [4][5] - The company aims to differentiate itself from competitors by prioritizing product quality and supply chain development rather than relying on subsidies and price competition [4][5] Group 2: Product Development - The company has set higher standards for its product development team, focusing on creating better, healthier, safer, and more cost-effective products [7] - In the past six months, the company has eliminated over 4,000 mediocre products, with quality products now accounting for 40% of its SKU [7] Group 3: Supply Chain and Upstream Investment - The company is investing in upstream supply chains, including establishing black pig breeding bases and digital fishing warehouses to ensure quality control of fresh products [9] - The company is also focusing on the health food market, particularly low GI (glycemic index) products, which have shown significant sales growth [10][13] Group 4: Digital Transformation - The company is enhancing its digital capabilities, utilizing AI to create a "smart brain" that improves supply chain management and product lifecycle management [15][16] - A traceability system is being developed to ensure transparency from production to delivery, enhancing consumer trust [16] Group 5: Future Aspirations - The company plans to expand its supply chain capabilities to larger markets and even overseas, aiming to balance supply and demand on a global scale [17]

Core Insights - The article discusses the contrasting fates of two Chinese fresh food e-commerce companies, Missfresh and Dingdong Maicai, highlighting why Dingdong has survived while Missfresh has not [2][3][4]. Group 1: Company Performance - Missfresh raised over 11 billion yuan in funding but faced high operational costs, leading to cumulative losses exceeding 10 billion yuan from 2018 to 2021, ultimately resulting in its closure in July 2022 [2]. - Dingdong Maicai, founded in 2017, experienced initial losses but expanded its front warehouse model from approximately 600 to 1,400 locations by Q3 2021, with revenues growing from 3.88 billion yuan in 2019 to 20.12 billion yuan in 2021 [3]. - In 2022, despite a decline in GMV and revenue, Dingdong managed to significantly reduce its losses to 807 million yuan and achieved its first quarterly profitability under both GAAP and Non-GAAP standards in Q4 2022 [3][4]. Group 2: Operational Strategies - Dingdong's success is attributed to strategic pivots, focusing on core regions and optimizing its front warehouse model, reducing the number of warehouses to below 80% of the original count [3][4]. - The company implemented a comprehensive digitalization strategy, enhancing supply chain efficiency and reducing waste rates to 1.5%, significantly lower than the industry average of 25-30% for traditional models [11][12]. - Dingdong's digital systems allow for precise inventory management and demand forecasting, achieving a 95% accuracy rate in predicting overall orders and popular items [19][20]. Group 3: Market Position and Competition - The fresh food e-commerce sector is becoming increasingly competitive, with major players like JD, Hema, and Meituan entering the market, intensifying the competition for Dingdong [29]. - Dingdong has shifted its strategy from rapid expansion to focusing on efficiency, reducing its operational footprint from 37 cities in 2021 to 25 cities, with a concentration in the Jiangsu-Zhejiang-Shanghai region [25][31]. - The average order value for Dingdong increased from 58.6 yuan in 2021 to 72.9 yuan in the first half of 2024, with a gross margin rising from 17.14% in 2019 to 30.11% in 2024, indicating improved profitability [27][28]. Group 4: Future Outlook - Dingdong plans to continue optimizing its front warehouse network and enhance operational efficiency, focusing on maintaining profitability in its core markets while navigating the challenges posed by larger competitors [31][32]. - The company is also refining its product offerings, with a growing share of self-branded products, which currently account for 35% of sales, enhancing its profit margins [30].

Core Viewpoint - JD Fresh has set a goal to achieve the highest price competitiveness in the industry while ensuring product quality surpasses that of other platforms [1] Group 1: Pricing Strategy - During a recent internal meeting, JD Fresh emphasized the need to be the industry leader in price competitiveness, aiming to lower prices significantly [1] - For the upcoming 618 shopping festival, JD Fresh plans to enhance its "breakthrough price" strategy, increasing the discount from 10% to nearly 20% compared to competitors [1] Group 2: Supply Chain Optimization - JD Fresh stated that the strategy of lowering prices is not new and has been in place since last year, focusing on supply chain optimization to improve both quality and price competitiveness [1] - The ultimate goal of these strategies is to provide customers with a shopping experience that is "good, fast, and cheap" [1]

Core Insights - Yonghui Supermarket has launched its first store under the "Fat Donglai" model in Zunyi, which serves as a nationwide prototype for store renovations, focusing on comprehensive upgrades in product structure, shopping environment, and service systems [1] Group 1: Store Renovation and Product Strategy - The store has eliminated nearly 70% of its products, reducing from 20,543 items to 8,374, while introducing 4,345 new products, achieving an 80% similarity in product structure with the Fat Donglai model [1] - The proportion of imported products has increased to 12%, creating a competitive edge through a combination of local characteristics, quality selection, and similar offerings to Fat Donglai [1] - In the fresh food section, the store has implemented targeted planting partnerships to shorten the supply chain and reduce waste, while also enhancing customer trust through packaged fresh products [3] Group 2: Customer Experience Enhancements - The store layout has been redesigned, with shelf heights reduced from 2.4 meters to 1.6 meters and main aisles widened to 2.4 meters, improving visibility and customer comfort [3] - Various customer-friendly features have been introduced, such as labeling bulk food items with weight estimates and providing isolation bags for separating products [3] - Service upgrades include customized offerings at the meat counter, live fish services in the seafood section, and free cleaning and cutting for fruits, alongside strict freshness control policies [3] Group 3: Employee Welfare and Corporate Strategy - The store has increased its staff from 75 to 180, with an average salary rise to 4,000 yuan, and benefits such as 10 days of paid annual leave after one year of service [4] - The renovation reflects Yonghui's commitment to enhancing employee happiness and motivation, which is integral to the Fat Donglai model [4] - Yonghui aims to deepen its involvement in regional economic value reconstruction through localized development and quality retail strategies, aspiring to become a national supermarket better suited for mainstream Chinese families [4]