11月24日，盒马宣布启动"合盒共生"合作伙伴成长计划。预计在3年内，扶植10个年销售规模超过10亿 元的合作伙伴，并助力100家供应商，3年内实现销售额增长3倍。盒马将向商品合作伙伴开放共享全渠 道的用户洞察能力、供应链基建以及AI决策平台，与合作伙伴一起围绕"健康、便捷、悦己"共创商品， 服务于人们对美好生活的追求。 严筱磊表示，十年的"新零售"积累，让盒马逐步建成以用户为中心的商品研发能力、高效稳定的供应链 能力，以及智能决策的科技应用能力，这将是盒马与合作伙伴向"心零售"进发的基础保障。 盒马一直坚持推动建设新型零供关系，强调通过创造价值实现共赢共生，而不是简单的"你生产，我卖 货"关系。随着盒马的稳步发展，一大批优秀的合作伙伴也成长起来。 维果清是国内最早做HPP果蔬汁品牌之一，通过与盒马共享上游生鲜基地，以及盒马的全程冷链的物流 体系，让原本只能出现在五星级酒店的HPP果蔬汁通过盒马出现在消费者的身边，并成为果汁行业的新 星。维果清的销售规模也突破亿元，新投建的安徽工厂也将于12月正式投产。 成都元气则是一家专门生产三明治的企业，在与盒马合作的8年里，成都元气从一家只在成都有一家工 厂的区域性供应 ...

维果清是国内最早做HPP果蔬汁品牌之一，通过与盒马共享上游生鲜基地，以及盒马的全程冷链的物流 体系，让原本只能出现在五星级酒店的HPP果蔬汁通过盒马出现在消费者的身边，并成为果汁行业的新 星。维果清的销售规模也突破亿元，新投建的安徽工厂也将于12月正式投产。 盒马今日宣布启动"合盒共生"合作伙伴成长计划。预计在3年内，扶植10个年销售规模超过10亿元的合 作伙伴，并助力100家供应商，3年内实现销售额增长3倍。盒马将向商品合作伙伴开放共享全渠道的用 户洞察能力、供应链基建以及AI决策平台，与合作伙伴一起围绕"健康、便捷、悦己"共创商品，服务于 人们对美好生活的追求。 盒马CEO严筱磊表示，2015年盒马用技术和模式创新进入零售市场，十年间与合作伙伴们一起推动零售 市场"人货场"的重构。盒马启动供应商成长体系，是为了发展出一批理念相同、能力互补的供应商伙 伴，构建创造长期价值的命运共同体，发力"心零售"，让技术创新更好地服务于用户。 盒马拥有全渠道、多场景的用户洞察体系，能够基于消费者的反馈来指导商品研发，HPP果蔬汁系列、 草莓盒子蛋糕等广受欢迎的商品都是在用户洞察和反馈的基础上反复优化打造成功的。盒马已经引 ...

中国经济网北京11月21日讯(记者王惠绵)11月21日，盒马鲜生在安徽蚌埠、河南南阳与濮阳迎来首店开业，北京西单店也于同日正式营业，实现四店同开， 进一步拓展"盒区房"覆盖范围。其中盒马蚌埠首店入驻蚌山万达广场，南阳首店落子高新吾悦广场，成为盒马布局豫南地区的首个据点；濮阳新店则进驻濮 阳经开万达广场，为当地消费者带来全新的购物体验。 盒马的入驻，不仅为市民带来更丰富、更高品质的消费选择，也进一步丰富了地区的商业形态，助力区域商业能级与消费吸引力的整体提升。此次四店同 开，也标志着盒马2025年50新城、百家新店计划的稳步推进。 南阳新店熟食区提供色香味俱全的热菜美食 今年以来，盒马持续强化生鲜供应链建设，为新城新区消费者提供丰富多样的时令商品。新店中，霜打青菜、鲜黄精等冬季滋补食材新鲜上架；水产区汇聚 帝王蟹、深海大黄鱼、挪威三文鱼等全球鲜活海产；红颜草莓、云南超大蓝莓、海南芒果凤梨等高品质水果琳琅满目。此外，首批空运抵华的智利4J车厘子 也已同步上架，满足消费者对高端水果的尝鲜需求。 除了丰富的商品选择，盒马新店的周边居民还可以享受周边3-5公里范围"最快30分钟送达"的即时配送服务。数据显示，蚌埠店线上 ...

Core Insights - Yonghui Supermarket is implementing a transformation strategy inspired by the successful model of "Fat Donglai," focusing on enhancing the shopping experience and product offerings in its stores [1][4]. Group 1: Store Transformation - Yonghui Supermarket has completed the transformation of 17 stores in Beijing and surrounding areas, expanding its coverage to eight districts [1]. - The stores are centered around a "product-centric" strategy, achieving over 80% alignment with Fat Donglai's product structure, with new products making up over 40% and imported goods accounting for approximately 20% [4]. Group 2: Product Offerings - The fresh produce section features organic vegetables, specially cultivated vegetables, and global specialty fruits such as Chilean cherries and Dandong strawberries [6]. - The meat and poultry section includes high-quality items like freshly cut Chaozhou beef and imported steaks, while the seafood section offers live crabs, shrimp, and custom E+ grade salmon [6]. Group 3: Bakery and Ready-to-Eat Items - The bakery and deli sections showcase popular items such as freshly roasted duck, sweet sausage, and various new products like strawberry box cakes and pure meat sausages [7]. Group 4: Store Layout and Services - The store layout has been optimized to create an open and transparent shopping space, with features like wider aisles and lower shelves, enhancing the shopping experience for families and pet owners [11]. - A convenience service area includes over 30 facilities, such as height and weight measurement tools, electronic blood pressure monitors, and amenities for families [11]. Group 5: Customer-Centric Services - The seafood section offers "home delivery without processing" packages, and various safety measures are in place, including gloves for handling seafood and real-time pesticide residue detection displays [13]. - The store emphasizes food safety management with strict transparency, implementing daily price reductions for certain perishable items to ensure quality control [13].

Core Insights - Yonghui Supermarket has opened two new "self-adjusted" stores in Beijing, enhancing its service network in the southern region and completing adjustments in the Fengtai district [1] - The stores focus on a "product-centered" strategy, achieving over 80% of product structure aligned with the standards of the "Pang Donglai" model, with over 40% of new products and approximately 20% of imported goods [1] Group 1 - The new stores feature a diverse range of fresh produce, including organic vegetables and high-quality imported seafood, as well as a variety of ready-to-eat items [1][2] - The Changping store targets a younger demographic with an emphasis on ready-to-eat products, while the Fengtai store reinforces the "Yonghui Custom" and "Quality Yonghui" series [1] - Both stores have implemented design changes to create a more open shopping environment, including wider aisles and lower shelf heights [2] Group 2 - Strict food safety management practices are in place, including the "468 principle" for fresh fruit and juice, daily clearance pricing for certain products, and real-time pesticide residue detection displays [2]

Core Insights - Sam's Club in China is facing a significant decline in consumer trust due to multiple quality control issues, leading to a surge in complaints and questioning its value proposition [2][6][12] - The company's expansion strategy has shifted, focusing on increasing store numbers in lower-tier cities, which has introduced financial pressures and affected product quality [6][8] - The competitive landscape is intensifying, with both international and local players gaining market share, further challenging Sam's Club's position [11][12] Quality Control Issues - Recent incidents of food safety problems, including foreign objects found in products, have led to over 10,000 complaints on consumer platforms, with a 65% year-on-year increase in complaints [2][3] - The perception of Sam's Club's quality is deteriorating as it has started to stock lower-quality, mass-market brands, undermining its previous reputation for premium products [3][5] Strategic Shifts - The company has altered its product selection strategy, moving away from high-quality items to focus on higher profit margins, which has diluted its unique product offerings [8][12] - The rapid expansion from 48 to 60 stores in just over a year has created operational challenges, leading to a potential decline in service quality and consumer trust [6][11] Competitive Landscape - Sam's Club's market share in first-tier cities has decreased by 2.3%, while competitors like Costco and Hema have seen growth of 4.1% and 3.8% respectively [11] - The company is facing increased competition from local retailers who are quickly replicating successful products, putting further pressure on Sam's Club to maintain its pricing and quality standards [11][12] Financial Implications - Sam's Club's revenue contribution to Walmart China is significant, with nearly 70% of the total revenue coming from Sam's Club, highlighting the importance of maintaining its member base [9][12] - The financial model is under strain as the average transaction value in lower-tier cities is only 61% of that in first-tier cities, while operational costs are higher [6][8]

Core Viewpoint - The Chinese baking market is experiencing a shift from independent bakeries to new retail channels such as supermarkets and convenience stores, indicating a change in consumer demand despite stable market demand [1]. Group 1: Market Dynamics - In 2024, the number of baking stores in China saw a net growth of nearly zero, with 92,000 new stores and 91,000 closures, highlighting a stagnation in traditional bakery growth [1]. - New retail channels are showcasing strong sales, with examples including Sam's Club's Swiss roll sales exceeding 1 billion yuan, Hema's strawberry box cake generating 200 million yuan in seasonal sales, and Pang Donglai's mooncake sales estimated at 200 million yuan [1]. Group 2: International Comparisons - The trends observed in the Chinese baking market are not unique but are part of a broader global phenomenon influenced by the development of industrial food technology and rapid market expansion [4]. - Mature baking markets in Japan, South Korea, Europe, and North America have established stable supermarket baking models that meet consumer needs while continuously creating popular products [5]. Group 3: Asian Market Insights - Japan and South Korea serve as benchmarks in the Asian baking market, characterized by high-frequency purchases and a preference for soft bread, with a supply chain model centered around short shelf-life products [6]. - The emphasis on freshness is a common principle in Japanese and Korean supermarkets, supported by a mature "factory collaboration + regional distribution" system [7]. Group 4: Consumer Preferences - In Japan, 82.8% of consumers prefer to buy bread from supermarkets, while in South Korea, this figure is 76%, indicating a strong consumer preference for supermarket-bought baked goods [11]. - Health considerations have become essential, with products like "no added sugar toast" and "low GI whole grain bread" dominating sales in Japan and South Korea [12]. Group 5: North American Market Characteristics - The U.S. baking market is characterized by family-oriented consumption, with supermarkets catering to bulk purchases and family needs, leading to a unique model of large packaging and high cost-effectiveness [23]. - Supermarkets in the U.S. account for approximately 70% of total bread sales, with a focus on stable quality and low prices, although they lack the innovative marketing strategies seen in Japanese convenience stores [30]. Group 6: European Market Trends - The European baking market is projected to reach $157.36 billion by 2025, with supermarkets contributing approximately 60%-70% of sales, reflecting a high dependency on supermarket channels [31]. - Different countries in Europe have tailored their baking strategies based on local consumer preferences, with Germany focusing on cost control through self-owned factories and local ingredients [33]. Group 7: Strategic Recommendations for China - Chinese supermarkets and chain brands can learn from international practices by adopting strategies such as fine segmentation, local sourcing, and fresh product delivery to enhance consumer trust and satisfaction [42][43]. - Emphasizing family-oriented products and transparent labeling can help build consumer confidence and cater to local market demands [44][46].

Core Viewpoint - The closure of Hema X membership stores signifies the end of a once-promising business model that aimed to compete with Sam's Club and Costco in China's retail market [3][22]. Group 1: Hema X Membership Store Overview - Hema X membership stores were launched in October 2020, with the first store opening in Shanghai, aiming to create a new growth avenue for Hema [3][4]. - The membership structure included Gold and Diamond memberships, priced at 258 yuan and 658 yuan per year, targeting middle-class families and high-end consumers [3][4]. - The stores featured over 15,000 square meters of space, offering a wide variety of products and a unique shopping experience [4]. Group 2: Reasons for Closure - Strategic shifts under new CEO Yan Xiaolei led to the marginalization of Hema X, focusing instead on Hema Fresh and Hema NB as core business models [7][15]. - The lack of product differentiation and a weak supply chain hindered Hema X's ability to compete effectively with established players like Sam's and Costco [10][12]. - Hema X's market positioning was unclear, failing to create a compelling reason for consumers to choose its offerings over competitors [12][26]. Group 3: Financial Performance and Strategic Shift - Hema Group achieved its first annual profit from April 2024 to March 2025, with a GMV of 75 billion yuan, marking a significant turnaround [13][14]. - The decision to close Hema X allowed the company to focus on more profitable ventures, such as expanding Hema Fresh and Hema NB, which cater to consumer preferences for convenience and affordability [15][21]. - Hema Fresh and Hema NB have successfully tapped into the demand for high-frequency, low-cost shopping experiences, contrasting with the membership model [21][26].

Group 1 - The core viewpoint of the articles highlights the competitive advantage of supermarkets in the bakery product sector, emphasizing their supply chain efficiency and product quality over traditional bakery chains [1][3][11] - Sam's Club's Swiss roll has become a representative product, achieving annual sales of 1 billion yuan, with some stores reporting that it accounts for about 10% of total store revenue [1] - Hema's bakery products contribute approximately 30% to daily store revenue, with daily sales exceeding 400,000 yuan during new store openings [2] Group 2 - Supermarkets are increasingly adept at producing bakery items, with a focus on cakes, leveraging their strong supply chain capabilities to source high-quality ingredients like flour and eggs [5][7] - The supply chain's strength allows supermarkets to offer competitive pricing and quality for seasonal products like strawberries and durians, enhancing their product offerings [6][10] - The larger store size of supermarkets facilitates higher customer traffic and sales volume, with 60% of bakery product buyers also purchasing other items [9][10]

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]