零售商新老势力混战“自有品牌” 谁能更胜一筹？

每日经济新闻2025-12-09

沃尔玛正在打造“平价版山姆”？　　近日，网上涌现出不少测评沃尔玛旗下自有品牌“沃集鲜”的热帖，伴随同为沃尔玛旗下高端会员制商店——山姆的选品争议还在持续。加码自有品牌，究竟是沃尔玛应对山姆“人设”滑坡的“Plan B（第二行动方案）”，还是拯救零售商大卖场业态的最后底牌？一时间业内外议论纷纷。　　“这是‘背水一战’。”谈及沃尔玛为何甘愿让旗下大卖场与山姆陷入“左右手互搏”的局面，百联咨询创始人庄帅...

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B（第二行动方案）”，还是拯救零售商大卖场业态的最后底牌？一时间业内外议论纷纷。　　“这是‘背水一战’。”谈及沃尔玛为何甘愿让旗下大卖场与山姆陷入“左右手互搏”的局面，百联咨询创始人庄帅...</p>\n\n<a href=\"http://finance.eastmoney.com/a/202512093586782345.html\">网页链接</a>\n\n</div>\n\n\n</article>\n</div>\n</body>\n</html>\n","isBrief":false,"type":0,"news_type":1,"symbol":"LU1674673691.USD","symbol_name":"HSBC GIF GLOBAL LOWER CARBON EQUITY \"AD\" (USD) 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melee between new and old forces of retailers \"private brands\"?","themeId":null,"isJumpTheme":false,"ttsUrl":null,"symbols_score_info":{"WMT":1.95,"06808":1.88,"SURRY":1.88},"content_text":"沃尔玛正在打造“平价版山姆”？　　近日，网上涌现出不少测评沃尔玛旗下自有品牌“沃集鲜”的热帖，伴随同为沃尔玛旗下高端会员制商店——山姆的选品争议还在持续。加码自有品牌，究竟是沃尔玛应对山姆“人设”滑坡的“Plan B（第二行动方案）”，还是拯救零售商大卖场业态的最后底牌？一时间业内外议论纷纷。　　“这是‘背水一战’。”谈及沃尔玛为何甘愿让旗下大卖场与山姆陷入“左右手互搏”的局面，百联咨询创始人庄帅在接受《每日经济新闻》记者采访时表示，大卖场主打的知名品牌，在“价格力”上竞争不过电商平台，是大卖场发力“自有品牌”的主因。　　无独有偶，另一知名大卖场大润发也正重点发力自有品牌。　　在很长一段时间内，零售商大卖场业态主要靠知名品牌吸引消费者，付费会员店才倾向于推出自有品牌打造差异化优势。然而，在中国零售市场激烈的竞争环境下，自有品牌早已成为叮咚买菜、盒马等新兴零售商的核心卖点，以沃尔玛、大润发为代表的老牌零售商们正遭遇着电商和后起之秀的双重“围剿”。　　当零售商老前辈开始反向学习新玩家，真的还来得及吗？谁又能更胜一筹？ 一家大润发卖场内摆放的“润发甄选”系列产品。每经记者陈婷摄　　从沃尔玛到大润发老牌零售商加码自有品牌　　12月3日，《每日经济新闻》记者在位于上海的沃尔玛大卖场线下门店走访时发现，“沃集鲜”商品被罗列得随处可见，“天天平价”的标语，亮黄色的9.99元、15.99元等数字标价牌十分显眼。　　就在11月，沃尔玛宣布“沃集鲜”焕新升级，覆盖生鲜、食品、饮料等多个核心品类，似乎和同属沃尔玛旗下的山姆抢起了生意。　　记者在线下走访时发现，同为老牌大卖场品牌，沃尔玛和大润发在打造自有品牌上有相似之处，首先就是“低价”，此外便是强调商品的“健康”属性，“降糖、低糖、无糖”就是“沃集鲜”的关注点之一。　　而在大润发大卖场，记者走访发现，除了以低价为主的“超省”系列，大润发还在推进“润发甄选”系列，重点关注的三大维度中也包括“健康趋势”。　　不过，在品牌打造策略上，两者有所不同，沃尔玛主推的“沃集鲜”主打平价和健康，大润发则选择分开打造两个自有品牌，推进自有品牌“1+1”双品牌战略。　　庄帅在接受《每日经济新闻》记者采访时表示，在当前的国内市场，部分零售商采取多品牌路线打造自有品牌，“一个大的品类做一到两个自有品牌，有助于建立起品牌即品类的认知，例如沃尔玛的惠宜主要是与吃喝有关”。　　不过，庄帅也提到，零售商采取多品牌路线需要更大的投入，用户也需要对不同品牌形成不同的认知。　　庄帅进一步指出，零售商以一个自有品牌囊括不同品类商品的路线，容易造成“心智不统一”，例如山姆自有品牌Members Mark品牌下囊括饼干和睡衣等不同品类的商品。　　时至如今，沃尔玛和大润发等老牌零售商为何齐齐“觉醒”自有品牌？归根究底，与市场竞争及业绩压力有关。　　11月11日晚间，大润发母公司高鑫零售（HK06808，股价1.68港元，市值160.30亿港元）发布的业绩显示，截至2025年9月30日的6个月（2025年4~9月），高鑫零售实现收入305.02亿元人民币，同比减少12.1%；实现毛利77.19亿元人民币，同比减少9.5%；净亏损为1.27亿元人民币。　　而沃尔玛在中国的业绩主要由山姆会员商店拉动，相较于走向快速扩张的山姆，沃尔玛旗下大卖场业态时不时传出闭店消息。　　零售商新老势力混战优质供应商争夺愈演愈烈　　与沃尔玛和大润发相比，盒马、叮咚买菜等生鲜零售商很早便开始发力自有品牌，并将其视为自身核心竞争力。　　从2017年发力自有品牌开始，盒马先后推出了日日鲜、盒马工坊等自有品牌商品。　　此前，在接受包括《每日经济新闻》记者在内的媒体记者采访时，叮咚买菜副总裁、叮咚谷雨肉类事业部CEO（首席执行官）白登科表示，叮咚“谷雨”成立至今已有5年时间。　　据白登科透露，从2023年开始，叮咚买菜把三个不同类目的事业部升级成了三个独立运作的公司，就肉类板块，目前由两个品牌在运作，一个是“黑钻世家”，另一个是“禾花田”。　　艾媒咨询CEO兼首席分析师张毅在接受《每日经济新闻》记者采访时表示，自有品牌能够凭借差异化、高毛利帮助零售商吸引客流、提升利润，“还可以通过自有品牌定义产品标准，压缩中间商利润，甚至去中间商化，直接把产品力赋能到自有品牌产品上，打造高质价比产品，形成竞争壁垒”。　　截至目前，由于加码进度不一以及定位不同，零售商的自有品牌占比区别不小。有着“硬折扣鼻祖”之称的德国连锁超市——ALDI（奥乐齐）已经在中国市场开出80多家门店，其自有品牌比例已经高达90%。盒马旗下的社区平价超市——超盒算NB的自有品牌占比也已接近60%。　　不过，零售商自有品牌并不好做。张毅指出，自有品牌必须打造极致的品牌价值，“若其影响力尚不及市场主流品牌，那便失去了核心存在意义”。　　张毅进一步补充道，零售商的供应链把控能力是关键所在，“唯有通过源头直采，大规模采购压缩成本，方能构建起无可替代的质价比优势”。　　正因如此，国内零食商早已经“卷”向了供应链，随着老牌零售商进一步加码自有品牌，围绕着优质供应商和产地的争夺或愈发激烈。　　据《每日经济新闻》记者了解，叮咚买菜肉类事业部，此前便推出了黑猪品牌“黑钻世家”，2025年4月，叮咚买菜肉类事业部正式投资源头养殖公司，计划未来一年内投苗3万头特色黑猪。　　今年11月，盒马启动“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家供应商实现销售额增长3倍。　　据记者了解，盒马还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（人工智能）决策平台。　　相较之下，当前，沃尔玛将更多重点放在筛选供应商上，尚未规模化地进入产业链环节。沃尔玛方面表示，中国能够拿到GFSI全球食品安全倡议的食品企业有一万多家，“而这一万多家里面并不是所有的商品都是我们想要开发的，所以进入采购环节评估下来也就是两三千家”。　　在实地考察环节，据沃尔玛内部统计，平均每拜访10家企业，最终仅两家能成为潜在供应商，进入内部审核流程。这些企业需通过沃尔玛全球统一的三道合规审核。由于审核并非简单的“应试”，而是设有明确分数线，若10家企业中两家入围审核，最终仅约1家能达成合作。　　不难看出，沉寂辗转数年后，曾经的大卖场巨头不甘示弱，正以躬身学习、主动求变的姿态，向盒马、叮咚买菜等后起之秀发起反击，而这场零售博弈的核心突破口，就在以自有品牌为核心的商品力打造上。随着渠道的差异化逐渐被拉平，商品能力或将成为竞争胜负的核心变量。（文章来源：每日经济新闻）","kind":"news","is_publish_news":true,"is_publish_highlight":false,"is_publish_live":false,"is_publish_wemedia":null,"editions":null,"column":"","sentiment":"0","news_tag":"","news_rank":0,"symbols":[],"gpt_button":0,"need_auth":false,"code":"91000000","status":"200"},"commentList":[],"isCommentEnd":true,"newsSizeData":{"likeSize":0,"commentSize":0,"repostSize":0,"favoriteSize":0,"likeStatus":false,"favoriteStatus":false},"APP":{"userAgent":"Mozilla/5.0 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