“玛薯店”？沃尔玛与小红书的“新算盘”

蓝鲸财经01-25

文｜《投资者网》韩宜珈最近，沃尔玛与小红书的“混搭”店开业了。首个零售体验空间“玛薯店”在深圳蛇口开业，沃尔玛成为首个入驻小红书电商的全渠道零售商超品牌。走进这家独特的零售空间，消费者会发现一个精心布置的商品展区，货架上整齐陈列着近20款“沃集鲜×小红书”联名商品，涵盖烘焙、奶制品、健康饮品等品类。更引人注目的是，每个商品旁边都贴着一张带二维码的小卡片，扫描后即可查看小红书用户的真实使用体验和...

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Wal-Mart and Xiaohongshu's \"New Abacus\"","themeId":null,"isJumpTheme":false,"ttsUrl":null,"symbols_score_info":{"WMT":1.95},"content_text":"文｜《投资者网》 韩宜珈最近，沃尔玛与小红书的“混搭”店开业了。首个零售体验空间“玛薯店”在深圳蛇口开业，沃尔玛成为首个入驻小红书电商的全渠道零售商超品牌。走进这家独特的零售空间，消费者会发现一个精心布置的商品展区，货架上整齐陈列着近20款“沃集鲜×小红书”联名商品，涵盖烘焙、奶制品、健康饮品等品类。更引人注目的是，每个商品旁边都贴着一张带二维码的小卡片，扫描后即可查看小红书用户的真实使用体验和评价。沃尔玛中国高级副总裁祝骏曾表示，这次合作帮助沃尔玛“更贴近顾客的生活方式、以更敏捷的姿态融入日常场景”。而对小红书而言，这次合作则让用户洞察变成了实实在在的好商品。内容社区与商超巨头的合作，这并非一次简单的联名，更像是内容生态与零售行业一次“共创”。“跨界”：内容与零售的深度融合沃尔玛与小红书，这两家看似风马牛不相及的企业，却在中国零售电商的发展推动下实现了线下合作。这并非一次简单的跨界营销，而是在行业深刻变局下，一场各取所需、相互借力的战略互补。去年沃尔玛在中国市场的表现堪称亮眼。2026财年第三季度（截至2025年10月31日），沃尔玛中国净销售额达到61亿美元，同比增长21.8%。电商业务更是增长强劲，同比增速达32%，线上销售额占比已超过50%。沃尔玛全球首席执行官董明伦甚至表示：“在数字零售方面，中国比我们运营的任何市场都更为先进。”然而，在这份亮眼成绩单背后，沃尔玛面临的挑战不容忽视。传统大卖场业务持续承压，面对中国零售市场日益激烈的竞争格局，这家零售巨头也需要继续寻找新的增长点。特别是在盒马、叮咚买菜等本土竞争对手的“前后夹击”下，沃尔玛更需要加速落地其数字化战略。与此同时，小红书也在寻求商业化的进一步突破。虽然拥有超过3亿月活跃用户，每月约2亿用户在其平台寻求购买建议。但小红书在电商化的路上一直走得很艰难。大多数用户还是习惯在小红书“种草”后，转到其他平台进行购买行为。在刚举行的2026年WILL商业大会上，小红书CMO之恒表示，小红书商业体系今年的核心认知变化是“看见具体的人”。这一表述透露出平台正从“流量思维”向“用户价值思维”转变。在这样的背景下，沃尔玛需要小红书的精准用户洞察，以弥补传统零售对年轻消费者需求把握的不足；小红书则需要沃尔玛的供应链和实体渠道，以验证“种草”内容到实际购买的商业闭环。这种互补性构成了双方合作的坚实基础。对于沃尔玛而言，合作是应对“硬折扣挑战”的差异化策略。当奥乐齐、盒马NB等硬折扣零售商以极致性价比吸引消费者时，沃尔玛需要通过创造独特的购物体验来维持竞争力。与小红书联名开发商品，让沃尔玛能够快速捕捉消费趋势，将网络热度转化为实际销售。沃尔玛旗下自有品牌“沃集鲜”于2025年11月完成了品牌升级。与小红书的合作，可以看作是其自有品牌战略的延伸和升级。通过联合开发符合小红书用户偏好的商品，沃尔玛能够提升自有品牌的市场认知度和用户接受度。对于小红书而言，与沃尔玛的合作是“种草效果化”战略的重要实践。小红书用户每日人均打开APP16次，这种高频使用反映了用户对平台内容的深度依赖。然而，如何将这种依赖转化为实际的商业价值，一直是小红书面临的挑战。通过沃尔玛的实体渠道，小红书的“种草”内容能够直接触达消费者决策的最后环节——购买。消费者在沃尔玛门店看到小红书联名商品时，可以直接扫描二维码查看其他用户的真实评价，缩短了从“种草”到“拔草”的路径。更深层次看，这种合作代表了零售业从“货架陈列”向“场景体验”的转型。传统零售关注的是如何将商品摆放在显眼位置，而新型零售则需要考虑如何将商品融入消费者的生活场景。这两家代表性企业的合作，无疑是为当下的零售行业开辟了新的探索模式。加速了消费的“情绪价值”与“实用价值”的融合与传递。对沃尔玛和小红书来说，这次联合既是“合作”也是“突破”。“破壁”：零售的转型路径沃尔玛与小红书的合作虽然前景广阔，但也面临多重挑战。供应链整合是一大考验。联名商品开发需要双方团队的紧密协作，从概念设计到生产上架，整个过程涉及多个环节的协调。沃尔玛需要确保联名商品的生产质量符合标准，同时价格定位要与品牌形象相符。对于小红书而言，如何保持内容真实性是长期挑战。当平台内容与商业利益紧密结合时，用户可能会质疑内容的客观性。小红书需要建立机制，确保联名商品的推广内容既有效又不失真实性，维持用户的信任。沃尔玛本身也面临竞争压力。在中国市场，山姆会员店虽然增长强劲，但也遭遇了口碑危机。同时，竞争对手如奥乐齐、盒马等也在积极布局。在这种竞争环境下，与小红书的合作效果需要尽快显现，以应对日益激烈的市场竞争。从行业角度看，零售与内容平台的合作仍处于探索阶段。虽然“种草经济”已被证明是有效的营销方式，但其长期商业价值仍有待验证。特别是在商品同质化日益严重的零售行业，仅靠营销创新可能难以形成持久的竞争优势。另一个挑战是规模复制。目前沃尔玛与小红书的合作仍处于试点阶段，主要集中在一线城市。如何将这种合作模式推广到更广泛的门店网络，特别是二、三线城市的门店，是双方需要共同解决的问题。不同地区的消费者偏好和市场环境存在差异，合作模式可能需要根据地区特点进行调整。不过，这次合作仍旧“意义非凡”，沃尔玛与小红书的合作为零售行业提供了数字化转型的新思路。这种合作展示了线上内容与线下零售深度融合的可能性。传统零售的数字化转型往往局限于电商渠道的拓展和线上支付的接入，而沃尔玛与小红书的合作则更进一步，将内容生态与实体零售紧密结合。在信息“爆炸”的时代，内容的价值正在不断被放大。一条“爆贴”可能带来想象不到的商业转化。这也证实了，优质的内容能够帮助零售商脱颖而出。通过与内容平台合作，零售商可以获得更多元的用户洞察，打造更具吸引力的商品和购物体验。这次合作，也是沃尔玛在探索差异化的竞争策略。在硬折扣模式盛行的背景下，价格竞争已不再是唯一选择。沃尔玛与小红书的合作展示了一条差异化发展路径：通过内容创造独特价值，而非单纯依赖低价吸引消费者。未来，或许会有更多的“破壁”合作，而这背后，是整个零售行业对用户需求的深度探索。","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,"isVideo":false,"video":null,"symbols":[],"gpt_button":1,"need_auth":false,"need_login_tip":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 AppleWebKit/537.36 (KHTML, like Gecko; compatible; ClaudeBot/1.0; +claudebot@anthropic.com)","isDev":false,"isTTM":false,"tenantId":"TBCN","deviceId":"web-server-community-laohu8-v3","version":"4.43.1","shortVersion":"4.43.1","platform":"web","vendor":"web","appName":"laohu8","isIOS":false,"isAndroid":false,"isTiger":false,"isTHS":false,"isWeiXin":false,"isWeiXinMini":false,"isWeiBo":false,"isQQ":false,"isBaiduSwan":false,"isBaiduBox":false,"isDingTalk":false,"isToutiao":false,"isOnePlus":false,"isHuaWei":false,"isXiaomi":false,"isXiaomiWebView":false,"isOppo":false,"isVivo":false,"isSamsung":false,"isMobile":false},"href":"/m/news/2606253169","isCrawlerRequest":true}