刘强东王健林联手，线下超市爆了

电商最前线03-11

作者 | 八个橙来源 | 新零售参考3月25日，安徽宿州CBD万达广场将迎来京东折扣超市全国第10家门店。这不是一次简单的门店扩张，而是京东与万达两大巨头，在线下零售赛道的深度绑定。从2025年8月京东折扣超市启动布局，到如今半年多开出10家门店，扩张速度背后，是京东对折扣零售赛道的坚定押注。而选择与万达联手，更是让这场扩张，多了一层战略深意。图源：微博当下的消费市场，早已不是“高价换品质”的单一...

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新零售参考3月25日，安徽宿州CBD万达广场将迎来京东折扣超市全国第10家门店。这不是一次简单的门店扩张，而是京东与万达两大巨头，在线下零售赛道的深度绑定。从2025年8月京东折扣超市启动布局，到如今半年多开出10家门店，扩张速度背后，是京东对折扣零售赛道的坚定押注。而选择与万达联手，更是让这场扩张，多了一层战略深意。图源：微博当下的消费市场，早已不是“高价换品质”的单一逻辑。理性消费成为主流，“花更少的钱，买更好的商品”，成了大多数人的消费共识。这正是京东押注折扣超市的核心原因。线上流量红利见顶，是所有互联网企业的共同困境。京东深耕线上多年，积累了庞大的用户基数和供应链资源，但线下场景的缺失，始终是其零售布局的短板。折扣超市，恰好成为京东打通线下的重要切口。硬折扣赛道的巨大潜力，同样不容忽视。数据显示，国内硬折扣市场规模持续扩容，但渗透率远低于德国、日本等成熟市场，增长空间巨大。人们不再为品牌溢价买单，更看重商品本身的性价比。京东看中的，正是这种需求变迁带来的机遇。它不想错过这波赛道红利，更想通过折扣超市，将线上的供应链优势，转化为线下的竞争优势，实现线上线下的双向赋能。不过如今的折扣店早已遍地开花，从社区小店到连锁品牌，同质化竞争日趋激烈。京东的折扣超市，又凭什么能脱颖而出，收获消费者青睐？不同于行业内主流的小店型、少SKU模式，京东折扣超市走了一条差异化路径。单店面积超5000平方米，精选超5000款民生刚需商品，覆盖生鲜、粮油、日用等全场景，主打“一站式平价采购”。这种大店模式，填补了平价零售领域的场景空白。更核心的优势，在于供应链。京东沉淀二十余年的供应链体系，是其折扣模式的底气。通过产地直采、工厂直发、自有品牌三重模式，京东砍掉了中间多层分销环节，将流通成本压至最低。生鲜食材从产地到门店最快仅需数小时，既保障新鲜度，又降低损耗。联合七鲜、京鲜舫等自有品牌，实现品质与价格的双重优势，让“天天低价”成为可持续的经营模式，而非依赖临期商品的短期促销。亮眼的客流数据，印证了这种模式的成功。2025年宿迁四店同开，单日客流突破30万人次；2026年春节，全国9家门店总客流超700万人次。9.9元30枚鲜鸡蛋、5.99元/斤猪前尖肉等爆款单品，持续引爆消费热情。图源：微博这些数据背后，是消费者对“真低价、真品质”的用脚投票。京东折扣超市的优势，恰恰击中了大众的核心需求——不牺牲品质的前提下，实现消费成本的降低。另一个问题是，此次京东选择将第10家门店落户宿州CBD万达广场，为什么是万达？万达在商业地产领域的优势，无需多言。全国布局的商业综合体，成熟的运营体系，稳定的客流，都是京东折扣超市急需的线下资源。尤其是宿州CBD万达广场，地处核心商圈，覆盖周边海量家庭客群，与京东折扣超市的目标客群高度契合。对京东而言，入驻万达，能快速获得优质的线下场景，省去选址、装修、招商等繁琐流程，加速门店扩张速度。同时，万达的客流导入，能帮助门店快速打开市场，降低获客成本。对万达而言，京东折扣超市的入驻，能丰富商业综合体的业态，填补平价民生超市的空白，提升商圈的吸引力和粘性。民生业态的加入，能带动家庭客群消费，延长顾客停留时间，实现双方流量共享、互利共赢。宿州门店作为双方合作的首个标杆项目，更是为后续的规模化合作搭建了样板。这种“零售品牌+商业地产”的模式，有望成为行业新范式。值得注意的是，京东押注的线下超市，不止折扣超市这一条赛道。七鲜超市作为京东旗下的中高端超市品牌，同样在加速扩张。不过两者看似竞争，实则是京东线下零售矩阵的战略协同体。七鲜超市定位中高端，聚焦一二线城市核心商圈和社区，主打高品质生鲜、进口好物和即时配送服务，服务于追求生活品质的消费群体。京东折扣超市则面向下沉市场和价格敏感型群体，主打高性价比，满足大众刚需。两者的定位差异，让京东实现了对不同消费层级、不同消费场景的全面覆盖。更重要的是，它们共享京东的供应链和物流网络，实现供应链复用，降低运营成本。这种双业态协同的布局，体现了京东的长远考量。它不追求单一业态的规模扩张，而是通过多元布局，构建线上线下一体化的零售新生态，抵御行业竞争风险。当下的线下超市赛道，早已进入巨头博弈的时代。京东、阿里、美团三大玩家，纷纷重兵布局，竞争日趋白热化。图源：微博阿里依托盒马矩阵，一边以盒马鲜生坚守中高端体验，一边以超盒算NB切入硬折扣赛道，深耕下沉市场。美团则推出快乐猴硬折扣超市和小象超市，前者聚焦社区低价客群，后者走高端路线，依托即时配送优势，构建“店仓融合”模式。三大巨头的布局，路径不同，但核心竞争力的比拼方向高度一致。谁能掌握供应链主权，谁就能在价格和品质上占据优势；谁能做好自有品牌，谁就能构建差异化壁垒；谁能打通线上线下闭环，谁就能实现效率最大化。未来，线下超市赛道的竞争还会持续升级。但无论竞争如何激烈，只有坚守民生初心，深耕供应链，打通线上线下闭环，才能在这场战争中站稳脚跟。","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":0,"need_auth":false,"need_login_tip":false,"code":"91000000","status":"200"},"newsSizeData":{"likeSize":0,"commentSize":0,"repostSize":0,"favoriteSize":0,"likeStatus":false,"favoriteStatus":false},"APP":{"userAgent":"Mozilla/5.0 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