美团多线布局，朴朴题海战术，盒马要移的不止一座“山”

Ofweek光电信息网

03/04

2024 年是盒马与山姆之争的分水岭。此前围绕自有品牌，盒马以"移山价"发起的价格战未能撼动山姆根基，但聚焦在一款榴莲千层蛋糕上的目光，充分展示了零售商深耕会员运营、供应链深度、战略定力的价值。此后的盒马进行战略调整，不再强调对标山姆，转而聚焦更具优势的鲜生店和折扣店。而长期占据“口碑上风”的山姆又在 2025 年经历了一次“祛魅”风波。2025 年 7 月，一款山姆渠道限定的“好丽友·派”引发...

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月，一款山姆渠道限定的“好丽友·派”引发...</p>\n\n<a href=\"http://gu.qq.com/resources/shy/news/detail-v2/index.html#/?id=nesSN20260304163113a44a69d1&s=b\">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":"LU0501845795.SGD","symbol_name":"瑞银大中华区股票基金P Acc SGD","start_time":0,"source_url":"http://gu.qq.com/resources/shy/news/detail-v2/index.html#/?id=nesSN20260304163113a44a69d1&s=b","article_id":"2616580493","we_media_id":null,"thumbnails":[],"rights":{"source":"tencent","url":"http://gu.qq.com/resources/shy/news/detail-v2/index.html#/?id=nesSN20260304163113a44a69d1&s=b","rn_cache_url":null,"customStyle":"body{padding-top:10px;}#news_title{font-weight:bold;#titleStyle#;}#news_description span{font-size:12px;#descriptionStyle#;}.footer-note{#statement#}","selectors":".mod-LoadTzbdNews, body","filters":".relate-stock, .hot-list, .recom-box, 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年是盒马与山姆之争的分水岭。此前围绕自有品牌，盒马以\"移山价\"发起的价格战未能撼动山姆根基，但聚焦在一款榴莲千层蛋糕上的目光，充分展示了零售商深耕会员运营、供应链深度、战略定力的价值。此后的盒马进行战略调整，不再强调对标山姆，转而聚焦更具优势的鲜生店和折扣店。而长期占据“口碑上风”的山姆又在 2025 年经历了一次“祛魅”风波。2025 年 7 月，一款山姆渠道限定的“好丽友·派”引发会员不满与社交媒体讨论，消费者难以接受其信任的零售商选品与普通超市同质化。于是又有沃尔玛中国宣布前阿里巴巴集团副总裁刘鹏出任山姆会员店业态总裁，再度聚焦舆论。与此同时，消费者的目光迅速投向了沃尔玛体系内的另一张牌，沃集鲜极其迅速的成为自有品牌新星，各类测评博主挂在嘴边的常客。沃尔玛 2025 年全面发力自有品牌沃集鲜，至当年 11 月，沃尔玛宣布沃集鲜已完成阶段性的焕新升级，商品规模从年初的几十个SKU已迅速发展至近千种。今年初，沃尔玛又与小红书共同宣布达成深度合作，围绕商品与购物场景进行融合。双方还在深圳蛇口沃尔玛开出首家联名创新零售体验空间“玛薯店”，并集中展示了近 20 款联名商品。如果说“移山”行动的搁浅揭示了价格战不是万灵药，那么山姆与沃集鲜经历的口碑浮动，意味着信任并非不可动摇。消费者的目光游移，因为他们开始视“选品能力”为决策动因。自有品牌必须持续输出差异化，来维持零售商在价值链中的话语权。当下，自有品牌正在成为零售商最核心、也最难被替代的资产。前有山姆、盒马、Costco 等大型商超在该赛道耕耘多时，美团、朴朴、沃集鲜等等生力军的探索亦不容忽视。琳琅满目的“超市品牌”，正在为各自平台争取更多高净值、高粘性用户。从平替，到核心竞争力自有品牌的竞争力，是零售商在长期经营中所建立的“价格信任”与“选品信任”。作为渠道的平台之所以能在销售大量外部品牌之后顺势推出自有品牌，并快速被接受，是因为消费者信任这个渠道的商品价格更有质价比，筛选标准更高。生鲜是大多数消费者感知最深的品类。在这个弱品牌、非标、价格不透明的类目，消费者本就面临“不知道买什么、也不知道是否买贵”的双重焦虑。当渠道解决了价格模糊与选择困难，信任便转移到零售商本身。此时推出自有品牌，并不是让消费者从 A 品牌转向 B 品牌，而是让消费者继续相信“这个渠道替我做出的判断”。但这种竞争力并非天然存在。像 Costco、山姆会员店这样的渠道商往往都经历过“渠道可信”到“品牌可信”的递进过程。早期通过销售成熟品牌、压低价格、精简 SKU，先解决消费者的比价焦虑与选择焦虑。当这种确定性被反复验证，消费者开始将信任对象从单个品牌，转移到渠道本身。自有品牌进而成为一次顺势的延伸。Costco 是一个很好的案例。Costco Connection 的一篇文章中写到，1995 年之前，Costco 的货架上大约有二十几个自有品牌，包括 Chelsea 和 Meridian。直到一个整合产品的概念提出、推出 Kirkland 这个品牌 30 年后，其销售额现已超越耐克、金宝汤和好时三大品牌的总和。Kirkland 的运营理念改变了游戏规则，包括控制 SKU 规模，强调“质量等同或优于全国品牌”等等。现在，Costco 在全球范围内注册了超过 1000 个 Kirkland Signature 商标。它成为美国消费者主动寻找的品牌，而不是某个商品的平替。视角移到国内，自有品牌的声量的确的近些年才逐渐变大。传统商超净利率偏薄、现金流压力大，缺少长期投入环境，自有品牌常被当作阶段性的利润工具。由此带来的品控波动与 SKU 频繁更替，很难沉淀什么品牌资产。消费者长久以来的惯性思维也是更信任“制造商品牌”。不过新零售模式一定程度上改变了行业进程，正如前文提到的盒马山姆之争，让消费者开始以更明确的标准审视零售商的选品能力。测评博主和社媒围绕单品展开的讨论与对比，也从价格延伸至品质、供应链与出品稳定。《中国自有品牌发展研究报告（2024—2025）》显示，2022 年至 2024 年，平均每家零售商每年新开发的自有品牌产品数从 83 个增长到 111 个，再到 142 个，年均更新率达 80%。时至当下，自有品牌再次获得助推力。2025 年的即时零售混战，实际上削弱了渠道的护城河，却强化了商品的护城河。在价格、流量与配送全面透明的环境中，零售商若无法通过自有品牌输出独家供给，竞争将不可避免地滑向同质化。于是，我们能看到将即时零售视为必争之地的巨头们纷纷加快了自有品牌的建设。关乎“消费审美”在成熟的零售市场，自有品牌通常从基础消费品（食品、饮料、日用品）切入。这些品类购买频率、价格敏感度、产品标准化程度都比较高，消费者更容易尝试替代。但如前文所言，国内消费者对厂商品牌的忠诚度是比较高的。尼尔森 IQ 在《2025 中国自有品牌研究报告》的数据显示，尽管国内自有品牌的销量增速高于厂商品牌，且其平均价格较厂商品牌低 16%。但消费者对厂商品牌的忠诚度仍然在高位。调查样本内 77% 的消费者倾向于购买他们熟悉并信任的知名品牌，60% 认为品牌商品值得支付更高的价格；仅 50% 的消费者认为自有品牌与厂商品牌相比质量一样好或更好（这一比例低于亚太市场平均水平）。对“牌子货”的信任渊源颇深，自有品牌若要破局，则需具备一种更主动的能力——引导能力。单纯的价格、亮点宣传很难改变代际消费习惯，必须具体到生活方式与购物方式的塑造。比如山姆会员店在中国自然地绑定了一种“中产叙事”，甚至指向非常具体的购物情境：中产家庭集中采购，且对生活质量有较高要求。于是大包装、精选 SKU、高频复购、会员筛选机制与之自然接洽。一种被组织好的消费秩序慢慢形成，在这个框架下，自有品牌天然拥有更高的信任基础。于是我们看到了山姆代购甚至形成一个产业，更有山姆分装、试吃装流入市场，满足会员筛选之外的消费者对一种“消费审美”的好奇心。其实很早就提出“盒区房”概念的盒马也有这种自觉。只不过早期“盒区房”更多强调高频生鲜与即时履约绑定，改变的是家庭时间分配方式。而今盒马调整战略方向后找到了自己的节奏，且盈利情况明显改善。在 2025 年，盒马鲜生共进入 40 个新城市，尤其在“非一线” 城市如广东中山、江苏徐州等地收获颇高的消费活跃度。但与此同时，美团旗下的零售业态也在提速，尤其是自有品牌建设方面。在 2025Q3 财报电话会上，美团王兴谈到小象超市等食杂零售业务保持强劲增长。小象超市目前有象大厨、象小家等系列的自有品牌序列，涵盖预制菜、高性价比日用多个品类。另一边，瞄准社区超市的快乐猴势必将加码自有品牌建设。社区超市的最大特征就是精简 SKU，质价比来源于极致供应链提质升级而非促销压价。像奥乐齐这样典型的硬折扣商超，自有品牌销售量可以占到其总销售量的四分之三。快乐猴的自有品牌的品类覆盖颇广，包括粮油米面、水果、休食、日化等多个品类。据《商业观察家》，市场人士透露未来其自有品牌是想往 8 成占比以上做。不久前美团收购叮咚买菜，我们也在此前的文章中提到过，叮咚买菜自 2020 年起开始规模化推出自有品牌。据 FoodTalks 不完全统计，叮咚买菜现今自有品牌产品数量有近 380+ 个，其中多个品牌已设立为独立子公司，且面向全渠道进行拓展。对美团零售体系的增益肉眼可见。践行题海战术的亦不止美团。去年传出预备赴港上市讯息的朴朴，2024 年一次性对外展示包括优赐、滋喜、得欢、季沃、欢妙等 10 个自有品牌，以及 350 个自有品牌系列单品，其中包括高动销、高易耗的日常热卖商品。近期，朴朴的首个线下门店也将落地大本营福州。当下，从盒马鲜生到盒马 NB，都有不止一个对标竞品。一线城市的消费者打开手机想买一份肉蛋奶，可选项多到足以让测评博主做系列长视频。写在最后当然，自有品牌做消费引导的前提，是其必须找到价格与质量之间的“最大公约数”。如果价格优势不足以形成明显区隔，或者品质无法支撑长期复购，所谓引导便会沦为空谈。还是以当年引发广泛讨论的榴莲千层蛋糕为例，盒马试图通过“移山价”对标山姆时，锚点显然更多在价格。但自有品牌的受众不只关注定价差异，还看重口味稳定性、原料品质与供应链一致性。价格可以短期吸引注意，持续复购仍然依赖品质稳定。据《中国国家品牌网》，2025 年行业数据显 示，全国商超企业自有品牌销售额突破 3800 亿元，同比增长 17%，占整体零售规模的 9.2%，头部企业如永辉、红旗连锁的自有品牌渗透率已超 40%。其增速远超传统品牌商品。此前，永辉超市曾宣布五年内将打造 500 支自有品牌商品，盒马、奥乐齐等新零售企业也已将自有品牌销售占比提升至 30% 以上。渗透率不断走高的趋势，意味着自有品牌不再是“货架上的一个选项”，而成为零售企业利润模型的一部分。“渠道即品牌”的统摄逻辑下，不仅是品牌借渠道触达消费者，还有渠道通过自有品牌完成品牌化。换句话说，即时零售是赛道，自有品牌才是弯道超车。如果商品结构相似，价格差距有限，履约差距绩效，消费决策会自然滑向“这家平台有没有我只能在这里买到的东西”。当自有品牌成为消费者心中的默认选项，零售商就不再只是一个卖场，而是一种选择本身。*题图及文中配图来源于网络。","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"}}}