罗森100转型小型超市的具体计划是什么？

罗森计划从2026年春季开始，逐步改造旗下约600家折扣业态“罗森100”门店，转型为以生鲜蔬果、熟食为核心的小型超市，目标在2030年前通过改造与新增相结合的方式实现100家门店布局。

罗森100转型的原因有哪些？

转型主要因“百元”定价模式在通胀下面临毛利挤压，同店销售额已连续25个月负增长。同时为应对老龄化和单身家庭增加，瞄准社区高频生鲜需求，提升食品销售占比至90%以上。

日本小型超市赛道的主要竞争对手有哪些？

竞争对手包括永旺旗下My basket（东京圈1264家门店）、Trial控股的“Trial GO”，以及7-11的“SIP商店”和药妆店（如GENKY食品占比70%），业态边界日益模糊。

罗森“转型”开超市便利店卷不动了？

联商翻译中心 2025-12-29 09:21

联商翻译中心 2025/12/29 09:21

邦小白快读

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罗森便利店计划从2026年起将“罗森100”转型为小型超市，以生鲜蔬果和熟食为核心，应对市场变化并提升盈利。

1.转型原因：通胀导致原材料和人工成本上涨，“罗森100”原有“百元店”模式毛利被挤压，同店销售额连续25个月负增长，门店数量从1200多家缩减至604家；同时，老龄化与单身家庭增加，推动社区小型超市需求增长。

2.转型策略：强化生鲜品类，食品销售面积提升至90%以上，价格低于普通罗森门店；设立特价促销专区，更新自有品牌包装，SKU数量扩大至3倍；引入省力化设备优化运营成本，计划到2030年开设100家门店。

3.挑战与机会：竞争激烈，小型超市赛道已有My basket（1264家门店）和Trial GO等对手，便利店如7-11的“SIP商店”也跨界竞争；罗森需在拥挤市场中找到独特定位，利用熟食开发能力和运营经验突围。

罗森的品牌转型涉及重新定位、渠道建设和消费趋势适应，为品牌商提供借鉴。

1.品牌营销与定位：从“百元罗森”低价便利店转向社区生鲜超市，聚焦“新鲜、美味、惊喜”价值主张，目标吸引老年人和独居人士，提升顾客购买频率和单次商品量；品牌名称将更新，强化超市属性以区隔竞争。

2.品牌渠道建设与定价：通过改造约600家门店和新增网点，构建社区渠道；定价低于普通罗森门店，但面临成本上升压力，需平衡低价认知与商品优化，避免价格预期错位。

3.产品研发与消费趋势：基于老龄化趋势，研发独立包装生鲜产品如蔬菜、肉类，并扩大自有品牌SKU；消费行为观察显示，用户从集中采购转向每日按需购买，小型超市需求增长，但竞争加剧需创新商品差异化。

罗森转型事件揭示市场机会、风险与可学习点，卖家需关注消费需求变化和应对措施。

1.增长市场与机会：老龄化与单身家庭增加，推动社区小型超市需求，如My basket门店五年增长37%；罗森计划到2030年开设100家门店，提供合作方式如加盟店扩展，卖家可探索类似生鲜强化模式。

2.风险提示与应对：竞争加剧风险，小型超市赛道有My basket、Trial GO低价模式及药妆店如GENKY（食品占70%销售）跨界挤压；罗森应对措施包括优化商品组合、引入省力化设备降成本，卖家可借鉴以规避价格战。

3.消费需求变化与可学习点：需求从便利店向生鲜超市转移，罗森通过特价促销区和SKU扩大提升吸引力；事件启示包括及时调整业态应对成本上升，并利用数字化（如KDDI设备）提升效率。

罗森转型凸显生鲜产品生产需求和商业机会，为工厂提供推进数字化启示。

1.产品生产与设计需求：生鲜蔬果和熟食品类需求增长，罗森计划将食品销售面积提升至90%以上，并扩大SKU至3倍；工厂需关注独立包装生鲜产品设计，如蔬菜、肉类，以适应单身家庭和小型超市场景。

2.商业机会：社区小型超市赛道兴起，如My basket门店超1200家，罗森目标100家新门店，工厂可合作开发自有品牌商品或供应生鲜；同时，通胀下成本控制需求，带来优化生产流程的机会。

3.数字化与电商启示：罗森引入KDDI省力化设备优化运营，启示工厂推进自动化降本；电商趋势显示跨界竞争（如药妆店食品化），工厂可探索线上整合，提升供应链效率应对市场变化。

行业趋势显示便利店转型需求，服务商需关注新技术解决客户痛点。

1.行业发展趋势：便利店向小型超市跨界，如罗森强化生鲜、7-11推出“SIP商店”，边界模糊；趋势由老龄化、单身家庭推动，需求高频日常采购模型，但竞争加剧需创新解决方案。

2.新技术与客户痛点：客户痛点包括成本上升（原材料、人工挤压毛利）、运营效率低；罗森引入KDDI省力化设备作为解决方案，服务商可开发类似IT系统优化库存和周转。

3.解决方案启示：针对价格敏感型消费者，Trial GO模式以精简SKU和高效采购降成本；服务商可提供数字化工具帮助客户（如罗森）强化生鲜品类、更新包装，提升差异化竞争优势。

罗森转型反映平台需求与运营管理策略，平台商需关注招商和风险规避。

1.商业需求与平台做法：平台对生鲜食品和高效模型需求增长，罗森计划通过直营店验证后扩展加盟店，提供招商机会；平台最新做法包括门店改造（生鲜面积提升）、优化动线设计吸引家庭消费。

2.运营管理与风向规避：运营上引入省力化设备降成本，管理商品组合以避免价格错位；风险包括竞争加剧（My basket、药妆店挤压），平台需规避价格战，聚焦熟食和PB商品优势。

3.平台问题与启示：问题如网点密度竞争（日本便利店高度集中），罗森对策是新增100家门店；启示包括强化社区模型，利用数字化提升效率，并监控政策变化如通胀影响。

产业动向揭示新问题与商业模式演变，研究者需分析政策启示。

1.产业新动向与新问题：便利店跨界小型超市，业态边界模糊，如罗森转型、7-11“SIP商店”；新问题包括竞争加剧（My basket增长、Trial GO入局）、价格锚点拉低，需研究市场饱和下的生存策略。

2.商业模式与政策启示：罗森模式融合“便利店×超市×百元店”，但需重新定位；政策启示如通胀下的定价法规，建议调整商品结构应对成本；商业模式探索中，利用熟食开发能力（罗森优势）和规模采购优化盈利。

3.研究案例与观点：案例包括罗森100销售下滑、My basket成功；观点认为转型非创新概念，而是社区定位竞争，研究者可分析数据如同店负增长、门店缩减，评估可持续发展路径。

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Quick Summary

Lawson plans to transform its "Lawson 100" stores into small-scale supermarkets starting in 2026, focusing on fresh produce and prepared foods to adapt to market changes and boost profitability.

1. Reasons for the shift: Inflation has driven up raw material and labor costs, squeezing margins of the original "100-yen shop" model. Same-store sales have declined for 25 consecutive months, and store count has dropped from over 1,200 to 604. Meanwhile, an aging population and rise in single-person households are increasing demand for neighborhood mini-supermarkets.

2. Transformation strategy: Fresh categories will be emphasized, with food sales area expanding to over 90% of store space and prices set lower than regular Lawson stores. Dedicated discount sections will be introduced, private brand packaging refreshed, and SKUs tripled. Labor-saving equipment will be deployed to optimize operational costs, with a target of opening 100 new stores by 2030.

3. Challenges and opportunities: The small supermarket segment is highly competitive, with rivals like My Basket (1,264 stores) and Trial GO, and convenience stores like 7-Eleven's "SIP Store" also entering the space. Lawson must carve out a unique position by leveraging its prepared food expertise and operational experience.

Lawson's brand transformation involves repositioning, channel development, and adapting to consumer trends, offering lessons for other brands.

1. Brand marketing and positioning: Shifting from a low-price "100-yen Lawson" convenience store to a community fresh food supermarket, focusing on a "fresh, tasty, surprising" value proposition to attract seniors and singles, aiming to increase purchase frequency and basket size. The brand name will be updated to emphasize its supermarket identity and differentiate from competitors.

2. Channel development and pricing: Building a community retail network by renovating approximately 600 existing stores and adding new locations. Pricing will be lower than regular Lawson stores, but balancing this low-price perception with product quality amid rising costs is critical to avoid mismatched customer expectations.

3. Product development and consumer trends: Leveraging aging demographics, Lawson will develop individually packaged fresh items like vegetables and meats, and expand its private label SKUs. Consumer behavior is shifting from bulk shopping to daily, need-based purchases, driving small supermarket demand, but intensified competition requires innovative product differentiation.

Lawson's transformation highlights market opportunities, risks, and actionable insights for sellers to monitor changing consumer demand and responses.

1. Growth markets and opportunities: Aging populations and more single-person households are boosting demand for community mini-supermarkets; for example, My Basket's store count grew 37% over five years. Lawson plans to open 100 stores by 2030, potentially offering franchise partnerships, providing a model for sellers to explore similar fresh-focused formats.

2. Risk warnings and countermeasures: Competition is intensifying, with low-price models like My Basket and Trial GO, and crossover pressure from drugstores like GENKY (where food makes up 70% of sales). Lawson's countermeasures include optimizing product mix and introducing labor-saving equipment to cut costs—strategies sellers can adopt to avoid price wars.

3. Changing consumer demand and learnings: Demand is shifting from convenience stores to fresh-focused supermarkets. Lawson is enhancing appeal through discount sections and expanded SKUs. Key takeaways include timely format adjustments to counter cost inflation and leveraging digital tools (e.g., KDDI equipment) to improve efficiency.

Lawson's shift underscores growing demand for fresh product manufacturing and presents commercial opportunities, offering insights for factories to advance digitalization.

1. Product manufacturing and design needs: Demand is rising for fresh produce and prepared foods, with Lawson planning to increase food sales area to over 90% and triple SKUs. Factories should focus on designing individually packaged fresh items like vegetables and meats to suit single households and small supermarket formats.

2. Commercial opportunities: The community mini-supermarket segment is expanding (e.g., My Basket has over 1,200 stores), and Lawson targets 100 new outlets, creating opportunities for factories to collaborate on private label development or supply fresh goods. Cost control needs amid inflation also present chances to optimize production processes.

3. Digital and e-commerce insights: Lawson's adoption of KDDI's labor-saving equipment for operational optimization suggests factories should advance automation to reduce costs. Cross-sector competition (e.g., drugstores expanding into food) highlights the need for factories to explore online integration and enhance supply chain efficiency.

Industry trends indicate a shift from convenience stores to small supermarkets, requiring service providers to focus on new technologies that address client pain points.

1. Industry development trends: Convenience stores are blurring boundaries with small supermarkets, as seen with Lawson's fresh focus and 7-Eleven's "SIP Store." This trend is driven by aging demographics and single-person households, increasing demand for frequent daily shopping models, but heightened competition necessitates innovative solutions.

2. New technologies and client pain points: Key client challenges include rising costs (squeezing margins from materials and labor) and low operational efficiency. Lawson's adoption of KDDI's labor-saving equipment as a solution suggests service providers can develop similar IT systems to optimize inventory and turnover.

3. Solution insights: For price-sensitive consumers, models like Trial GO use lean SKUs and efficient sourcing to cut costs. Service providers can offer digital tools to help clients (like Lawson) strengthen fresh categories, update packaging, and enhance differentiated competitiveness.

Lawson's transformation reflects platform demands and operational management strategies, highlighting areas for marketplace operators to focus on merchant recruitment and risk mitigation.

1. Business needs and platform practices: Demand is growing for fresh food and efficient store models. Lawson plans to validate the format via company-owned stores before expanding through franchising, creating recruitment opportunities. Latest platform practices include store renovations (increasing fresh area) and optimizing store layout to attract family shoppers.

2. Operational management and risk avoidance: Operations will incorporate labor-saving equipment to reduce costs, while product mix management will prevent price misalignment. Risks include intensified competition (from My Basket, drugstores), requiring platforms to avoid price wars and focus on prepared foods and private brand strengths.

3. Platform issues and insights: Challenges include intense outlet density competition (Japan's convenience store market is highly concentrated). Lawson's response is to add 100 new stores. Insights include strengthening community-focused models, using digital tools to boost efficiency, and monitoring policy impacts like inflation.

Industry movements reveal new issues and business model evolution, requiring researchers to analyze policy implications.

1. New industry trends and issues: Convenience stores are crossing into small supermarket territory, blurring format boundaries (e.g., Lawson's shift, 7-Eleven's "SIP Store"). New challenges include heightened competition (My Basket's growth, Trial GO's entry) and downward pressure on price anchors, necessitating research on survival strategies in a saturated market.

2. Business models and policy implications: Lawson's model blends "convenience store × supermarket × 100-yen shop," but requires repositioning. Policy implications include pricing regulations amid inflation, suggesting adjustments to product mix to manage costs. Business model exploration should leverage Lawson's prepared food expertise and scale purchasing to optimize profitability.

3. Research cases and viewpoints: Cases include Lawson 100's sales decline and My Basket's success. A key viewpoint is that this shift is not an innovative concept but a battle for community positioning. Researchers can analyze data like same-store sales declines and store reductions to assess sustainable development paths.

Disclaimer: The "Quick Summary" content is entirely generated by AI. Please exercise discretion when interpreting the information. For issues or corrections, please email run@ebrun.com .

I am a Brand Seller Factory Service Provider Marketplace Seller Researcher Read it again.

联商网获悉，便利店巨头罗森将从2026年开始，逐步改造旗下折扣业态“罗森100”，转型为以生鲜蔬果、熟食为核心的小型超市，并计划到2030年开设100家门店。

事实上，这并不是罗森第一次尝试超市业态。早在2014年，罗森曾推出“罗森MART”，试图在便利店体系内引入更高比例的生鲜与日配商品，与7-11、全家形成差异化竞争。但这一业态在短暂试水后便退出市场，未能延续。

十年之后，罗森再次回到这一方向。不同的是，便利店所处的竞争环境、成本结构以及社区消费需求，已与当年大不相同。这一轮业态调整，能否真正改善“罗森100”的经营表现？从“零食便利店”到“社区生鲜小超市”，这个转变你看好吗？

01“折扣型便利店”模式走到拐点

“罗森100”创立于2005年，是一种主打生鲜食品的低价便利店业态。此后，罗森收购了主打百元均价的迷你超市“SHOP99”，并将其转换为“罗森100”，逐步扩大了门店规模，开创性地打造出“便利店×超市×百元店”的混合业态。

正如其品牌名称所示，“罗森100”的优势在于提供大量100日元(约合人民币4.5元)的常温食品、日用品，以及适合单身人群的独立包装生鲜产品，如蔬菜、肉类和鱼类。开业初期，凭借鲜明的低价定位，该品牌被亲切称为“百元罗森”，深受消费者欢迎，门店也主要集中在东京首都圈等都市地区。

然而，在通胀持续的背景下，原材料与人工成本不断上涨，“百元”定价严重挤压毛利空间。同时，实际上以100日元(约合人民币4.5元)销售的商品占比已明显下降，但消费者认知仍停留在“百元店”。价格预期与实际商品结构之间的错位，导致门店难以提价或优化商品组合。

最终，“罗森100”陷入明显的结构性压力之中。目前，真正以100日元(约合人民币4.5元)销售的商品仅占整体约两成。2025年11月，其同店销售额同比下降4.4%，已连续25个月负增长。门店数量也从高峰期的1200多家，缩减至604家。

与之形成鲜明对比的是，2025财年上半年，罗森全店总销售额、营业收入与营业利润已连续六年保持增长，旗下主品牌“罗森便利店”以及高端超市业态“成城石井”持续实现正增长。

此外，日本特许经营连锁协会数据显示，截至2025年11月，日本便利店总数约为5.6万家，市场高度集中，7-11、全家与罗森三大品牌合计占有超九成份额，全年新增门店仅200余家。

尽管行业整体销售规模仍在增长，但门店数量增速已明显放缓。与此同时，跨业态竞争不断加剧，行业普遍面临经营压力。在此环境下，三大巨头正着力探索传统便利店之外的业务增长点，积极开发新业态。

02罗森100新解法：回归社区生鲜

随着老龄化和单身家庭的增加，市场对能够提供基本生活食品的小型超市需求日益增长。罗森期望通过此次业态转型，定位“希望在家附近采购的老年人和独居人士”，以生鲜食品为核心，提升顾客单次购买商品数量及到店频率，从而改善整体盈利状况。

据官方透露，自2026年春季起，罗森计划逐步对旗下约600家“罗森100”门店中的部分进行改造，目标是在2030年前，通过改造与新增门店相结合的方式，实现100家小型超市的布局。

2026年3月，改造计划将率先于日本关东和关西地区的6家直营店启动。在8月底前完成运营模式等关键环节的验证后，该转型将扩展至包括加盟店在内的更广范围，届时门店名称也将同步更新。

目前，普通罗森便利店与“罗森100”的食品销售占比约为70%-80%。改造后，门店将大幅强化生鲜蔬果与熟食等品类，食品销售面积提升至90%以上，且价格定位将低于普通罗森门店。此外，罗森还将引入其持股50%的股东KDDI所提供的省力化设备，以进一步优化运营成本。

事实上，罗森在今年上半年就启动了对“罗森100”现有门店的内部改造。今年5月，“罗森100”迎来创立20周年。罗森方面将这一节点视为业务模式再梳理的重要契机，加快推动品牌与门店结构的系统性调整。

“罗森100”社长小栗知义明确提出，将在原有“便利店×超市”混合业态的基础上，进一步叠加新鲜、美味、惊喜三大价值主张。其目标并非单纯放大低价优势，而是将品牌打造为贴近社区、支撑高频日常采购的生活型食品门店。

具体改造将聚焦商品与卖场：生鲜蔬果品类将扩至约1.5倍，并设立特价促销专区，强化价格感知与超市属性；同时，自有品牌(PB)将同步进行标识与包装更新，SKU数量扩大至约原有的3倍，在提升商品差异化的同时，补强便利店在即食与日配商品上的优势。

罗森方面表示，目前尚未考虑将全部“罗森100”门店转为小型超市。

03小型超市赛道“空白区”不多了

相比过去以业态区分的竞争方式，罗森这次转型所面对的外部环境，已经发生了深刻变化。在东京首都圈，居民日常买菜、买熟食、补充冰箱的消费行为，正被越来越多不同业态的门店承接。

首先，是以My basket为代表的小型超市阵营。伴随消费者从“每周集中采购”向“每日按需购买”转变，永旺旗下的My basket率先完成了对社区型食品超市的系统布局。截至2025年8月，其在东京都市圈的门店数已达1264家，五年间增长了约37%，且单店销售额已超过罗森与全家，直逼7-11。简言之，它已成为“罗森100”转型过程中最直接、最现实的竞争对手。

与此同时，今年11月，大型折扣集团Trial控股在东京开出首家小型超市业态“Trial GO”。该模式以精简卖场、压缩SKU、强化效率为特征，主打低价与高周转，通过IT系统与规模采购降低成本，对价格敏感型消费者具备较强吸引力。其扩张路径虽仍处早期阶段，但已在一定程度上拉低了小型超市赛道的价格锚点。

其次，是不断向“超市化”演进的便利店体系本身。以7-11为例，2024年2月其推出的“SIP商店”，在店铺面积与商品结构上明显区别于传统便利店，大胆引入蔬果、肉类、冷冻食品等鲜食品类，并首次测试家庭导向型动线设计与商品组合，吸引原本属于超市的消费需求。类似探索也在各大便利店品牌中同步展开，便利店与小型超市之间的边界正持续模糊。

第三股力量，则来自快速“食品化”的药妆店。包括WELCIA、GENKY在内的连锁药妆品牌，近年来不断扩大食品SKU，占比已显著高于传统认知中的“药妆零售”。以GENKY为例，在其在整体销售构成中，食品占据了近70%的份额。在部分社区，这类门店事实上已演变为“兼售药品的食品超市”，凭借规模采购与价格优势，对便利店与小型超市形成双重挤压。

在多方力量交织之下，小型超市赛道虽需求明确，但竞争维度已远超单一业态之争。对罗森而言，“罗森100”的转型，不仅是在调整商品结构，更是在这一高度拥挤的社区食品赛道中，重新寻找自身的位置。其能否将便利店体系中积累的熟食开发能力、PB商品与运营经验，转化为真正具有区隔度的社区模型，仍有待市场检验。