稱霸美國的開市客，在中國卻打不過山姆？

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我是司馬華鵬，關注我，每天看到中國科技發展的最新成果。
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Costco 開市客在美國是所向披靡的會員零售巨頭，來到中國卻遠遠落後山姆會員商店。山姆早 23 年進入市場，完成消費者教育，依靠龐大會員規模轉動供應鏈飛輪，發展前置倉即時配送，依照國人口味打造商品，完成深度本土化。而開市客入局太晚，固守美國原版模式，門店稀少、線上覆蓋有限，大包裝囤貨模式和國人的居住、消費習慣產生衝突。拆解兩大品牌的競爭差異，看懂外資企業進入中國市場，本土化調整的重要商業邏輯。

Costco is a dominant membership retail giant in the United States, yet it falls far behind Sam’s Club in the Chinese market. Entering China 23 years earlier, Sam’s Club educated local consumers, leveraged its massive member base to drive supply‑chain advantages, built up front‑warehouse instant‑delivery services, and tailored products for local tastes with thorough localization. By contrast, Costco arrived late and stuck rigidly to its original US‑style model. With few stores and limited online coverage, its bulk‑stocking concept clashes with Chinese living and consumption habits. Compare the competition between these two brands and understand why localization is critical for foreign businesses operating in China.

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