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The encyclopedia · Sales & Retail · Strategic decision · 2020–2025

Hema built a Costco challenger in China's hottest retail fight — it closed all ten stores

The first Hema X opened in October 2020; by 2023 there were ten. Sam's Club and Costco were better at being themselves. The last Hema X shut in August 2025.

Freshippo · Alibaba · 2025-08-31

What happened

In October 2020, Alibaba's Freshippo opened its first Hema X membership store in Shanghai — a warehouse-format, paid-membership chain built to fight Sam's Club and Costco on their own ground, in the one market where both were expanding fast. By October 2023 there were ten Hema X stores across China's biggest cities, and the format was the centerpiece of Freshippo's growth story.

The format never found its footing. Against Sam's Club, Hema X could not match the global supply chain and local procurement that made Sam's treasures worth the membership fee; against Costco, it faced an assortment that leaned toward an American lifestyle Chinese shoppers did not fully want. Its own product differentiation and in-store experience, the company later admitted, were weak — and its delivery machinery, Freshippo's old advantage, did not transfer to the bulk-buy format. The stores never validated a mature model.

The retreat was total: Beijing, Suzhou and Nanjing stores closed in late July 2025; the last one, Shanghai Senlan, shut on 31 August 2025. Freshippo redirected the money toward what it does better — the core Freshippo stores and Hema NB, a hard-discount community format targeted at 300 stores in fiscal 2025. The case is not that membership retail fails in China — Sam's Club and Costco prove otherwise — it is that a membership store needs a reason to exist that is not 'the incumbent, but local'.

Why it happened

  • Membership retail sells curation, not inventory — Hema X had shelves but not the proprietary goods that make a membership fee feel like a bargain.
  • Fighting Sam's Club on supply chain and Costco on assortment means competing at the two things they do best, with neither advantage of your own.
  • Freshippo's delivery strength was the wrong muscle for bulk-buy warehouse retail; the capability that built the parent did not transfer to the format.
What it costall ten stores, format abandonedcostly

The lesson

Entering an incumbent's format requires a reason the incumbent cannot copy — 'the same model, closer to home' is not a moat, it is a head start for the competitor with the deeper supply chain.

Sources

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