布局超万家便利店 挪瓦咖啡跑出零售融合新生态Layout of over 10000 convenience stores, Novacoffee running out of retail and integrating into a new ecosystem

　　当前，中国消费市场正经历结构性重塑。便利店作为城市一刻钟便民生活圈的核心载体、民生零售的“毛细血管”，既承载着亿万居民的日常便利，也是检验实体经济韧性的重要窗口。面对成本上涨、客流分化、盈利承压的多重挑战，行业亟需找到突围方向。

　　5月20日至22日，“CCFA新消费论坛—2026中国便利店大会”在湖南长沙举行，以“穿越周期深度进化”为主题，聚焦零售转型痛点与创新解法。全球咖啡连锁品牌挪瓦咖啡携万店验证的“店中店”增收合作方式、及全产业链成果亮相大会，为便利店行业提供了一条经过市场检验的破局路径，成为轻资产赋能实体经济的生动实践。

　　规模扩张与利润承压，便利店呼唤“增效型”第二曲线

　　便利店是城市便民生活圈中离消费者最近的一环，在便民服务中发挥着不可替代的作用。根据中国连锁经营协会（CCFA）发布的《2026年中国便利店TOP100》数据，2025年全国便利店百强企业门店总数达20.8万家，同比净增1.1万家，增幅5.6%。国家统计局数据显示，2026年一季度全国限额以上零售业单位中，便利店零售额同比增长8.3%，增速领跑各零售业态。

　　然而，亮眼数据的背后，行业“增收不增利”的矛盾日益突出。房租、人工、冷链履约等成本刚性上涨，持续挤压利润空间；量贩零食店、折扣店、即时零售闪电仓等新业态强势分流客流，同质化竞争加剧导致毛利收窄、客单价下降。

　　当规模扩张的边际效益递减，便利店迫切需要一条不依赖重资产投入的“第二增长曲线”，既能盘活存量空间，又能带来高频、高毛利、高复购的增量品类。现磨咖啡，正是上好候选。

　　创新模式破局，挪瓦咖啡“店中店”重构零售协同新生态

　　便利店引入现磨咖啡并非新鲜事，但多数尝试难以形成可持续的盈利单元。根本原因在于，便利店缺乏专业的咖啡运营能力、稳定的供应链和品牌势能。挪瓦咖啡提出的“店中店”合作方式，并非简单的“咖啡机进店”，而是一套经过超万家门店验证的零售生产要素重组方案，是“多业态融合”的创新零售合作方式，实现了资源的高效整合与价值的最大化释放。

　　从商业逻辑看，挪瓦咖啡的合作方式，核心价值在于结构化降低交易成本。通过资源整合，合作方避免了重资产建店的风险与选址不确定性，挪瓦则获得了低成本、高效率的终端网络，为实体零售转型升级注入了新动能。

　　全链闭环筑牢万店根基，轻资产方式加速下沉

　　挪瓦和便利店的合作能够大规模、可持续地复制，根本前提在于挪瓦咖啡构建了从种植、烘焙到仓配的全产业链闭环。这既是企业自身的竞争壁垒，更是对合作伙伴“不断货、不降质、不失控”的承诺。

　　源头端，挪瓦在云南建立专属咖啡种植基地，从源头把控生豆品质、稳定原料成本；生产端，年产能2万吨的智能化烘焙工厂于2026年3月开工建设，有效突破产能瓶颈，保障产品品质统一、供应充足；履约端，全国布局15座仓配中心，实现当日下单、次日达高效履约，确保产品新鲜稳定、供应不断档。

　　这套全产业链体系并非单纯追求规模，而是聚焦保障合作伙伴经营确定性，让合作方无需担忧断货、品质波动或成本上涨，专注服务到店消费者。依托这一坚实的供应链底座，挪瓦咖啡已开设超过10000家门店，覆盖300余座城市，跻身全球咖啡连锁TOP5。

　　此外，品牌持续推进全面下沉布局，成为激活县域经济消费潜力的重要实践。挪瓦咖啡合伙人李立旭此前透露，目前公司60%门店布局三线及以上城市，40%覆盖四五线及县域市场，未来在国内将持续推进下沉拓店。

　　真实收益与协同赋能，激活消费新动能

　　合作方式价值最终体现在真实经营成果上。据悉，挪瓦咖啡已合作超100个便利店品牌，覆盖行业头部品牌30余家，已经成为便利店通过咖啡增收合作的首选。例如，美宜佳与挪瓦合作后，咖啡营收超数亿元；山东友客、湖北Today单城营收达数千万元。

　　产品力之外，挪瓦咖啡依托创始团队的互联网基因，搭建了覆盖线上线下全场景的数字化运营体系。帮助合作门店在美团、抖音、淘宝闪购等主流平台高效获取流量，扩大服务半径。对于便利店而言，这意味着无需自建数字化能力，就能共享挪瓦成熟的运营系统。

　　便利店行业要真正穿越周期，不能仅靠规模扩张，需在存量中寻找增量、在融合中提升效率。挪瓦咖啡以万店验证的“店中店”合作方式、全产业链能力和系统化运营体系，向行业展示了一个可复制、可持续、可共赢的增长样本，为推动实体经济高质量发展注入创新动能。（华柏）

Currently, the Chinese consumer market is undergoing structural reshaping. Convenience stores, as the core carrier of the 15 minute convenient living circle in cities and the "capillaries" of people's livelihood retail, not only carry the daily convenience of billions of residents, but also serve as an important window to test the resilience of the real economy. Faced with multiple challenges such as rising costs, customer flow differentiation, and profit pressure, the industry urgently needs to find a breakthrough direction.

From May 20th to 22nd, the "CCFA New Consumer Forum -2026 China Convenience Store Conference" was held in Changsha, Hunan Province, with the theme of "Deep Evolution Through the Cycle", focusing on the pain points and innovative solutions of retail transformation. The global coffee chain brand Novacoffee showcased its "store in store" revenue increasing cooperation model validated by thousands of stores, as well as the achievements of the entire industry chain at the conference, providing a market tested breakthrough path for the convenience store industry and becoming a vivid practice of empowering the real economy with light assets.

Scale expansion and profit pressure, convenience stores call for a "efficiency oriented" second curve

Convenience stores are the closest part of the urban convenience living circle to consumers and play an irreplaceable role in providing convenient services. According to the "2026 China Convenience Store TOP100" data released by the China Chain Store Association (CCFA), the total number of stores of the top 100 convenience store enterprises in China will reach 208000 by 2025, a net increase of 11000 year-on-year, with a growth rate of 5.6%. According to data from the National Bureau of Statistics, in the first quarter of 2026, among retail units above designated size nationwide, the retail sales of convenience stores increased by 8.3% year-on-year, leading the growth rate of various retail formats.

However, behind the impressive data, the contradiction of "increasing income without increasing profits" in the industry is becoming increasingly prominent. The rigid increase in costs such as rent, labor, and cold chain fulfillment continues to squeeze profit margins; New business models such as mass market snack shops, discount stores, and instant retail flash warehouses are strongly diverting customer flow, leading to intensified homogeneous competition and a narrowing of gross profit and a decrease in average customer value.

When the marginal benefits of scale expansion decrease, convenience stores urgently need a "second growth curve" that does not rely on heavy asset investment, which can not only activate existing space but also bring high-frequency, high gross profit, and high repurchase incremental categories. Freshly ground coffee is a great candidate.

Innovative model breaks the deadlock, Nuowa Coffee "shop in shop" reconstructs a new retail collaborative ecosystem

The introduction of freshly ground coffee in convenience stores is not a new phenomenon, but most attempts are difficult to form sustainable profit units. The fundamental reason is that convenience stores lack professional coffee operation capabilities, stable supply chains, and brand momentum. The "store in store" cooperation model proposed by Novacoffee is not simply about "coffee machines entering the store", but a set of retail production factor restructuring plans that have been verified by over ten thousand stores. It is an innovative retail cooperation model that integrates multiple formats and achieves efficient resource integration and maximum value release.

From a business logic perspective, the core value of Novacoffee's collaboration lies in its structured approach to reducing transaction costs. Through resource integration, partners have avoided the risks and uncertainties of building stores with heavy assets, while Novartis has obtained a low-cost and high-efficiency terminal network, injecting new momentum into the transformation and upgrading of physical retail.

Building a solid foundation for thousands of stores with a closed-loop system across the entire chain, accelerating the sinking of the light asset approach

The cooperation between Novacoffee and convenience stores can be replicated on a large scale and sustainably, based on the fundamental premise that Novacoffee has built a complete industrial chain loop from planting, roasting to warehousing and distribution. This is not only a competitive barrier for the enterprise itself, but also a commitment to its partners to "not run out of stock, not degrade quality, and not lose control".

At the source, Novartis has established a dedicated coffee planting base in Yunnan to control the quality of green beans and stabilize raw material costs from the source; On the production side, the intelligent baking factory with an annual production capacity of 20000 tons will start construction in March 2026, effectively breaking through the bottleneck of production capacity, ensuring unified product quality and sufficient supply; On the fulfillment end, 15 warehouse distribution centers are deployed nationwide to achieve efficient fulfillment of orders placed on the same day and delivery the next day, ensuring fresh and stable products and continuous supply.

This complete industry chain system is not simply pursuing scale, but focusing on ensuring the operational certainty of partners, so that partners do not have to worry about stockouts, quality fluctuations, or cost increases, and focus on serving in store consumers. Relying on this solid supply chain foundation, Novacoffee has opened over 10000 stores, covering more than 300 cities and ranking among the top 5 global coffee chains.

In addition, the brand continues to promote comprehensive sinking layout, which has become an important practice to activate the consumption potential of county-level economy. Li Lixu, a partner of Novacoffee, previously revealed that currently 60% of the company's stores are located in third tier and above cities, and 40% cover fourth and fifth tier and county-level markets. In the future, the company will continue to promote the expansion of stores in China.

Real income and collaborative empowerment, activating new consumption drivers

The value of cooperation ultimately lies in the actual business results. It is reported that Novacoffee has cooperated with over 100 convenience store brands, covering more than 30 top brands in the industry, and has become the first choice for convenience stores to increase revenue through coffee cooperation. For example, after the cooperation between Meiyijia and Novartis, coffee revenue exceeded hundreds of millions of yuan; Shandong Youke and Hubei Today have single city revenues of tens of millions of yuan.

In addition to its product strength, Nova Coffee has built a digital operation system covering the whole online and offline scene relying on the Internet gene of the founding team. Help cooperative stores to efficiently obtain traffic on mainstream platforms such as Meituan, Tiktok, Taobao flash purchase, and expand the service radius. For convenience stores, this means that they do not need to build their own digital capabilities and can share Novartis' mature operational system.

The convenience store industry needs to truly go through the cycle and cannot rely solely on scale expansion. It needs to find increments in the stock and improve efficiency through integration. Novacoffee has demonstrated a replicable, sustainable, and mutually beneficial growth model to the industry through its "store in store" cooperation model validated by thousands of stores, full industry chain capabilities, and systematic operation system, injecting innovative momentum into promoting high-quality development of the real economy. (Huabai)