永辉超市“模仿秀”：学习胖东来模式却陷入亏损困境

Core Viewpoint - Yonghui Supermarket has reported a significant decline in its financial performance for the first half of 2025, with a revenue drop of 20.73% year-on-year and a shift from profit to a net loss of 2.41 billion yuan, contrasting sharply with a profit of 2.75 billion yuan in the same period last year [1][2]. Financial Performance - Revenue for the first half of 2025 was 29.95 billion yuan, down from 37.78 billion yuan in the previous year, marking a decrease of 20.73% [2]. - The total profit for the period was -207.06 million yuan, compared to a profit of 323.78 million yuan last year [2]. - The net profit attributable to shareholders was -240.57 million yuan, a stark contrast to the previous year's profit of 275.31 million yuan [2]. - The net cash flow from operating activities decreased by 58.92%, from 2.94 billion yuan to 1.21 billion yuan [2]. - The net assets attributable to shareholders decreased by 6.07%, from 4.44 billion yuan to 4.17 billion yuan [2]. - Total assets fell by 20.55%, from 42.75 billion yuan to 33.96 billion yuan [2]. Strategic Decisions - Yonghui Supermarket has aggressively closed 227 stores in the first half of 2025 as part of its transformation strategy, which has led to a sharp decline in revenue [1]. - The company has implemented a store renovation plan, with 124 stores completed and reopened by June 30, 2025; however, the revenue increase from these stores has not compensated for the losses from closures [3]. - The shift to a supplier naked procurement model aimed at enhancing product quality has resulted in a decline in gross margin and consumer trust, as new suppliers have struggled to meet the company's needs [2][3]. Market Positioning - Yonghui Supermarket's transformation efforts have been criticized for lacking a clear strategic direction, leading to ineffective adaptation of successful models from competitors like Pang Donglai [4]. - The company has failed to leverage its extensive offline store network and fresh supply chain advantages to create a cohesive online-offline retail ecosystem [4]. - Yonghui's attempt to replicate Pang Donglai's success without considering regional consumer habits and market dynamics has resulted in a misalignment of its transformation strategy [5].