一位超市老板的自述：5年亏下500万，终于把加工做到净利率8%

Core Insights - The article discusses the journey of a supermarket owner in Beijing, Zhao Yulong, who has spent eight years exploring the processing sector, sharing experiences and insights to help industry peers [2] - The processing segment is crucial for supermarkets to differentiate themselves and attract customers, especially in a competitive market [5][10] Group 1: Challenges in Processing - Transitioning from outsourcing to self-operated processing proved to be difficult due to a lack of skilled personnel and operational mechanisms [4][12] - The company faced significant financial losses, amounting to approximately 5 million yuan over five years, as the processing segment struggled to generate profits [5][14] - The pandemic exacerbated existing challenges, leading to a decline in store sales by about 8% to 10%, which was better than the industry average but still concerning [5] Group 2: Strategic Shifts and Improvements - After a period of reflection, the owner decided to take direct control of the processing operations, leading to a notable improvement in profitability, with a net profit margin reaching 8% [5][16] - The company restructured its organizational framework and shifted its performance evaluation from gross margin to sales, significantly boosting employee motivation and productivity [16][17] - The introduction of high-quality raw materials and a focus on authentic flavors helped enhance product quality and customer satisfaction [20][21] Group 3: Recommendations for Industry Peers - Establishing a robust organizational structure is essential for effective processing management, requiring leaders who understand both the business and the needs of the team [22][24] - Clear product categorization and regular updates based on market trends are necessary to maintain customer interest and drive sales [24][25] - Daily operational management should focus on optimizing product availability during peak hours while ensuring quality and minimizing waste [28]