据赢商网最新统计，河南2026年预计新增集中式商业项目14个，总商业面积91.5万㎡。对比2022至2026年近五年数据可见，自2023年河南新增商业项目在 数量和体量迎来"双峰值"后，市场供应节奏逐步放缓。（文末附2026年河南筹开集中式商业项目盘点清单） 2025年，河南热度攀升、强势出圈，商业体在郑州遍地开花，奥莱、胖东来、谷子经济等消费业态百花齐放。到了2026年全省筹开商业项目聚焦消费升级 与场景创新，在政策引导与市场需求双重驱动下，形成以郑州为核心、地市多点开花的发展格局。 从区域布局来看，省会郑州有8个新开项目，总建筑面积达40.5万㎡，数量创下近五年之最。二七商圈、奥体中心片区、郑东新区等板块成为开发热点， 承担着高端消费与业态创新的引领作用；商丘、濮阳两地聚焦区域商业空白，通过大型综合体填补市场缺口；此外，开封也有中小型商业布局，推动城市 商业均衡发展。 筹开项目中，5万方以下占比 35.7%，5-10万方占比 50%，10万方以上项目仅有2个，无20万方以上超大型项目规划。这一结构反映出开发商更注重投资回 报率与运营稳定性，中小型项目凭借灵活适配性成为市场主流，既满足社区便民需求，又规避了 ...

今年春节，不少大城市打工人，没被七大姑八大姨的问候逼疯，却被老家的魔幻物价狠狠捅了一刀。 "北漂十年输给县城中产""县城物价倒挂""回家过年被小城市消费背刺"等词条接连登上热搜，小红书、抖音成了返乡打工人抱团取暖的阵地。 不是打工人没钱，而是县城的物价打碎了他们对老家消费的"低价滤镜"。 毕竟9.9元的咖啡在一线城市遍地都是，县城的网红咖啡馆一杯拿铁敢卖58元；全国春节档电影票均价45元，小县城敢卖到90元一张；大城市各种"穷鬼餐 厅"争奇斗艳，老家饭店春节套餐888元起步还得抢着订。 这些隐藏在衣食住行中的"消费刺客"，不仅打破大家对下沉市场的认知，更让返乡打工人的消费观崩塌。 县城物价，凭什么如此倒反天罡？ 月薪上万的打工人， 被县城物价疯狂背刺 在大家固有印象里，县城原本是大城市打工人的避风港，月薪五千也能活得很滋润。 然而，当手握上万月薪的城市精英们回到县城，本以为是衣锦还 乡，没想到却成了被物价按头的"穷鬼"。 县城对北上广打工人的背刺，藏在每一个看似日常的消费场景里，却总能戳中打工人的痛点。 最初级的背刺感，源于没有对比就没有伤害。2026年的春节档，被誉为"史上最长春节档"，但迎来了票房倒春寒。 ...

今年春节假期长达9天，外地游客纷纷奔赴河南，领略中原大地的浓浓年味与厚重底蕴。洛阳、开封、 新乡等地景区上演"人从众"。据美团旅行数据，河南春节文旅预订增速达56%，洛阳、开封、郑州位列 河南热门旅游目的地Top3，洛邑古城、万岁山武侠城、老君山风景名胜区跻身假期客流量最高景区之 列。 文旅消费拉动餐饮、零售等商业红红火火。郑州、开封、洛阳等地知名美食门店前排着长队，灌汤包、 洛阳水席等特色美食，成为游客品味河南的重要方式。春节期间，全省重点监测的餐饮企业营业收入 4572.5万元，比上年同期增长23.4%。 大年初六早上，许昌胖东来天使城还未开始营业，门前就排起了蜿蜒的长队；在老城墙下打卡拍照、与 NPC互动集任务卡，特色商业街区紧扣"新春"主题，推出一系列年味十足、形式多样的特色活动，洛 阳、周口打造"古都新韵洛阳年马年洛阳行""寻味周口，'马'上有戏"商文旅融合消费新场景；商丘火神 台庙会、鹤壁浚县正月古庙会、南阳卧龙岗新春大庙会等吸引游客沉浸其中、流连忘返。节日期间，郑 州市19条特色商业街区日均客流量超125万人次、营业总额超7000万元，同比均增长15%以上；全省重 点监测的零售企业营业收入27. ...

昨天和楼下开社区超市的老王喝茶，他捧着手机刷到一条消息，突然拍着大腿喊"这才是做企业的明白人！"我凑过去一看，原来是胖东来创始人官宣 退休，还明确了好几件核心事：企业永远走"学校式"路线，绝不上市；管理层到60岁必须退出权力岗位，保持团队年轻化；完成既定的样本目标后， 就停止扩张规模。老王说，他之前总想把超市开遍整个区，结果资金链差点断了，后来收缩规模把服务做精，反而生意更稳。其实做企业和做投资真 的像，很多人不管看企业还是看个股，都只抓表面——企业看规模，个股看股价起伏，结果往往踩坑。就像我发小阿凯，前两年牛市里在股价上栽了 好几次跟头，后来靠量化大数据才慢慢改了毛病。 一、别被股价震荡的"障眼法"带偏 阿凯之前最头疼的就是，手里的个股走势总像坐过山车，明明回头看一路走高，但当时每次遇到大幅回落，他就忍不住跑路，结果卖完就看着股价接 着往上走，拍大腿都拍麻了。其实这就是典型的只看股价起伏做判断，可股价本身就是大资金用来掩盖真实意图的"障眼法"，光看这个，成功率能高 才怪。 就拿之前观察的一只个股来说，过程里的震荡能把人逼疯。一路走高的背后，是一波三折的起伏，尤其是用数字①②③标出的三个区域，回落幅度都 不小 ...

Core Viewpoint - Yonghui Supermarket has been facing continuous losses for five years, with a projected loss of 2.14 billion yuan in 2025, marking a 45.6% increase in loss compared to the previous year, raising questions about its strategic decisions and operational effectiveness [2][4][31]. Group 1: Financial Performance - Yonghui has accumulated losses of 11.6 billion yuan over five years, indicating severe operational pressure [4]. - The company closed 381 underperforming stores and renovated 315 existing ones, with a total renovation area exceeding 2 million square meters, yet these efforts led to increased losses [6][31]. - The projected loss for 2025 includes over 1.2 billion yuan in costs related to store renovations and asset write-offs, highlighting the financial strain from strategic adjustments [8][31]. Group 2: Strategic Adjustments - Yonghui attempted to emulate the successful model of regional competitor, Pang Donglai, which achieved a sales figure of 23.5 billion yuan in 2024 with a limited number of stores [10]. - The company initiated a comprehensive transformation by adopting Pang Donglai's operational strategies, including introducing popular products and redesigning store layouts to enhance customer experience [18][21]. - Despite initial positive results from the transformation, including increased customer traffic and sales, the long-term sustainability of these changes remains uncertain due to rising prices and customer dissatisfaction [20][23]. Group 3: Challenges and Criticism - The transformation has been criticized as superficial, with observers noting that Yonghui failed to grasp the core operational logic of Pang Donglai, leading to ineffective imitation [25][38]. - Employee compensation issues have arisen, with Yonghui's pay structure not aligning with the employee-centric model of Pang Donglai, resulting in dissatisfaction among staff [25][40]. - The introduction of self-branded products has not resonated with consumers, as they are perceived as lacking uniqueness and being overly derivative, which poses risks for long-term sales [29][44]. Group 4: Future Outlook - Yonghui's CEO has acknowledged past mistakes and outlined a shift in focus towards sustainable system capabilities, aiming to develop 100 high-quality products and refine store management [35][37]. - The company plans to achieve profitability between May 2026 and May 2027, indicating a strategic pivot towards long-term viability rather than immediate scale [37].

其中一位游客告诉记者，他来自河南商丘，在网络上了解胖东来后一大早赶到许昌，到了后感觉与预想 中的胖东来一样，是个挺好的超市。 大年初五早上八点半，河南许昌胖东来马年正式营业前一个小时，已经排起"蛇"形长队，排队队伍中大 部分都是来自河南其它省市以及外省游客。 在美食城的白鹿原摊位，工作人员告诉一位游客，要差不多半个小时甚至一个小时才能排队吃上烙馍卷 菜。 ...

2月21日，农历正月初五，民俗"破五"迎财神。许昌胖东来在春节假期休整5天后，全部门店开门迎客。 当日，许昌的最高气温25℃，这是入春以来最暖和的一天。清晨，天光微亮，胖东来时代广场、天使城 等门店外已蜿蜒起数百米的长队，拐过街角，延伸向远方。来自天南地北的游客会聚于此，只为走进这 家被誉为"6A级景区"的商超。"超市已限流，预计排队2小时以上"的循环广播，成了当日最特别的背景 音。"商品实在、服务贴心，逛超市像逛景区。"中午时分，提着"战利品"的重庆游客李女士笑容满面， 她的许昌之行目的地清单上，还有曹魏古城与神垕古镇。 面对单日超20万辆的车流涌入许昌，这不再是一场简单的购物潮，而是对城市承载能力、治理水平与人 文温度的全面压力测试。 许昌，如何应答？市委、市政府主要领导多次部署，明确要求将保障安全、提升体验、促进消费紧密结 合，街头特警定点驻守，交警疏导交通，城管规范市容，志愿者引导停车、提供咨询。在川流不息的人 流车流中，"执法蓝""环卫橙""志愿红"构成了一道坚实而温暖的风景线。 "胖东来是咱许昌的名片，守护好这份热闹，是我们每个人的责任。"市民王阿姨主动当起向导。执勤的 志愿者话语朴实有力："人家 ...

文｜山农下山 很多尊贵的山姆会员，今年返乡时都能在老家的沃尔玛超市找到熟悉感。 因为沃尔玛正在抄自己的作业：复刻山姆。 在一线城市执行「收缩」战术的同时，沃尔玛悄悄在下沉市场完成了变身，把卖场几乎变成「平替版」山姆。从货物摆放方式，比如货架从传统的2米降 到1.6米左右，很多货物用纸箱堆成方块呈现，到对标山姆Member's Mark（简称MM）的自营系列「沃集鲜」、卖场海报UI，都与山姆如出一辙。 氛围感趋同之外，选品也有不少山姆同款。不过，当我在老家县城的沃尔玛看到自己在山姆买过的背包时，心情多少有些复杂：为老家消费与时俱进而高 兴，也为自己每年600多的会员费感到背刺。 会员制的核心是服务和商品的独特性。如果县城人民抬脚出门就能买到山姆同款，我，掏着会员费，要么得开车花上半天时间去城市非中心地带的山姆卖 场采购，要么得努力凑单满足起送条件，是不是有点冤大头？ 但对于沃尔玛来说，这是一条「花路」。因为它重新树立了「便宜又时髦」的标签。 至少在我的老家湖南新化县城，它现在比另外两家「胖改超市」都要更受欢迎。 我家大部分亲戚都不知道于东来是谁，也没觉得「胖东来」专区的商品有什么魔力，但过年期间沃尔玛的砂糖橘便 ...

Core Viewpoint - The article discusses the challenges faced by companies in 2025, particularly the issue of insufficient domestic demand, and suggests that going overseas may be a viable solution for growth and competitiveness [4][5][6][8]. Group 1: Value Chain Going Overseas - Companies are encouraged to move their entire value chain, including products, branding, research and development, and business models, overseas rather than just exporting products [11]. - An example is provided with Miniso, which engages with its millions of private domain users to understand their preferences and rapidly implement changes [12]. - Establishing direct stores overseas helps deepen user recognition and build brand image [13]. Group 2: Collaborating with Industry Leaders - Many industry leaders are beginning to explore overseas markets, but successful expansion requires integrating complex supply chain systems [14][15]. - Tesla's Shanghai factory exemplifies this, as it operates efficiently due to the support of numerous upstream and downstream companies within a 300-kilometer radius [18][20]. - When Tesla expands to Mexico, its supply chain partners will likely follow, indicating that collaboration with leading companies can create opportunities for others [21][22]. Group 3: Leveraging Unique Advantages - Companies are finding unique advantages to succeed in overseas markets, such as cost advantages where products can be sold at double the domestic price [25][26]. - Product advantages are also highlighted, with examples like Mech-Mind Robotics, which enhances industrial robots with advanced technology for complex tasks [27][28]. - Identifying and leveraging these unique advantages can lead to successful market entries [24]. Group 4: Building Long-term Trust - The story of Pang Donglai illustrates the importance of building long-term trust through exceptional customer service and employee treatment [31][34]. - By ensuring employees are respected and valued, companies can foster a culture of listening to customer feedback, leading to improved experiences and profitability [35][36]. Group 5: Meeting the Demand for a Better Life - The article notes a shift in consumer behavior, where individuals are willing to pay for better experiences, indicating a demand for upgraded consumption [38]. - Examples include travel photography services that create new consumer needs through social influence [39][42]. - As traditional large-scale commercial opportunities diminish, there is a growing trend towards more refined and personalized business ecosystems that cater to consumers' aspirations for a better life [43][46].

Core Insights - The discussion between Li Tiantian and Feng Lun highlights the unique business logic of Henan entrepreneurs, characterized by being grounded, Chinese, and socialist in nature [1][2][3] Group 1: Business Logic - Henan entrepreneurs focus on serving the broadest base of ordinary consumers, exemplified by companies like Mixue Ice City and Guoquan Shihui, which emphasize cost efficiency and large-scale consumer engagement [1] - The business models of these companies are not reliant on high-tech concepts but rather on meticulous cost management and a strong supply chain, demonstrating that low-margin businesses require high operational efficiency [1] Group 2: Social Responsibility - The "very Chinese" aspect reflects a relational logic where businesses are embedded in social structures, emphasizing trust and long-term cooperation over aggressive competition [2] - The "very socialist" characteristic is illustrated by companies like Pang Donglai, which prioritize employee welfare and service quality, viewing employees as assets to enhance organizational cohesion and competitiveness [2] Group 3: Growth and Sustainability - Henan entrepreneurs are not limited to traditional expansion; they leverage digital systems, supply chain platforms, and social media to enhance their business models and achieve global reach [2] - The ability to thrive in challenging environments and identify consumer needs among ordinary people is a key strength of Henan entrepreneurs, contributing to the foundational stability of the Chinese economy [3]