Core Viewpoint - Yonghui Supermarket reported a revenue of 67.6 billion yuan for 2024, with a net loss of 1.465 billion yuan. In Q1 2025, the company achieved a revenue of 17.48 billion yuan and a net profit of 148 million yuan, indicating a strategic transformation impacting revenue and profitability [1][2]. Financial Performance - For 2024, Yonghui Supermarket's revenue was 67.6 billion yuan, with a net loss of 1.465 billion yuan. In Q1 2025, the company reported a revenue of 17.48 billion yuan and a net profit of 148 million yuan [1]. - The decline in revenue was attributed to the strategic transformation and the closure of 273 stores compared to the previous year, leading to a decrease in overall income [1]. - The net profit decline was primarily due to a 1.35 percentage point drop in gross margin, influenced by the optimization of product structure and procurement strategies during store renovations [1]. Store Transformation and Strategy - As of March 31, 2025, Yonghui Supermarket completed renovations on 47 stores, which significantly improved customer traffic and sales. The company aims to implement the "Pang Donglai" model for quality retail, with 61 stores already transformed under this model [2]. - The company plans to exceed 124 renovated stores by June 2025 and aims for 300 stores by the Lunar New Year in 2026, indicating a focused effort on store transformation [2]. Supply Chain and Online Business - Yonghui Supermarket is in procurement discussions with over 300 quality supply chain enterprises, including suppliers for major U.S. supermarkets [3]. - Online business revenue reached 3.15 billion yuan, accounting for 18.02% of total revenue. The "Yonghui Life" app covered 670 stores, generating sales of 1.75 billion yuan with a daily average of 231,000 orders and a monthly repurchase rate of 47.6% [3].

Core Insights - Yonghui Supermarket reported a total revenue of 67.574 billion yuan for the year 2024, with a net profit attributable to shareholders of -1.465 billion yuan. In Q1 2025, the revenue was 17.479 billion yuan, with a net profit of 148 million yuan [1] - The company is undergoing a strategic transformation, focusing on the "Pang Donglai" model adjustment, store optimization, and supply chain innovation, marking a critical phase in the "Quality Yonghui" reform [1] - As of the end of March 2025, 41 "steady-state stores" (stores open for more than three months) achieved a cumulative net profit of 14.7 million yuan [1] Store Transformation and Performance - Yonghui Supermarket has completed the transformation of 61 stores under the "Pang Donglai" model, with expectations to exceed 124 transformed stores by June 2025 and a target of 300 stores before the Lunar New Year in 2026 [1] - The next 12-18 months are anticipated to be a concentrated release period for the results of the reform, driven by an increase in the proportion of transformed stores and deepening supply chain reforms [1] Supply Chain Strategy - At the 2025 Global Supplier Conference, the company emphasized a supply chain upgrade strategy focusing on core suppliers, core big products, and long-termism, while opposing frequent changes in suppliers [2] - Yonghui Supermarket has initiated a "15-day rapid shelving" green channel for export-restricted enterprises, providing brand promotion and new product development support [2] - As of April 22, 2025, the company has entered procurement discussions with over 300 quality supply chain enterprises, including many Chinese manufacturers supplying to U.S. supermarkets [2] Future Development Strategy - The company remains committed to the "Pang Donglai" model and quality retail strategy, aiming to create a national supermarket more suitable for mainstream Chinese families [3] - The focus will be on core big products, with a goal to incubate 100 billion-level products in collaboration with suppliers, establishing itself as a quality choice [3]

Core Viewpoint - Yonghui Supermarket is undergoing a strategic transformation towards a "quality retail" model, focusing on store optimization and supply chain innovation, with significant progress in its "Pang Donglai" model reform and achieving sales and profit targets in the first quarter of 2025 [1][2][5] Financial Performance - In 2024, Yonghui Supermarket achieved a total revenue of 67.574 billion yuan, with a net profit attributable to shareholders of -1.465 billion yuan [1] - As of the end of March 2025, 41 "steady-state stores" that had been operational for over three months achieved a cumulative net profit of 14.7 million yuan [2] Strategic Transformation - The company has completed the "Pang Donglai" model reform in 61 stores, with expectations to exceed 124 reformed stores by June 2025 and a target of 300 stores by the Lunar New Year of 2026 [2] - Yonghui Supermarket is committed to enhancing its supply chain and product quality, focusing on core suppliers and long-term partnerships, while rejecting frequent supplier changes [3] Supply Chain Innovation - The supply chain transformation is a key driver for Yonghui's shift to "quality retail," with a focus on connecting with foreign trade enterprises to enhance supply chain efficiency and product renewal [3] - The company has initiated a "15-day rapid listing" green channel for foreign trade enterprises affected by global supply chain disruptions, facilitating over 300 procurement negotiations with quality suppliers [4] Social Responsibility and Community Engagement - Yonghui Supermarket is actively supporting foreign trade enterprises and enhancing food safety measures, investing over 100 million yuan in food safety upgrades and engaging in community support initiatives [4] - The company emphasizes its role as a "national supermarket," aiming to provide consumers with affordable access to international quality products while contributing to social growth [5]

Summary of Conference Call Notes Company and Industry Involved - The discussion revolves around a retail company, specifically focusing on its organizational changes and strategic adjustments within the Chinese retail industry, particularly in the supermarket sector. Core Points and Arguments 1. The company has a solid foundation despite undergoing multiple organizational changes and innovations, aiming to lead the industry towards quality leadership in China [1] 2. The development history of the company can be divided into three phases: - The industry boom period from 2010 until the rise of e-commerce, where the company leveraged scale effects and supply chain advantages for growth [2] - The post-IPO phase where the market assigned a relatively high valuation to the company [2] - The recent years marked by a contraction in new business explorations and divestment of ineffective investments, including the establishment of a subsidiary to strengthen the supply chain [3] 3. The company has undergone five board changes, indicating a significant evolution in its organizational structure and corporate culture, which is crucial for its operations [4] 4. Recent organizational adjustments include the appointment of two vice presidents responsible for different operational areas, reflecting a strategic shift towards enhancing product and service offerings [5] 5. The company plans to expand its store count significantly, with projections of reaching 200 stores by 2025, indicating a focus on scaling operations [5] 6. The company is transitioning from a focus on fresh products to a broader range of fresh and processed goods, aiming to improve operational efficiency and product offerings [5] 7. The retail industry is moving beyond mere expansion to enhancing store efficiency and turnover, suggesting a shift towards quality-driven growth [6] 8. The new round of organizational reforms emphasizes optimizing supply chain management and cost reduction while enhancing product differentiation through private labels and quality customization [7] 9. The strategic direction taken by the company is deemed correct, but the implementation will require ongoing monitoring and adjustments to ensure success [7] Other Important but Possibly Overlooked Content - The emphasis on the importance of organizational structure and management in driving business success is highlighted, suggesting that these factors are critical across various sectors, not just in consumer goods [4] - The need for continuous tracking of the company's performance and strategic initiatives is stressed, indicating that the retail landscape is dynamic and requires adaptability [6][7]

4月7日下午，永辉超市微信公众号发布了《致中国优质供应链的一封信》，其中那句"让中国制造的星光汇聚成照亮内需市场的银河"，被业内视为传统商 超转型的"破局宣言"。 背后也映射着永辉超市以"去中间商"为核心的供应链重构野心，以及对中国品质零售未来十年的战略押注。这场始于供应链端的变革，或将对零售业产生 更深远影响。 坚定走"品质零售"路线的永辉超市 永辉在公开信中提出，若因出口受阻而库存积压，永辉将开通"绿色通道"完成15天极速上架；针对苦恼于国内市场认知度的外贸商品，永辉将提供推广扶 持；对于渴望产品升级的供应链企业，永辉将作为"市场助手"共同开发新产品。 这也是永辉供应链改革与品质零售战略的率先鸣枪。 叶国富在此前的全球供应商大会上强调："未来零售行业就是两大趋势，品质零售和兴趣消费。名创优品代表兴趣消费，而我们希望通过永辉把握住品质 零售的机会。品质零售最核心的就是产品。只有好产品才有好品牌，只有好产品才有好渠道，只有好产品才有好业绩。" 这一观点与永辉的"三大聚焦一个反对"战略（聚焦核心供应商、核心大单品、长期主义；反对频繁更换供应商）形成呼应，将供应链从博弈转向共生。 2024年永辉亏损14亿元，而2 ...

以下文章来源于中国企业家杂志 ，作者李欣 中国企业家杂志 . 讲好企业家故事，弘扬企业家精神 来源|中国企业家杂志 作者| 李欣 编辑| 米娜 名创优品创始人叶国富"挂帅"永辉后，挥刀"砍向"中间商。 3月29日，永辉超市召开2025年度全球供应商大会。当天，叶国富在会上称，会与核心供应商建立长期的深度合作。 首批锁定200家核心大供应 商，由他亲自筛选，保证与对方董事长一年至少见一次面，自己亲自见。 "今天晚上到明天上午，我要见一大批核心供应商的董事长，这个事情无比重要。我重视，希望供应商董事长也要重视，这件事情，下面人重视是做 不了的。"叶国富说。 在现场，他还表示，坚决反对换一个采购换一批供应商，要让战略核心供应商有绝对的安全感，称自己站在这，说到做到。"有任何采购人员为难 你，直接微信我，直接找我。对于战略供应商，我是一把手亲自服务的。" 叶国富此番表态，让此前热议的永辉超市要去掉经销商的传闻就此尘埃落定。 而一切，都源于约十天前那场决定性的权力交接。 3月17日，永辉超市在福建福州召开2025年第一次临时股东大会。会上表决通过了公司第六届董事会非独立董事等议案，并成立改革领导小组，由 叶国富担任组长 ...

叶国富挥刀，砍向永辉超市 文 | 偲睿洞察 308 「永辉 2025 年就是两个字，减亏。」 如果上面这句话不是出自于叶国富之口——大概可能很难让人相信，这句关于一家 A 股上市公司永辉超市 2025 年经营目标的话语，居然出现在另外一家 美股上市公司「名创优品」的 2024 年财报电话会议上。 但事实是，身为名创优品掌门人叶国富，确实是有资格为永辉超市 2025 年的命运定调。 原因是，在 2025 年 3 月 17 日的永辉超市临时股东大会上，名创优品创始人、董事长兼 CEO 叶国富正式加入永辉超市第六届董事会，担任非独立董事。 与此同时，叶国富获得了还有一个重要的头衔：永辉超市改革领导小组组长。 这意味着，在叶国富带领名创优品斥资近 63 亿人民币收购了永辉超市 29.4% 股权、成为第一大股东的半年后，这位立志于拯救永辉超市的永辉超市老 兵，终于大张旗鼓地开启了他的改革步伐。 只是，当大幕拉开，叶国富的这场改革故事，注定不会那么容易。 当一家 A 股上市公司，没有 CEO 3 月 20 日，来自上交所的一个监管动作，将永辉超市连日来的一系列的改革动态，放在了聚光灯下。 具体来说，上海证券交易所在其官网 ...

Investment Rating - The report recommends several companies in the retail sector, including leading brands in various categories such as children's retail, beauty, medical aesthetics, and jewelry [5][6]. Core Insights - The report highlights the ongoing transformation of the company, focusing on quality retail and optimizing store operations to better match consumer demand in Changsha, where the consumer base is young and economically active [4][5][30]. - The company has undergone significant restructuring, reducing the number of its supermarkets from 343 to 96 and its department stores from 43 to 37 between 2021 and 2023, aiming to streamline operations and focus on core areas [3][12][17]. - The introduction of a new management team from a successful competitor has led to impressive sales growth in restructured stores, with some locations reporting sales increases of over 300% during peak periods [5][51]. Summary by Sections 1. Background and Progress of Restructuring - The company has faced continuous operational pressure since 2021, leading to a strategic overhaul that includes closing underperforming stores and focusing on core business areas [3][11][17]. - The restructuring process has been supported by a new management team, which is implementing comprehensive changes across various operational aspects [18][19]. 2. Consumer Structure and Characteristics in Changsha - Changsha's GDP has shown steady growth, with a projected increase of over 5.5% in 2025, indicating a robust economic environment for retail [30][31]. - The demographic profile of Changsha is notably young, with nearly 50% of the population aged 18-24, which drives demand for differentiated products and services [4][39]. 3. Performance of Reformed Stores - The report details the successful transformation of several stores, with significant increases in sales and customer traffic post-restructuring [5][51][58]. - Specific stores have reported remarkable sales figures, with daily sales reaching as high as 240.22 million yuan during peak periods [51]. 4. Key Company Financial Forecasts and Valuations - The report provides earnings per share (EPS) forecasts and price-to-earnings (PE) ratios for various recommended companies, indicating strong growth potential in the retail sector [6].

以下文章来源于中国企业家杂志 ，作者李欣 作者 | 李欣 来源 | 中国企业家杂志 （ID：iceo-com-cn） 叶国富终于见到了自己的"偶像"于东来。 11月27日，名创优品集团创始人叶国富与胖东来创始人、董事长于东来坐下来深谈了一 个下午。《中国企业家》了解到，这是两人第一次正式见面，叶国富选择独自前往河南 许昌会面。 中国企业家杂志 . 讲好企业家故事，弘扬企业家精神 达成了多个一致。 有接近名创优品的人士告诉《中国企业家》，此前他们两人更像在"神交"——都坚定看 好线下零售，都想在线下零售业开辟新天地，这是他们共同的理念，也是交往的底盘。 在企业家中，不乏于东来的追随者，但公开推崇并身体力行、大手笔开干的，叶国富算 其中特别耀眼的一个。 于东来今年5 8岁，比叶国富大11岁，两人都是草根出身的创业者。叶国富是湖北十堰 人，他于2 0 1 3年创立名创优品，在线下零售一干就是十几年。而于东来从1 9 9 5年开始， 一直做的也是线下零售的生意。 这次会面前，叶国富曾在多个场合公开表达过对胖东来模式，以及对于东来本人的认 可，甚至他直接买了个"高仿版的胖东来"——永辉超市。 三个月前，名创优品斥资6 ...