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 ...

Core Insights - The essence of retail is to understand consumer needs and develop products that meet those needs, as emphasized by the founder of Yonghui Supermarket, Ye Guofu [1] - Yonghui Supermarket is focusing on product quality and supply chain upgrades, aiming to transform into a manufacturing-oriented retailer [1][5] - The company plans to implement a strategy of focusing on core suppliers, core products, and long-term partnerships, while rejecting the practice of frequently changing suppliers [2] Company Strategy - Yonghui Supermarket will personally select its first 200 core suppliers and establish an annual dialogue mechanism with their chairpersons [2] - The company has already completed the renovation of 47 stores nationwide, with plans to reach 100 by mid-year and 200 by the end of the year [4] - The company aims to incubate 100 products with sales exceeding 1 billion yuan in the next three years, positioning these as quality choices for Yonghui [6] Market Positioning - Yonghui Supermarket's competitors are not other retailers but rather the expectations of consumers regarding quality [5] - The company is adopting the "Pang Donglai" model of quality retail, which has shown significant improvements in customer satisfaction, quality, foot traffic, and sales after store renovations [3][4]

Core Viewpoint - The core focus of the article is on Ye Guofu's strategic plan to reform Yonghui Supermarket, emphasizing the goal of reducing losses by 2025 through significant operational changes, including store closures and supply chain improvements [1][16][19]. Group 1: Leadership and Governance Changes - Ye Guofu, founder of Miniso, has joined Yonghui Supermarket's board as a non-independent director and is leading the reform group, following Miniso's acquisition of a 29.4% stake in Yonghui [3][9]. - Yonghui Supermarket is currently without a CEO, as the previous CEO, Li Songfeng, was not re-elected, highlighting a significant governance shift [10][12]. - The Shanghai Stock Exchange has issued a regulatory notice regarding Yonghui's internal governance, indicating the need for compliance and management standardization [4][5]. Group 2: Financial Performance and Loss Reduction Strategy - Yonghui Supermarket has faced substantial losses, totaling nearly 9 billion yuan from 2021 to 2023, with an expected net loss of 1.4 billion yuan in 2024, indicating a worsening financial situation [17][18]. - Ye Guofu's reform strategy for 2025 focuses on loss reduction, which includes closing 250 to 350 stores and adjusting around 200 stores to improve operational efficiency [19][20]. - The planned store closures represent a significant reduction in Yonghui's total store count, potentially affecting 33.42% to 46.79% of its locations [21][22]. Group 3: Operational and Strategic Initiatives - The reform initiatives include enhancing supply chain efficiency and developing private label products, with a goal for private labels to account for 40% of total sales within 3 to 5 years [23][24]. - Ye Guofu aims to implement a collaborative approach between Miniso and Yonghui, focusing on product development and supply chain upgrades to drive profitability [35][36]. - The emphasis on product quality and development is seen as a critical factor for both companies, with Ye Guofu advocating for a shift towards a manufacturing-driven retail model [34][26]. Group 4: Broader Market Context and Future Outlook - Ye Guofu's confidence in leading Yonghui's transformation is bolstered by Miniso's strong financial performance, with a reported revenue of 17 billion yuan in 2024, reflecting a 22.8% year-on-year growth [27][30]. - The contrasting performance between Miniso and Yonghui highlights the urgency for Yonghui to adapt and innovate in a competitive retail landscape [30][31]. - Ye Guofu's vision for Yonghui includes a focus on internationalization and modernization, aiming to leverage successful retail strategies to revitalize the brand [24][26].

Core Viewpoint - The appointment of Ye Guofu as the leader of the reform at Yonghui Supermarket marks the beginning of a new era, with significant changes expected in the company's strategy and operations following the influence of Miniso [3][4][10]. Group 1: Leadership Changes - Ye Guofu was elected as a new director and appointed as the head of the reform leadership group at Yonghui Supermarket, succeeding former CEO Li Songfeng, who was not re-elected [3][4]. - The board's restructuring reflects a strategic shift, with a majority of new directors coming from the "Miniso system," indicating a move towards a different operational philosophy [4][5]. Group 2: Strategic Shift - The establishment of the reform leadership group grants Ye Guofu significant decision-making power, emphasizing a strategic transformation for Yonghui Supermarket [4][5]. - Zhang Xuaning, a board member, opposed the reform, arguing that the company was already in a critical phase of maximizing output and digital transformation [5][6]. Group 3: Operational Reforms - Ye Guofu's reform plans include closing 250-350 underperforming stores and revamping 200 mid-tier stores by 2025, which is a more aggressive approach compared to previous management [7][8]. - The company aims to enhance product differentiation and quality, focusing on a mix of first- and second-tier brands, imported products, and private labels [7][8]. Group 4: Financial Performance - Yonghui Supermarket has reported significant losses over the past three years, with net profits of -39.4 billion, -27.6 billion, and -13.29 billion from 2021 to 2023, and an expected loss of -14.0 billion for 2024 [8][9]. - The company attributes its ongoing losses to industry challenges and the initial pains of transitioning to a new operational model [8][9]. Group 5: Supply Chain and Brand Development - The partnership with Miniso is seen as a potential advantage for Yonghui Supermarket, particularly in supply chain integration and private label development [10][11]. - Yonghui plans to launch 60 new products by 2025, aiming for at least 10 products to exceed 100 million in sales, with a target for private labels to account for 40% of total sales within 3-5 years [10][11].

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 ...