Core Insights - The retail industry is experiencing challenges as companies like Zhongbai Group and Yonghui Supermarket report significant losses despite attempts to learn from the successful model of Pang Donglai [1][2][4] - Pang Donglai has shown strong sales performance, achieving 11.707 billion yuan in sales in the first half of the year, which is nearly 70% of its total sales for the previous year [3] - The transformation efforts of traditional supermarkets are ongoing, but the results vary significantly among companies, with some seeing growth while others continue to struggle [2][4] Company Performance - Zhongbai Group expects a loss of 213 million to 290 million yuan in the first half of the year, worsening from a loss of 142 million yuan in the same period last year [1][2] - Yonghui Supermarket anticipates a net profit loss of 240 million yuan for the first half of 2025, marking a shift from profit to loss [1][2] - In contrast, Bubu Gao expects a significant profit increase of over 300% due to recognizing substantial restructuring gains [2] Transformation Efforts - Both Zhongbai Group and Yonghui Supermarket acknowledge that their store transformations have led to sales growth, but they still face financial losses [2][4] - Yonghui Supermarket has undergone a transformation phase, adjusting 93 stores in the first half of 2025, with a total of 124 stores modified by June 30, 2025 [4] - The transformation process involves significant challenges, including store closures, renovations, and supply chain upgrades, which require time to yield results [4] Market Dynamics - The retail sector is undergoing a period of adjustment, with experts noting that learning from Pang Donglai is not a panacea for all traditional supermarket issues [2][4] - The industry is facing intense competition, leading to the closure of many underperforming stores, with Yonghui Supermarket closing 227 loss-making locations in the first half of the year [4] - The retail market in China is large and diverse, suggesting that innovation and various successful business models will continue to emerge [4]

Core Insights - The article highlights the transformation of Yonghui Supermarket in Zhengzhou, which adopted the "Fat Donglai model" and achieved significant sales growth, with the first-day sales reaching 1.88 million yuan, 13.9 times higher than before the transformation [1][8][10] - Zhengzhou has been identified as a strategic location for this transformation due to its large population and economic potential, making it a key area for Yonghui's expansion [3][4][7] Group 1: Transformation Details - The transformation began in June 2023, with the Zhengzhou store undergoing a 19-day renovation, leading to a remarkable sales increase [8][10] - The store reduced 81.3% of its original product offerings, aligning 90% of its new product structure with that of Fat Donglai, introducing popular items to attract customers [10][12] - Employee welfare improvements included raising base salaries from 2,500 yuan to 4,500 yuan and providing additional benefits, enhancing employee satisfaction and service quality [10][12] Group 2: Market Performance - Zhengzhou's retail sales reached 588.46 billion yuan in 2024, with a year-on-year growth of 4.7%, positioning it as the second-largest consumer city among central provincial capitals [4] - From January to May 2024, retail sales totaled 276.3 billion yuan, with May alone seeing an 8.7% increase year-on-year [4] - The store's average daily customer flow remains stable at approximately 8,000 to 10,000, indicating sustained interest post-transformation [12] Group 3: Expansion and Future Plans - The transformation model is being replicated across over 100 stores nationwide, with significant increases in customer traffic and sales reported [13][17] - Yonghui plans to expand the "Fat Donglai model" to 178 stores by August 2024, covering 66 cities, with a long-term goal of transforming 300 stores by early 2026 [17] - The company is also focusing on training core store managers to enhance operational capabilities, ensuring the successful implementation of the transformation model [15][17]

Core Viewpoint - AEON (永旺) has renewed its lease for the Tianhe City store in Guangzhou, committing over 100 million RMB for an 8-year term, while planning a significant upgrade to enhance customer experience and adapt to market demands [2][3][4]. Lease Agreement - AEON Guangdong has signed a new lease agreement with Tianhe City Group for a total rent of approximately 101.6 million RMB over 8 years, starting from July 1, 2025 [2]. - The new lease covers a reduced area compared to previous agreements, indicating a strategic shift towards optimizing operational costs [3]. Store Transformation - The Tianhe City store will be transformed into an AEON STYLE SM flagship store, focusing on the needs of young middle-class families, emphasizing health, convenience, and quality [2][4]. - The renovation will include a 90-day period for refurbishment, aiming to create a "five-sense experience" shopping environment [2]. Market Context - AEON has faced increasing competition from e-commerce and new retail formats, leading to continuous losses in the mainland market for 8 years [5][6]. - The company has been closing stores in various cities, including its last store in Beijing, reflecting the challenges faced by traditional retail in adapting to changing consumer behaviors [5][6]. Strategic Shift - AEON's strategy is shifting towards "small-scale, boutique, and experiential" retail formats to better align with market demands and consumer habits [6][7]. - The company plans to open 8 new stores in Guangdong this year, increasing its presence in the region despite the challenges faced [7]. Industry Trends - The retail landscape is evolving, with traditional department stores under pressure from online shopping and new retail models, leading to a high vacancy rate in commercial spaces [7][8]. - The Tianhe City area is undergoing a three-year transformation to adapt to new consumer trends, with AEON's renovation efforts reflecting a broader industry need to innovate [8][9].

来 源丨2 1财经客户端 热点观察员丨 江佩佩 张嘉钰 家乐福离退出中国市场的日子或许不远了。 为减轻债务压力，苏宁易购公告以4元出售4家家乐福，交易将增加5.72亿净利润。 4家子公司卖了4块钱！ 苏宁易购"白菜价"抛售家乐福 1元出售1家家乐福公司股权，消息一出引发了诸多人的关注与感慨。 6月19日晚，苏宁易购集团股份有限公司发布公告称，其全资子公司苏宁国际之控股子公司荷 兰家乐福，近日与上海有安法律咨询有限公司（代上海启纾家福企业服务合伙企业）签订 《股权转让协议》，拟 以每家1元的价格出售位于杭州、宁波、沈阳和株洲的4家家乐福公司 股权 ，这也意味着多地家乐福以一种令人唏嘘的方式 "易主"。 公告显示，本次交易的目标公司，即 4家家乐福子公司，均已停止经营 ，且债务负担较重。 其中， 沈阳家乐福亏损最为严重，去年营收为972.86万元，亏损2163.8万元。 ST易购偿债能力分析。图片来源：公司2 0 2 4年年度报告 杭州第一家家乐福门涌金广场店因"合同到期"，已于2021年11月闭店，家乐福就此全面退出 杭州市场。据评估，杭州家乐福项目总资产约529万元，总负债约4.38亿元。 图/潮新闻 苏宁易 ...

作 者丨杨坪 编 辑丨孙超逸 视频编辑丨柳润瑛 南方财经旗下 21 数字传媒、经视传媒组成联合报道组，采访观察传统商超企业何以转型发 展。 曾经，逛"人人乐"是众多80后、90后"老广"的童年回忆。 如今，这家成立近30年的老牌连锁超市，即将告别A股。 6月5日晚，人人乐连锁商业集团股份有限公司（简称人人乐，证券代码：002336.SZ）发布了 终止上市决定的公告，公司股票将于7月4日正式摘牌。 在公告退市后的第二个交易日——6月9日上午，21世纪经济报道记者来到了人人乐位于深圳 的总部办公地点。 图 / 21世纪经济报道，杨坪摄 身处退市旋涡中心的人人乐公司，仍在经营运行，两层办公楼内， 员工均在正常办公，但室 内有不少座位空缺。 【编者按】被称为 " 民营超市第一股 " 的人人乐宣布退市，这一 " 老广人 " 耳熟能详的品牌从能 与沃尔玛、家乐福 " 硬碰硬 " 到行至退市，不仅是一家上市公司告别 A 股的悲情故事，更是中国 商超格局变化的缩影。 图 / 21世纪经济报道，杨坪摄 公司前台告诉记者， 目前除了西安、深圳外，人人乐其他地区的运营主体均已转让。 作为曾经可以与沃尔玛、家乐福"硬碰硬"的民营超市 ...

Core Viewpoint - The supermarket industry is facing significant challenges in 2024, with many companies reporting declines in revenue and net profit, indicating a pressing need for transformation and adaptation [1][4]. Revenue and Profit Performance - Among 13 listed supermarket companies, 8 experienced a year-on-year decline in revenue, and 9 saw a drop in net profit, with only 2 companies achieving net profit growth while remaining profitable [1][4]. - Yonghui Supermarket reported the highest revenue at 67.574 billion yuan, down 14.07% year-on-year, with a net loss of 1.465 billion yuan, widening by 10.26% [2][4]. - Lianhua Supermarket's revenue fell by 9.7% to 19.71 billion yuan, with a net loss of 359 million yuan, despite closing underperforming stores [2][4]. - Renrenle Supermarket had the largest revenue decline of 49.86%, with revenue at 1.43 billion yuan due to store closures [2][4]. Strategic Adjustments and Transformations - Supermarket companies are implementing "self-rescue transformations" by closing inefficient stores and reducing loss-making operations to alleviate financial pressure [2][6]. - Companies are focusing on creating differentiated product offerings through optimizing product structures and enhancing product quality to meet diverse consumer demands [3][10]. - The trend of closing underperforming stores is common, with Lianhua Supermarket closing over 400 stores in 2024, while Yonghui Supermarket closed more than 200 [6][8]. Focus on Private Labels and Supply Chain - Developing private labels is a key strategy for supermarkets to differentiate themselves and reduce supply chain costs, with Yonghui aiming for private labels to account for 40% of its total sales in the next three to five years [10][11]. - A robust supply chain is essential for the success of private label strategies, enabling cost advantages and quality assurance through scale procurement and efficient logistics [11]. Future Outlook - The next 12 to 18 months are expected to be critical for supermarkets as they implement reforms and optimize their operations, with Yonghui targeting over 300 remodeled stores by early 2026 [7][8].

Core Insights - The retail industry is undergoing significant changes, with traditional hypermarkets closing while local supermarkets are rapidly transforming and opening new stores [1][2][3] Group 1: Market Exit of Traditional Hypermarkets - Aeon supermarket will close its last store in Beijing on May 16, marking its exit from the market after over 20 years of operation [2] - The closure of the last BHG store in Beijing is also imminent, reducing BHG's presence to only two stores in the city [2] - Increased competition from local supermarkets and emerging e-commerce platforms has led to a decline in market share for foreign hypermarkets [2] Group 2: Emergence of Local Supermarket Formats - Local supermarkets like Yonghui are rapidly opening transformed stores, with over 60 modified locations nationwide [3] - The new store formats focus on enhancing customer experience through improved layout, service, and product offerings [3] - Yonghui's recent store modifications have resulted in increased customer satisfaction and shopping efficiency [3] Group 3: Financial Performance and Challenges - Yonghui reported a revenue of 67.574 billion yuan for 2024, a year-on-year decrease of 14.07%, and a net loss of 1.465 billion yuan, marking its fourth consecutive year of losses [4] - Despite initial success, customer traffic at modified stores has begun to normalize, raising concerns about long-term sustainability [4] Group 4: Strategies for Competitive Advantage - Experts suggest that traditional supermarkets must develop differentiated competitive advantages to thrive in a changing market [5] - Successful models include private label products and cost-effective strategies, as seen with brands like Sam's Club and Aldi [5] - Establishing a strong core competency is essential for traditional supermarkets to navigate the ongoing transformation [5]

Core Viewpoint - The announcement of *ST Renle's impending delisting from the Shenzhen Stock Exchange marks the end of a once-prominent retail company, highlighting the challenges faced by traditional supermarkets in adapting to new market dynamics [2][5][6]. Company Summary - *ST Renle received a delisting notice on May 6, 2025, due to a net asset deficit of 404 million yuan and an audit report that expressed an inability to provide an opinion, triggering delisting clauses [5][6]. - The company has reported negative net profits for three consecutive years from 2021 to 2023, with the 2023 financial report indicating significant uncertainties regarding its ongoing operations [6][7]. - Following a series of capital operations in 2024 aimed at preserving its listing status, *ST Renle's anticipated turnaround was contradicted by actual financial results, leading to a failure in its "shell protection" strategy [7][8]. - Once valued at over 13 billion yuan, *ST Renle's market capitalization fell to 1.624 billion yuan before being suspended from trading [7]. Industry Summary - The challenges faced by *ST Renle reflect broader issues within the traditional supermarket sector, including rising operational costs and competition from e-commerce and new retail formats [8][9]. - Traditional supermarkets, including *ST Renle, have struggled with low profit margins and have been overly reliant on supplier fees, weakening their supply chain management capabilities [8]. - Leadership instability has hindered strategic consistency, with *ST Renle changing its chairman three times in six years, leading to frequent shifts in operational direction [8]. - The retail landscape is evolving, with successful companies adapting through digital upgrades, partnerships, and innovative business models, emphasizing the need for agility and specialization in the sector [9].