2025年11月11日，银川首家"胖改店"——物美超市阅彩城店正式开业，当天上午九点，顾客们纷纷涌入 卖场，在烘焙、鲜食和胖东来自主品牌专区前驻足挑选。 这家看似普通的超市，实则是银川借鉴胖东来经营模式的"学习胖东来自主调改店"（简称"胖改店"）之 一。从9月19日吴忠万达店开业头两天客流量超5万人次，到如今银川"胖改店"陆续亮相，这种新型零售 形态正悄然改变着宁夏的消费市场格局，也为整个零售行业带来了深刻启示。 "胖东来模式"并非简单形式模仿，而是回归商业本心，致力于构建与消费者之间牢固的信任桥梁。在消 费增长放缓的今天，这种经营理念的转变尤为可贵。 图据宁夏新闻网 走进银川胖改店，9.9元、19.9元的鲜切花专区首先带来清新气息。这一胖东来标志性场景的引入，为购 物增添了仪式感，让超市不再是单纯的采购场所，更成为感受鲜活生活气息的空间。 "我们还是新手，服务不周，但在努力"的暖心提示，悬挂在熟食区柜台。这样真诚的表达，与传统商超 中过度营销形成鲜明对比。 胖东来模式之所以成功，还因为员工的幸福感直接关系到消费者的体验感。在员工待遇普遍不佳的零售 行业，胖东来却将50%的股份分给了基层员工，40%的股权分给 ...

汇嘉时代 20251121 摘要 汇嘉时代北京路惠佳门店深度调改后日销额显著提升至 140 万元，其他 门店微调后日销额增长 10%-20%，验证了胖东来模式的有效性，公司 决定以此为标杆，扎实推进其他门店的调改。 公司计划调整员工薪资体系、优化商品结构、拓宽卖场通道及增设便利 设施，而非大规模装修，以降低成本并快速提升门店运营效率。目前已 引入约 105 个胖东来单品，占超市体系销售额的 9%。 汇嘉时代超市业务中，生鲜类产品销售占比超过 55%，烘焙类产品占比 约为 2%，熟食类产品占比约为 8%。调改后超市整体毛利率约为 19%，预计 2026 年第一季度业绩增长将带动毛利率进一步提升。 公司中央厨房建设进程放缓，原因是自有烘焙产能已能满足需求。北汇 店通过供应链切换和品牌优化，SKU 数量稳定在 10,000 至 12,000 个， 与精品超市定位相符。 北汇店调改后净利润率达到 8%，其他调改门店预计达到 3%以上即为成 功。低空业务方面，农林植保业务预计年底展开，载人旅游审批复杂， 预计 2026 年贡献效益。 Q&A 汇嘉时代在商超业务方面的调改进度和效果如何？ 今年 9 月，汇嘉时代对 8 家 ...

Core Viewpoint - Yonghui Supermarket is undergoing significant changes, including a new financing plan and a major share reduction by its founder, which raises concerns among investors about the company's future direction and stability [1][3][17]. Group 1: Company Actions - Yonghui Supermarket plans to raise 3.1 billion yuan through a private placement to upgrade stores, improve logistics, and supplement working capital [11][13]. - The company has initiated a "fat reform" strategy, inspired by the successful model of another retailer, which has already seen significant sales increases in pilot stores [12][13]. - As of September, Yonghui has completed the transformation of 124 stores and aims to reach 150 by the end of July, with a long-term goal of 300 stores by early 2026 [13]. Group 2: Leadership Changes - The leadership of Yonghui has shifted, with the new CEO Wang Shoucheng, a 34-year-old with experience in the company, taking charge of the reform efforts [16]. - The founder, Zhang Xuansong, remains a significant shareholder but has reduced his direct influence over the company's operations [5][17]. - The board has seen changes, with new non-independent directors from the Miniso group, indicating a shift in strategic direction [15][16]. Group 3: Financial Performance - Yonghui Supermarket has faced significant financial challenges, with revenues dropping from 91.06 billion yuan in 2021 to 67.57 billion yuan in 2024, and cumulative losses of 9.5 billion yuan during this period [15]. - The company reported a revenue of 42.43 billion yuan and a net loss of 710 million yuan in the first three quarters of the current year, marking a year-on-year decline of 22.21% and 811.60%, respectively [15]. Group 4: Market Reaction - Following the announcement of the share reduction by the founder, Yonghui's stock price fell by 2.74%, leading the decline in the A-share retail sector [18].

Core Viewpoint - The founder of Pang Donglai, Yu Donglai, stated that the company has no plans for scale development or an IPO, aiming instead to be a model enterprise focused on cultural and business exchange research, promoting a scientific approach to a happy lifestyle [1] Group 1: Open Day and Learning Initiatives - Pang Donglai has established an "Open Day" to allow external parties to learn about the company, with visits starting from November 1, 2025, and occurring on the 10th and 20th of each month [3][4] - The participation fee for the Open Day is set at 20,000 yuan per person, with a limit of 15 participants per batch and a maximum of 5 from the same company [4] - Yu Donglai announced personal sharing sessions at a cost of 500,000 yuan for three hours, alongside a two-day entrepreneur study activity organized by Lian Shang College costing 1 million yuan [4] Group 2: Financial Performance and Industry Impact - Pang Donglai reported a cash reserve of 4.1 billion yuan and no loans, with sales reaching 18.4 billion yuan from January to October 2025, and a single-month sales record of 1.1 billion yuan in October [6] - The company has been recognized as a benchmark in the retail industry, inspiring competitors like Yonghui Supermarket and Bubugao to adopt its operational model, leading to improved performance metrics [6][7][8] Group 3: Focus on Quality Over Scale - Pang Donglai currently operates 14 stores primarily in Xuchang and Xinxiang, with no plans to expand outside Henan, emphasizing a strategy of steady and sustainable growth rather than blind expansion [9][10] - The company has closed several profitable stores to maintain quality and customer experience, reflecting its commitment to operational excellence over mere growth [10] - Yu Donglai expressed the desire for Pang Donglai to serve as a model for the industry, focusing on quality and long-term sustainability rather than becoming a nationwide chain or multinational giant [10]

Core Insights - The article highlights the launch of Yonghui Supermarket's first "Pang Donglai model" store in Weinan, marking a significant step in enhancing the retail market and consumer experience in the region [1] Group 1: Store Transformation - The Yonghui Supermarket in Weinan focuses on optimizing product structure, improving shopping environment, enhancing service details, and deepening employee care as part of its commitment to the Pang Donglai model [3] - The store redesign includes the removal of forced traffic flow, widening main aisles, and standardizing shelf heights to 1.6 meters, creating a more open shopping experience [3] - Special areas for Pang Donglai and Yonghui's private label products have been established, with significant upgrades to the bakery, deli, and fresh food sections to create an immersive shopping space [3] Group 2: Product Offering - The store maintains a comprehensive range of essential goods while introducing high-quality domestic and international brands, with new products making up 47% of the assortment [4] - The product structure has been systematically restructured, with a focus on increasing the proportion of imported goods and fresh products, including local specialties like organic vegetables and various ready-to-eat items [4] - The differentiation strategy is built on three pillars: premium products, Yonghui custom offerings, and quality Yonghui products [4] Group 3: Quality Control and Services - Quality control is emphasized throughout the supply chain, with strict standards for product entry and management to ensure safety and freshness [5] - The store offers over 40 customer convenience services, including rest areas, free beverages, and pet accommodation, along with thoughtful facilities like magnifying glasses and thermal bags [5] - Additional services include meat processing, seafood customization, and extensive sampling options to enhance consumer convenience [5] Group 4: Employee Welfare - The number of employees at the store increased from 99 to 145, with an average salary increase and benefits such as 10 days of paid annual leave after one year of service [7] - The store has implemented a structured cultural and skills training program to enhance employee professionalism and service quality [7] - The transformation aims to create a unique shopping experience under the theme "National Supermarket, Quality Yonghui" [7]

Core Insights - Yonghui Supermarket reported a revenue of 42.434 billion yuan for the first three quarters, a year-on-year decline of 22.21%, and a net loss attributable to shareholders of approximately 710 million yuan, which is more than eight times the loss of 77.87 million yuan in the same period last year [1] - The decline in revenue is attributed to intense competition in the retail industry, changes in consumer habits, and a focus on optimizing store operations, which led to a decrease in both customer traffic and average transaction value [1] - The net profit decline is primarily due to the drop in revenue and gross margin, with the third quarter's gross margin affected by the company's strategy to optimize product structure and procurement during store renovations [1] Revenue and Profit Analysis - The company has closed 227 loss-making stores, which contributed to the revenue decline and increased net losses in the first half of the year [2] - As of September 30, the company had 450 operational stores, with 222 undergoing renovations, and has reported a recovery in same-store sales to positive growth after focusing on core renovated stores [1] Strategic Initiatives - Yonghui Supermarket has initiated a comprehensive restructuring based on the "Fat Donglai model," focusing on supply chain transformation, customer experience enhancement, and employee welfare [2] - The company announced a new positioning strategy "National Supermarket Quality Yonghui" and a "Product Centralization" strategy, aiming to launch a series of billion-level flagship products over the next three years [4] - The introduction of "Yonghui Custom" and the private label "Quality Yonghui" includes over 20 quality products across various categories, with 15 products generating over 100 million yuan in sales since their launch in October [4] Market Performance - As of October 31, Yonghui Supermarket's stock price increased by 0.43% to 4.66 yuan per share, with a market capitalization of 42.29 billion yuan [4]

Core Insights - The founder of Pang Donglai, Yu Donglai, emphasizes the importance of understanding his retail business model, suggesting that even a partial understanding can help others escape the "death zone" of retail [1] - Yu Donglai is increasingly positioning himself as a mentor, launching high-priced educational programs for entrepreneurs, reflecting his confidence in the value of his insights [2][3] Educational Initiatives - Yu Donglai announced plans to charge 1 million yuan for a two-day entrepreneur exchange program and 50,000 yuan for a three-hour personal sharing session [2][3] - The Pang Donglai Open Day will start on November 1, allowing limited groups to visit and learn about the business for a fee of 20,000 yuan per person [4] - The Pang Donglai Commercial Research Institute offers various paid courses, including a "Seed Class" with fees of 50,000 yuan for the first year, and 30,000 yuan for the subsequent years [5][6] Business Performance - As of October 21, 2023, Pang Donglai Group reported a total sales revenue of 18.95 billion yuan, with an expected annual revenue of 22 billion yuan, up from approximately 17 billion yuan the previous year [7] - The success of Pang Donglai is attributed to its strong brand loyalty and efficient supply chain, which are difficult for other retailers to replicate [13] Industry Context - The retail industry is facing significant challenges, with major players like Yonghui Supermarket and Bubu Gao experiencing substantial losses and store closures [9][12] - Despite the struggles of other retailers, Pang Donglai's growth has made it a beacon of hope in the industry, leading to a growing admiration for Yu Donglai among other entrepreneurs [10] Limitations of the Model - The unique success of Pang Donglai is closely tied to its regional identity and consumer loyalty, which may not be applicable to other retailers operating in different markets [13] - While many retailers are attempting to adopt Pang Donglai's model, they often lack the core competitive advantages that drive its profitability [13][14] - The sustainability of the profitability of these adapted models remains uncertain, especially given the high costs associated with store renovations and the need for genuine consumer trust in new private label products [16]

Core Insights - The appointment of Wang Shoucheng as CEO of Yonghui Supermarket at the age of 34 signals a strong desire for change within the company, aiming to embrace new transformations and break away from traditional management practices [1][3][7] Company Performance - In the first half of 2025, Yonghui Supermarket reported revenue of 29.948 billion yuan, a year-on-year decrease of 20.73%, with a net profit attributable to shareholders of -241 million yuan [3] - Under Wang Shoucheng's leadership, the "Fat Donglai Model" has begun to show results, with an average increase of 80% in customer traffic and over 60% of stores achieving their highest profitability in the past five years [3][4] Leadership Background - Wang Shoucheng joined Yonghui in 2017 as a management trainee and has held various positions, including business assistant to the CEO, cluster operations partner, and regional general manager, before becoming CEO [4] - His successful implementation of the "Fat Donglai Model" in 100 stores within a year demonstrates his capability to drive significant change in a struggling company [4][6] Strategic Shift - Wang Shoucheng is leading a strategic transformation towards a "product-centered" approach, aiming to develop 100 billion-yuan-level products within three years and increase the number of private label products from 60 to 500 by 2029 [9] - The traditional supermarket model of merely selling shelf space is deemed outdated, prompting Yonghui to establish a unique competitive advantage through its own brands [9][10] Market Context - The Chinese retail market is undergoing profound changes, characterized by a "new normal" of single-digit growth, while instant retail is experiencing significant growth, projected to exceed 1 trillion yuan by 2025 [10][11] - Yonghui is simultaneously renovating and closing stores, having opened 93 new locations while shutting down 227 underperforming ones in the first half of 2025, aiming to streamline operations in a competitive market [11]

Core Insights - Yonghui Supermarket has initiated a transformation process inspired by the "Fat Donglai model," which began over 500 days ago, following a visit by its former management team to the chairman of Fat Donglai [1] - The company announced that Guangdong Jun Cai International Trade Co., a wholly-owned subsidiary of Miniso, will acquire shares held by several stakeholders, marking a significant step in its transformation [1] - New CEO Wang Shoucheng reported an average customer traffic increase of 80% in transformed stores, with over 60% of stabilized stores achieving their highest profitability in five years [1][5] Transformation Phases - The transformation has progressed from "Fat Donglai assistance" to "regional autonomous transformation," establishing Yonghui's own methodology for store improvement [2] - A systematic evaluation metric has been developed, focusing on technical standards, customer service, product quality, and food safety, with stores scoring above 80 considered high-performing [2] - The second phase of transformation will emphasize refining product offerings to meet consumer needs, breaking down existing barriers [2] Product Strategy - Yonghui aims to shift focus from traditional retail practices to a product-centric approach, dedicating full attention to market analysis and product development [3] - The company plans to launch its own brand products, adhering to the quality standards set by Fat Donglai, with 12 new products introduced, including juice and laundry detergent [3] - The introduction of products similar to popular items from Fat Donglai indicates a strategic alignment with successful market trends [3] Financial Performance - Despite ongoing transformation efforts, Yonghui reported a revenue decline of 14.07% in 2024, with a net loss of 1.465 billion yuan, marking the fourth consecutive year of losses [5] - The revenue drop is attributed to intense competition in the retail sector and significant store optimization and strategic shifts [5] - Positive indicators from transformed stores include a net promoter score (NPS) exceeding 40 and sales growth of over 100% during peak holiday periods, suggesting improving customer engagement [5]

Core Insights - Hefei's consumer capacity has been continuously improving, with significant progress in cultivating regional consumption centers and stimulating market vitality [1] - The opening of the Yonghui Supermarket's new store in Hefei marks the company's eleventh store in the city and the third in the Yao Hai District, indicating a strategic expansion into lower-tier markets [1] Product Structure Optimization - Yonghui has implemented a "product-first" strategy, restructuring its product offerings into three main pillars: "Top Brands," "Yonghui Custom," and "Quality Yonghui" [2] - The store has reduced its product range from 13,883 items to 10,978, with a new addition of 4,539 items, resulting in a 41.3% increase in new products [2] - The proportion of fresh food items has increased from 4.8% to 13%, with a simultaneous rise in imported goods to meet consumer demands for quality and variety [2] Own Brand Expansion - Yonghui plans to develop 500 own-brand products over the next five years, with several items already available in the new store, including orange juice, laundry detergent, and organic vegetables [4] - The fresh food section features a variety of high-quality products, including organic vegetables and premium fruits, alongside a selection of meats and seafood [4] Enhanced Environment and Services - The store has improved its shopping environment by removing mandatory pathways and standardizing shelf heights to create a more open layout [6] - Various customer services have been introduced, including meat processing, seafood cleaning, and additional amenities like health measurement tools and mobile charging stations [6] Pricing Strategy - The store employs a pricing mechanism for fresh-cut fruits and juices, offering discounts based on the time since production, with a focus on selling fresh items only [8] Community Life Center Development - The external rental area of approximately 2,500 square meters includes 25 merchants across various categories, aiming to create a community service platform [9] - Partnerships with well-known brands such as KFC and Luckin Coffee have been established to enhance the dining and entertainment options available in the store [10] Market Strategy and Future Plans - The new store represents Yonghui's commitment to deepening its presence in the Anhui market and supporting local consumption upgrades [11] - The CEO of Yonghui has reported an average customer traffic increase of 80% in remodeled stores, with over 60% of stabilized stores achieving higher profitability than in the past five years [11]