担起永辉改革大任的叶国富在3月21日表示，永辉要进行"三提两减"，既通过优化人员提升人效，凭借 调改店提升业绩，名创优品在生活用品产品方面帮助永辉提升毛利，以及降成本与降费用。 叶国富提及永辉调改店刚开业业绩较过去提升5-6倍，稳定之后为过去的2-3 倍，"未来这个标准低于三 倍，我们认为都不合理。"他说。 叶国富：永辉今年的核心是减亏，明年全面完成调 改 界面新闻编辑 |牙韩翔 3月21日，名创优品披露2024年财报。2024年公司收入同比增长22.8%至169.94亿元；毛利同比增长 34.0%至76.371亿元。经营利润同比增长17.6%至33.158亿元；期内利润同比增长15.9%至26.354亿元。 经调整净利润同比增长15.4%至27.206亿元。 界面新闻在业绩会上获悉，名创优品创始人、董事会主席兼首席执行官叶国富称，永辉2025年最大工作 核心就是减亏。 永辉在3月17日召开的第六届董事会第一次会议上，通过了《关于成立永辉超市股份有限公司改革领导 小组的议案》，其中，推选永辉第一大股东名创优品的创始人叶国富为组长。新的小组成立意味着，叶 国富直接主导永辉的调改进程。此外，本次董事会暂未聘任公司 ...

叶国富空降掌舵改革 永辉超市"名创式"豪赌？ 本报记者许礼清北京报道 名创优品"入主"永辉超市半年后，其创始人叶国富接掌主导永辉超市全面改革。这也被外界视为其正式 进入"叶国富"时代。 3月18日，永辉超市股份有限公司（以下简称"永辉超市"，601933.SH）第六届董事会第一次会议决议公 告显示，叶国富高票当选新任董事，并被任命为改革领导小组组长。与此同时，原CEO李松峰落选且未 获续聘。董事张轩宁以"未涉及CEO安排"为由投出唯一反对票，矛头直指李松峰的"出局"。 此次选举的背后是权力的更迭，更是永辉超市发展的战略转向。 3月18日，永辉超市发布多条公告宣布新的高层人事任命，其中包括选举张轩松连任董事长、组建以叶 国富为组长的改革领导小组以及新一任CEO空缺并将全球招募等。 根据公告，在永辉超市最新的股东大会中，6位非独立董事候选人中有5人当选，其中，有两个席位来自 原永辉系，分别为张轩松、张轩宁两兄弟，剩余三个席位则均来自于"名创系"。 与此同时，《关于成立永辉超市改革领导小组的议案》以7票获得了通过，这一临时机构被赋予"统领公 司战略转型"的至高决策权。这意味着叶国富不仅正式进入董事会，还将成为永辉超 ...

Core Viewpoint - Yonghui Supermarket is undergoing significant internal changes, with a shift in leadership and strategy aimed at addressing substantial financial losses and operational inefficiencies [1][5][6]. Group 1: Leadership Changes - The Shanghai Stock Exchange issued a regulatory letter to Yonghui Supermarket regarding internal governance issues, leading to the board's decision to authorize a reform leadership group to act in place of the CEO [1][3]. - The new leadership group is led by Ye Guofu, the chairman and CEO of Miniso, who has taken control of the company's management, sidelining the original "Yonghui faction" [3][4]. - Former CEO Li Songfeng's absence from the new executive list and his failure to secure a board position highlight the internal power struggle and the shift in control to the "Miniso faction" [4][5]. Group 2: Strategic Reforms - Yonghui plans to close 250-350 underperforming stores by 2025, with an aggressive strategy to revamp its operations and focus on smaller, quality community supermarkets [9][12]. - The company is expected to incur a net loss of 1.4 billion yuan in 2024, contributing to a total loss exceeding 10 billion yuan over four years [9][12]. - Ye Guofu aims to combine the successful elements of the "Pang Donglai" model with the Sam's Club approach, indicating a strategic pivot towards enhancing customer experience and operational efficiency [9][12]. Group 3: Market Reactions and Challenges - Analysts express mixed views on Yonghui's leadership changes, suggesting that a more centralized decision-making process could benefit the company [7]. - The initial success of the store revamps is questioned, with concerns about the sustainability of customer interest and sales performance in the long term [11][12]. - The reform leadership group is focusing on organizational, operational, and supply chain transformations, with a goal of increasing the sales contribution from private label products to 40% [12].

Core Viewpoint - The article discusses the emergence of "胖东来" (Pang Donglai) as a mentor in the supermarket industry, highlighting its unique approach to retail and the successful adaptation of its model by larger chains like "物美" (Wumart) and "永辉" (Yonghui) [1][3][22]. Group 1: Pang Donglai's Influence - Pang Donglai has opened its first modified store in Beijing, marking its entry into major cities despite having only 13 stores [1][21]. - The transformation of Wumart and Yonghui stores into "胖东来" style stores indicates a trend where smaller chains are mentoring larger ones [1][22]. - The profitability of Pang Donglai, with reported sales of nearly 17 billion and profits of over 800 million, contrasts sharply with Yonghui's projected losses, showcasing its effective business model [25][26]. Group 2: Customer Experience and Store Operations - The new Wumart store features customer-friendly services such as free ginger tea and health check stations, enhancing the shopping experience [8][9]. - The store maintains a constant supply of tasting samples, ensuring customer engagement and satisfaction [10]. - A dedicated section for Pang Donglai's own brand products has been established, which has become a popular area within the store [11][12]. Group 3: Employee Welfare and Training - Employees at the modified Wumart have reported salary increases, reflecting Pang Donglai's commitment to staff welfare [15]. - Staff are adapting to a new service culture, although some challenges remain in maintaining consistent customer service [18][19]. Group 4: Strategic Expansion and Brand Value - Pang Donglai's strategy includes expanding its own brand "DL" through partnerships with larger supermarket chains, allowing for a controlled market entry [29][30]. - The brand's online presence and reputation significantly exceed its physical store reach, creating a unique value proposition that benefits its partners [27][28].

Core Viewpoint - The article discusses the recent opening of a "Fat Donglai-style" transformed Wumart supermarket in Beijing, highlighting the unusual success of a small supermarket chain, Fat Donglai, in mentoring larger chains like Wumart and Yonghui in major cities despite its limited experience and store count [2][4][24]. Group 1: Fat Donglai's Influence - Fat Donglai has become a mentor for larger supermarket chains, with Wumart and Yonghui adopting its operational model to improve their performance [4][26]. - The article notes that Fat Donglai's profitability is impressive, with reported sales of nearly 17 billion and profits exceeding 800 million in 2024, contrasting with Yonghui's projected losses of 1.4 billion [27][28]. - The brand's IP value is significant, as it has gained a strong online presence that exceeds its physical store reach, creating a demand for its products even outside its operational areas [29][30]. Group 2: Wumart's Transformation - The newly opened Wumart store features several customer-friendly initiatives, such as free ginger tea and health check services, which have created a positive first impression among consumers [10][11]. - The store maintains a high level of product availability, particularly in tasting stations, ensuring that customers can always sample products [12]. - A dedicated section for Fat Donglai's own brand products has been established, which has become one of the most popular areas in the store, indicating strong consumer interest [14][16]. Group 3: Employee Experience and Challenges - Employees at the transformed Wumart have reported salary increases, reflecting Fat Donglai's commitment to staff welfare, although they are still adjusting to the new service expectations [19][21]. - The opening day experienced some operational chaos, with customer flow issues and confusion regarding store layout, but management has acknowledged these challenges and is working to improve the experience [22][23]. Group 4: Future Plans and Market Strategy - Wumart plans to complete the transformation of 30 stores by the end of 2025, aiming to replicate the initial success of the Fat Donglai model [24]. - Fat Donglai's strategy of mentoring other chains allows it to expand its brand presence without the risks associated with opening new stores directly in major cities [31][32].

以下文章来源于字母榜 ，作者张琳 字母榜 . 让未来不止于大 来源|字母榜 作者|张琳 编辑|谭宵寒 斥资62.7亿元，成为永辉超市第一大股东半年后，叶国富曲线接手永辉。 3月17日，永辉超市换届选举董事会非独立董事，叶国富被提名进入董事会。永辉超市原董事、CEO李松峰却从永辉这轮斗争中出局。 有趣的是，叶国富并未直接接任或任命新的CEO，而是另起炉灶——永辉超市新成立了改革领导小组，叶国富担任组长，领导永辉改革的叶国富，成了正 在全球招募CEO的永辉的"事实CEO"。 对于叶国富的这一系列操作，永辉超市董事张轩宁投出了反对票，"当前高级管理议案中未涉及CEO安排，这令人深感忧虑。" 如果分析下永辉超市的股权结构，便可以理解叶国富为何要曲线接手永辉了。 "永辉超市目前是一家没有实际控制人的公司，未来会不会有，现在还没有办法准确回答"。永辉超市创始人张轩松在会上的回应，多少透露出永辉内部正 在进行的管理权争夺战。 叶国富虽是永辉超市最大股东，持股比例为 29.4%，但并非实际控制人。创始人张轩松和张轩宁两兄弟股份之和不及叶国富，另外两人也并非一致行动 人。 这种分散的股权结构使得公司在决策权力上缺乏单一主导力量 ...

文/梧桐兄弟 3月20日，上交所发布关于永辉超市（601933）内部治理事项的监管工作函，涉及对象为上市公司、董事、监事、高级管理人员、一般股东、中介机构及其相关人 员，但具体内容并未披露。 | 证券代码 | 证券简称 | 监管类型 处理事由 | 涉及对象 | 处理日期 | | --- | --- | --- | --- | --- | | 601933 | 永辉超市 | 监管工作函 关于永辉超市股份有限公司内部治 | 上市公司,董事,监 | 2025-03-20 | | | | 理事项的监管工作函 | 事,高级管理人员,一 | | | | | | 般股东,中介机构及 | | | | | | 其相关人员 | | 此前，3月17日，永辉超市召开2025年第一次临时股东大会并决议公告，永辉超市董事会完成换届，名创优品创始人叶国富当选新任董事，但原CEO李松峰落选董 事会。 | 议 案 议案名称 | | 得票数 | 得票数占出席会议有 是否当选 | | | --- | --- | --- | --- | --- | | 序号 | | | 效表决权的比例(%) | | | 2.01 | 张轩松 | 6,974,516 ...

Core Viewpoint - Hongxin Supermarket is undergoing a listing hearing on the Hong Kong Stock Exchange, with Choyao Capital as its sole sponsor. The company operates primarily in the Jiangsu province, focusing on wholesale and retail of daily consumer goods under the "Hongxin Long" brand [1]. Group 1: Company Overview - Hongxin Supermarket is headquartered in Yangzhou and operates 51 supermarkets and 109 convenience stores in Jiangsu province as of March 11, 2025, with a significant concentration in Yangzhou [1]. - The company offers a variety of daily consumer products, including fresh food, grains, oils, and household items, catering to customer needs through 16 or 24-hour convenience store operations [1]. - Hongxin Supermarket employs standardized branding, centralized purchasing, inventory control, and unified management strategies to benefit from economies of scale and streamline operations [1]. Group 2: Market Position - According to industry reports, Hongxin Supermarket ranked second among supermarket operators in Yangzhou by sales in 2023, holding a market share of approximately 9.1% [1]. - In the Suzhong region, the company ranked fifth among supermarket operators by sales in 2023, with a market share of about 2.3% [1]. - The company is estimated to rank around 20th among supermarket operators in Jiangsu province by sales in 2023, with a market share of approximately 0.4% [1]. Group 3: Revenue Contribution - The retail business was the primary source of revenue for the company in the fiscal years 2021 and 2022, but the wholesale business caught up in the fiscal year 2023 and is expected to surpass retail in the first nine months of 2024 [2]. - Food products are the main category contributing to revenue for both wholesale and retail segments [2].

" 盒马转舵，驶向下沉市场。 " 作者丨陈嘉欣 编辑丨代聪飞 "我从来没有吃过这么好吃的东西。" 八年前，马云在张勇、侯毅的陪同下参观上海盒马金桥店，他抓起巴掌大的帝王蟹开怀大笑，用餐时还不 停称赞盒马的产品。 此次盒马之行后，张勇彻底在集团站稳脚跟，以盒马为代表的新零售成为阿里战略重心。 2025年，马云再临盒马，来的是盒马的长沙门店，而非北上广深这样的一线城市。当年的左膀右臂均已不 在身边，盒马从"傲视群雄"变得"如履薄冰"。 过去的一段时间，阿里出售盒马的传闻一度甚嚣尘上。马云的站台也许在某种程度上算是一种间接回应： 在大润发、银泰先后被卖出后，至少到目前为止，盒马还没有成为阿里弃子的风险。 一年前的3月18日，侯毅卸任盒马CEO，原CFO严筱磊走马上任。 过去的365天，严筱磊对盒马的战略方向进行了重大调整：陆续关闭X会员店，聚焦盒马鲜生和盒马奥莱 店，放弃对标山姆，有意开拓下沉市场。2025财年，盒马预计将开100家鲜生门店。 另一面，随着传统零售门店纷纷向胖东来靠齐，新零售的下沉战事对盒马而言亦不容易。 01 放弃山姆模式，盒马选择「认命」 折腾五年后，盒马终于认命了。 2020年，盒马喊出要做" ...

大动作！一个月后 永辉超市将退出这两个省 接盘方 是…… 片来源：比优特商业集团公众号 值得一提的是，前一天永辉超市召开了2025年第一次临时股东大会，其中核心内容是选举第六届董事会 董事。 永辉超市的第六届董事会有6位非独立董事候选人，其中，张轩松、张轩宁和李松峰为永辉超市第五届 董事会成员，而叶国富、张靖京和王永平三人来自名创优品集团控股有限公司。但最终仅李松峰落选。 此外，永辉超市新一届董事会未聘任CEO（首席执行官），而是成立了改革领导小组，名创优品创始人 兼CEO叶国富担任组长，对此董事张轩宁投出反对票。 3月18日，东北永辉超市公众号发布《永辉超市关于黑龙江、吉林地区门店闭店的说明与致歉》一文 称，永辉黑龙江、吉林共12家门店预计在今年4月18日停止经营，与此同时，黑龙江当地零售企业比优 特在其集团官方微信号发布了同一信息，称比优特与永辉达成协议，承接永辉黑龙江、吉林共12家门 店。 图片来 源：东北 公众号 比优特在黑龙江和吉林拥有85家门店，其称，交割期间，比优特将根据自身经营管理标准快速对所承接 的永辉12家门店进行人员接收、布局调改等相关事宜。根据规划，交割后新的" 比优特超市 "门店大约 ...