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净利暴跌187%,叶国富“交卷”,“胖改”并不万能
3 6 Ke· 2025-08-22 06:11
胖东来经营的核心是分润,本质是靠着超高的品质与员工积极性从而保持优质的服务。 一些接受调改的公司,一般只能学其"形",而不能学其"魂"。 尤其对于一些已经上市的商超类公司,大手笔的分润与企业追求利润最大化存在着天然的矛盾。也就是 说,上市商超最终业绩的改善,是市场调节的结果,外因的干涉只能起到催化作用,而不能彻底解决问 题。 这点从永辉超市的调改,就能窥探一二。 实际上,自叶国富高调入局永辉之后,永辉超市的业绩并未大幅地改善,有了"胖东来"概念的加持,永 辉超市在资本市场的确得到了一定的溢价。 但是自去年年底至今,随着永辉业绩的披露,资本市场也开始了祛魅的过程。 根据统计显示,2025年零售板块整体涨幅超过了9%,已经实现了两年上涨,而永辉超市年内跌幅超过 22%。 明显跑输市场。 当然,这并不是最糟糕的。 对于上市公司而言,盈利能力以及想象空间是支撑股价的核心要素。而随着永辉超市的"胖改"逐渐深 入,业绩的兑现则被提到了核心位置。 若永辉业绩继续拖累,资本市场进一步用脚投票,叶国富还会受到较大的影响。 困境加剧 从业绩表现来看,永辉超市的困境开始加剧。 其不仅营收出现了下滑,净利润更是直接由盈转亏。 对于业 ...
品牌运营:品牌私域运营超实用手边书Pro2.0
Sou Hu Cai Jing· 2025-08-19 23:35
Core Insights - The report emphasizes that brand private domain operations are not just operational tools but represent a new market model focused on achieving user growth, reducing churn, and enhancing conversion rates through continuous optimization across multiple dimensions such as traffic, content, and operations [1][5][6]. Traffic Management - Continuous user acquisition is essential, utilizing methods like sample machines and BA incentives to attract traffic, while also focusing on recruitment details [1][6]. - The report highlights the importance of integrating offline traffic into online communities, particularly in the beauty sector, to enhance user engagement [1][8]. User Engagement - Customizing content based on user needs and designing private domain journeys are crucial for increasing user activity [1][6]. - The concept of "emotional economy" is introduced as a key to high conversion rates, alongside strategies for stimulating repurchase through category cross-selling [1][8]. Operational Strategies - The report discusses the necessity of leveraging emotional economics to improve conversion rates and reduce operational costs through community ecosystems [1][6]. - It suggests that brands should evaluate operational partners based on a private domain user value assessment model and validate content effectiveness through relevant data metrics [1][6]. Data and Technology Utilization - The application of technologies such as RPA, AI, and LCAP is recommended to ensure large-scale community operations, with a focus on defining core metrics and improvement methods [1][6]. - The report also explores multi-party collaboration models and provides case studies from the supermarket and beauty industries, emphasizing the need for customized operations that integrate automation and refined management for sustainable growth [1][5]. Industry Trends - The rise of private domain traffic is seen as a milestone in user-centric marketing and a catalyst for digital transformation in marketing strategies [5][6]. - The report indicates that private domain operations have become standard across various industries, with brands increasingly investing in optimizing these operations and validating their effectiveness through data [6][8].
人民日报专访于东来:胖东来无意成为商超巨头,希望做一条鲇鱼
Ren Min Ri Bao· 2025-08-19 05:45
Core Viewpoint - The interview with Yu Donglai, chairman of Pang Donglai Commercial Group, emphasizes the importance of high-quality development and service quality in business operations, highlighting the company's unique approach to employee welfare and customer service [1]. Group 1: Employee and Customer Focus - The key to Pang Donglai's success is the emphasis on people, where treating employees well leads to better customer service and overall business growth [3]. - The company has a high salary and welfare model, which is seen as beneficial rather than a violation of business logic, creating a positive cycle of service and satisfaction [3]. - Yu Donglai believes that while aspects of their business model can be replicated, true success requires a deep understanding of the unique environment and culture of each business [4]. Group 2: Business Philosophy and Quality Control - Pang Donglai prioritizes quality over scale, choosing to close profitable stores that do not align with their operational philosophy, emphasizing customer experience and product quality [8]. - The company has developed extensive operational manuals to ensure consistent quality across its stores, demonstrating a commitment to maintaining high standards [8]. - Yu Donglai criticizes short-sighted business practices that prioritize profit over product quality, advocating for a focus on product integrity and employee training [6][7]. Group 3: Market Position and Growth Strategy - Pang Donglai does not aim to become a nationwide chain but instead focuses on quality and sustainable growth, believing that excellence in operations is foundational for long-term success [9][10]. - The company is currently focused on optimizing existing stores before considering expansion, reflecting a cautious and deliberate growth strategy [9]. - Yu Donglai emphasizes the importance of building trust and integrity in business, which he views as essential for long-term competitive advantage [10]. Group 4: Economic Environment and Entrepreneurial Spirit - The chairman expresses confidence in the Chinese economy, arguing that consumer spending issues may stem from poor product and service quality rather than an overall economic downturn [12]. - He highlights the supportive role of government in creating a favorable business environment, which is crucial for the growth of private enterprises [14]. - Yu Donglai calls for a collective effort from entrepreneurs to contribute positively to society, emphasizing the role of private businesses in national development [16][17].
人民日报专访于东来:胖东来无意成为商超巨头,希望做一条鲇鱼
华尔街见闻· 2025-08-19 04:26
Core Viewpoint - The core viewpoint of the article emphasizes the importance of high-quality development and service quality in business, as articulated by Yu Donglai, the chairman of Pang Donglai Commercial Group, highlighting the company's commitment to integrity and customer satisfaction [2][16]. Group 1: Business Philosophy - The focus on "people" is identified as the key to success, with a belief that treating employees well leads to better customer service and overall business growth [6][12]. - The company prioritizes quality over scale, opting to close profitable stores that do not align with its operational philosophy, demonstrating a commitment to customer experience and product quality [13][14]. - Pang Donglai's business model is seen as difficult to replicate fully due to the unique environment, culture, and team dynamics of each enterprise [7]. Group 2: Employee Empowerment and Management - Employees are empowered to respond to customer needs without excessive bureaucratic processes, which enhances service efficiency and customer satisfaction [18][19]. - The company believes in fostering a culture of trust and responsibility among employees, which is crucial for delivering high-quality service [19]. Group 3: Market Position and Economic Outlook - The company does not aim to become a nationwide chain or a multinational giant, instead focusing on quality and sustainable growth [16][20]. - Despite concerns about consumer spending, the company asserts that its success is indicative of a thriving market, suggesting that quality products and services drive customer spending [21]. - The article highlights the importance of a supportive business environment, with government assistance playing a crucial role in the company's operations [22][23]. Group 4: Entrepreneurial Spirit - The article underscores the significance of private enterprises in China's economic landscape, advocating for the growth of more successful private businesses to enhance national development [24][25]. - The company encourages a proactive approach among entrepreneurs to contribute positively to society and the economy [26].
人民日报专访于东来,问了12个问题
Ren Min Ri Bao· 2025-08-19 03:08
Core Viewpoint - The interview with Yu Donglai, chairman of Pang Donglai Commercial Group, emphasizes the importance of high-quality development and service quality in business operations, highlighting the company's commitment to integrity and customer satisfaction [1][8]. Group 1: Business Philosophy - The company prioritizes a people-centric approach, believing that treating employees well leads to better customer service and overall business success [2][3]. - The business model of Pang Donglai is not easily replicable, as it is deeply rooted in the specific environment, culture, and team dynamics of the company [2][3]. Group 2: Quality Over Quantity - Pang Donglai focuses on maintaining product quality and customer experience rather than pursuing rapid expansion or scale [4][5]. - The company has closed profitable stores that did not align with its operational philosophy, demonstrating a commitment to quality over mere profitability [4][5]. Group 3: Response to Criticism - The company acknowledges the dual nature of online attention, where both praise and criticism can arise, and emphasizes the need to address valid concerns while protecting against malicious attacks [3][4]. - Pang Donglai actively works to improve its operations in response to constructive criticism, reinforcing its commitment to quality and customer service [3][4]. Group 4: Market Position and Strategy - The company does not aim to become a nationwide chain or a multinational giant, instead focusing on sustainable and quality-driven growth [5][8]. - Pang Donglai believes in the potential of the Chinese market, asserting that consumer demand remains strong despite perceptions of economic downturns [7][8]. Group 5: Role of Government and Environment - The company appreciates the supportive role of the government in creating a favorable business environment, which is crucial for the growth of private enterprises [7][8]. - A collaborative relationship between government and businesses is essential for mutual trust and development [7][8].
胖东来招保安要求本科 人社部门回应
Qi Lu Wan Bao· 2025-08-19 01:00
Core Viewpoint - The recruitment requirements set by the Henan-based supermarket chain, Fat Donglai, have sparked widespread discussions on employment discrimination, particularly regarding the high educational qualifications and age limits for positions such as security and cleaning staff [1][5]. Group 1: Recruitment Requirements - Fat Donglai has announced that for most positions, including security and cleaning, a minimum of a bachelor's degree is required, with age limits generally set at under 30 years old [5][6]. - Specifically, for the security position, 93 individuals are sought, with the requirement that applicants must be male and aged 25 or younger [6][7]. - For the cleaning position, 140 individuals are needed, with no gender restrictions but still requiring applicants to be 25 or younger [6][7]. Group 2: Public Reaction and Legal Concerns - Many netizens have criticized the high educational requirements, arguing that it is unfair and discriminatory, especially for those whose qualifications do not meet the standards even for basic roles [1][5]. - Legal experts have indicated that the recruitment practices may violate employment laws regarding discrimination based on education, age, and gender, suggesting that the company must justify the educational requirements in relation to job responsibilities [7]. - The local labor authority has stated that while the educational requirements may be legal, the gender-specific hiring for security roles could be considered discriminatory and may be investigated further [7].
用真诚换取信任 用信任赢得市场——胖东来商贸集团董事长于东来访谈(与企业家谈“新”)
Ren Min Ri Bao· 2025-08-18 22:12
Core Viewpoint - The success of the company, Pang Donglai, is attributed to its focus on high-quality development and service quality, emphasizing the importance of valuing people and building trust with customers [1][2][3]. Employee and Management - The company believes that treating employees well leads to a positive cycle where employees treat customers well, which in turn benefits society [3]. - Pang Donglai's business model is not easily replicable as it is based on a deep understanding of its unique environment, culture, and team [4]. - The company prioritizes employee empowerment and training, allowing frontline staff to respond quickly to customer needs [9]. Business Philosophy - Pang Donglai emphasizes quality over scale, choosing to close profitable stores that do not align with its operational philosophy [7][8]. - The company maintains a strict focus on product quality and customer experience, rejecting short-term profit strategies that compromise these values [6]. - The commitment to integrity and customer trust is seen as a long-term business strategy, with policies like "no-reason return" enhancing its reputation [9]. Market Position and Strategy - The company does not aim to become a nationwide chain but rather focuses on sustainable and quality-driven growth within its existing market [8]. - Pang Donglai believes that the current economic challenges are not indicative of a broader decline, but rather a reflection of product and service quality [10]. - The company recognizes the importance of a supportive business environment and government assistance in fostering growth [11]. Entrepreneurial Spirit - The company advocates for the role of private enterprises in driving economic development and emphasizes the need for entrepreneurs to contribute positively to society [12][13].
2025年商超自有品牌洞察报告-春雷启序,循势增长-尼尔森IQ
Sou Hu Cai Jing· 2025-08-14 10:17
尼尔森IQ《2025年商超自有品牌洞察报告》显示,商超自有品牌正迎来发展关键期,呈现从低价走量向品质化、差异化转型的趋势。 从行业趋势看,68%的零售商将优化商品组合(含自有品牌)列为2025年资源投入首要优先级,凸显其战略地位。消费者对自有品牌接受度提升,56%的中 国消费者愿购买更多自有品牌,高于全球基准的53%。2025年现代渠道中,自有品牌销量增幅达12.9%,远超厂商品牌的4.8%,但价格仍比厂商品牌低 16%,质价比优势明显。不过,77%的消费者仍倾向熟悉的知名品牌,50%认为厂商品牌值得溢价,自有品牌需突破质量信任与品牌忠诚瓶颈。 品类表现呈现分化。量增品类中,酸奶/酸味奶、包装水等通过"大单品"策略和品质升级实现增长,如包装水以"品质相当、价格更优"吸引消费者;部分品 类开始探索创新,即饮茶凭借技术工艺升级打造差异化。量跌品类如香皂/浴液、护肤品等,反映出消费者对这类产品的品牌依赖度高,自有品牌竞争力不 足。新鲜烘焙和现制熟食成为新增长点,短保烘焙面包销量增幅显著,现制熟食件数增长达3.5倍,体现出"真材实料"对消费者的吸引力。 成功打造自有品牌需多维度发力。品类选择上,需结合供应链能力,对薯 ...
苏宁拟支付2.2亿元与家乐福达成债务和解
21世纪经济报道· 2025-08-12 23:56
记者丨唐唯珂 编辑丨黄剑 持续两年多的"苏宁和家乐福股权拉锯战"在8月11日晚按下终止键。 ST易购当晚公告称,全资子公司苏宁国际已与家乐福集团及其子公司签署和解协议: 公司以 2.2亿元一次性了结剩余16.67%股权收购尾款、知识产权欠费及多项仲裁索赔,并将在付款完 成后100%控股家乐福中国 。 这意味着,曾经叱咤中国零售市场的家乐福大型商超业务,在苏宁体系内走完最后一程; 而苏宁也得以甩掉逾13亿元潜在债务"包袱",换取一次账面超过11亿元的债务重组收益。 此前即有业内人士分析,家乐福全球战略收缩、中国市场持续失血,加上仲裁周期长、执行 难度大,让双方都倾向"快刀斩乱麻"。根据家乐福集团财报,其2024财年净利润7.9亿欧元, 同比下降18%,继续在中国消耗诉讼资源并不划算。 从4 8亿元并购到1 0亿元尾款拉锯 公 告 显 示 , 此 四 家 子 公 司 均 资 不 抵 债 , 净 资 产 分 别 为 -1.46 亿 元 、 -4.32 亿 元 、 -9220 万 元、-6.93亿元。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。交易完成后,四家子公司将不再纳入上市 ...
每经热评︱让刑满释放者获得彻底“释放” 呼唤更多“胖东来”
Mei Ri Jing Ji Xin Wen· 2025-08-12 02:45
每经评论员 付克友 胖东来是"网红"的,又是孤独的。它的"网红",来自它的孤独。越是孤独,越是"网红";越是"网红", 又越是孤独。 比如近日,胖东来新店2%招聘岗位(约20个岗位)拟面向刑释人员(刑满释放人员),一石激起千层 浪。因为它的特立独行,甚至引来炒作质疑。 8月10日,胖东来发布说明回应称,此次招聘刑释人员,是基于人性的善良和美好;同时也倡导社会对 刑释人员不歧视、不带有色眼镜,让他们能够被社会善良宽容地接纳,拥有平等的尊严、人格和追求生 命幸福的机会及权利。 显然,胖东来希望有更多的同行者。但情况可能不是那么乐观,胖东来还在唱着"独角戏"。 为什么是胖东来 客观地说,公众对于刑释人员有着刻板的印象和深刻的成见。这种印象和成见,非一日之寒,也不可能 一朝一夕改变。 就拿胖东来这次招聘来说,满屏的热搜话题是什么? "胖东来招聘服刑人员""胖东来招聘服刑人员顾客该支持吗""胖东来招聘服刑人员需平衡善意和安 全""招了服刑人员的胖东来你还敢去吗"……乍一看,还以为监狱可以联网,在押服刑人员在胖东来上 班。 危言耸听的背后,是普遍的安全焦虑。 胖东来愿意给刑满释放人员机会,不是心血来潮,也不是孤立的商业决 ...