Core Viewpoint - The company plans to close unprofitable stores as a key strategy to reduce losses and aims to achieve profitability by 2027 through various operational adjustments and digital transformation initiatives [1][3]. Group 1: Store Closure and Adjustment Strategy - The company will focus on closing underperforming stores to mitigate losses, with a target to optimize large-format stores from 147 to around 100 [4][8]. - The company has already closed 13 large-format and 42 small-format stores, with over 60 small-format stores undergoing adjustments while remaining operational [2][4]. - Adjusted stores have shown a sales increase of over 10%, while unadjusted stores experienced an 18% decline in sales [2][3]. Group 2: Business Model Transformation - The company is shifting towards a "thousand stores, thousand faces" model, moving away from a uniform approach to better meet local market demands [7]. - The focus will be on expanding small-format stores, particularly through partnerships and franchising, with a goal of reaching 1,600 small-format stores in three years [5][6]. - The integration of various service offerings, such as community services and convenience features, is part of the strategy to enhance customer experience [7][8]. Group 3: Digital Transformation and Supply Chain Optimization - The company has established a digital platform to integrate over 40 systems, aiming to improve operational efficiency and reduce costs [6][8]. - A decentralized ordering system will allow stores to make decisions based on local demand, supported by automated replenishment processes [8]. - The logistics strategy includes the opening of a new central warehouse to streamline distribution across different store formats, enhancing delivery efficiency [8]. Group 4: Future Outlook and Goals - The company aims to navigate through a critical period over the next 2-3 years, focusing on resolving loss issues and achieving profitability by 2027 [8]. - The commitment to maintaining a strong retail presence while enhancing community services positions the company as a comprehensive neighborhood service provider [8].

Core Viewpoint - The company plans to close unprofitable stores as a key strategy over the next 2-3 years to achieve profitability by 2027, while focusing on small format expansion, digital transformation, and community service [2][4]. Group 1: Company Strategy - The company is a large retail chain with various formats including hypermarkets, community supermarkets, and convenience stores, and aims to optimize its operational structure to ensure sustainable development [3][5]. - The company has already closed 13 large format and 42 small format stores, with over 60 small format stores undergoing adjustments while remaining operational [3][5]. - The company plans to reduce large format stores from 147 to around 100, focusing on closing long-term loss-making stores [5][6]. Group 2: Small Format Development - The company aims to expand its small format stores, specifically targeting the "中百罗森" and "中百超市" brands, with a goal of reaching 1,600 small format stores in three years [6]. - The company will maintain at least 500 "中百超市" stores, primarily through a franchise model to lower customer entry costs [6][8]. - The integration of small format stores is expected to enhance consumer recognition and is seen as a key part of the company's strategy to shift business focus [6][8]. Group 3: Digital Transformation - The company established a digital cloud company to integrate over 40 systems and 100 applications, aiming to reduce costs and improve efficiency [7]. - Future digital initiatives will include developing a franchise system for small formats and enhancing online-to-offline services through proprietary platforms [7][9]. Group 4: Supply Chain Optimization - The company plans to decentralize ordering authority to stores, allowing them to make decisions based on local demand, supported by digital management for automatic replenishment [9]. - The new central warehouse, set to launch in August, will improve logistics efficiency by enabling multi-format deliveries on the same route [9]. Group 5: Market Adaptation - The company is breaking away from the "one-size-fits-all" model, adopting a "one store, one strategy" approach to better adapt to market needs [8]. - The company is exploring new competitive models, including discount stores, and has recently opened two new discount locations [8][9].

Core Viewpoint - The company aims to close unprofitable stores as a key strategy over the next 2-3 years to achieve profitability by 2027, while focusing on small format expansion, digital transformation, and community service [1][3]. Group 1: Company Strategy - The company plans to optimize its large format stores from 147 to around 100, closing long-term unprofitable locations to mitigate losses [4]. - The company intends to expand its small format stores, specifically targeting 1,600 locations for its small formats over the next three years [5]. - The company has already closed or adjusted 13 large format and 42 small format stores, with over 60 small format stores undergoing adjustments while still operating [2]. Group 2: Market Adaptation - The retail industry is currently experiencing a downward trend, with many companies closing stores as a proactive measure to adapt to market changes [3]. - The company is shifting from a "one-size-fits-all" approach to a "tailored strategy" for each store, focusing on diverse formats and supply chain optimization [7]. Group 3: Digital Transformation - The company has established a digital cloud company to integrate over 40 systems and 100 applications, aiming to reduce costs and improve efficiency [6]. - Future digital initiatives will include developing a franchise system for small formats and enhancing online-to-offline services through proprietary platforms [6]. Group 4: Supply Chain and Management - The company is decentralizing ordering authority to stores, allowing them to make decisions based on local demand, supported by digital management for automatic replenishment [8]. - A new incentive model will be implemented, allowing stores to propose profit-sharing based on performance, enhancing motivation and accountability [8].

Core Viewpoint - The company aims to close unprofitable stores as a key strategy over the next 2-3 years, focusing on small format expansion, "thousand stores, thousand faces" transformation, and digital empowerment to achieve profitability by 2027 while enhancing community services [1][2][3] Group 1: Store Optimization and Performance - The company has closed 13 large format and 42 small format stores, with over 60 small format stores undergoing adjustments while operating [2] - Adjusted stores have shown a sales increase of over 10%, while unadjusted stores experienced an 18% decline in sales [2] - The company plans to reduce large format stores from 147 to around 100, focusing on closing long-term unprofitable locations [3] Group 2: Small Format Development - The company aims to expand small formats, particularly focusing on Zhongbai Rosen and Zhongbai Supermarket, targeting a total of 1,600 small format stores in three years [3][4] - Zhongbai Rosen has nearly 900 stores and leads in profitability within its system, while Zhongbai Supermarket has faced over 100 million yuan in losses [3][4] - The expansion of small formats will primarily be through franchising, reducing customer entry costs [3][4] Group 3: Digital Transformation - The company established a digital cloud company to integrate over 40 systems and 100 applications, focusing on cost reduction, efficiency, quality improvement, and risk control [4] - Future digital initiatives will include developing a franchise system for small formats and enhancing online-to-offline services through self-operated platforms [4] Group 4: Supply Chain and Operational Efficiency - The company is implementing a decentralized ordering system, allowing stores to make decisions based on local demand, supported by digital management for automatic replenishment [5] - The central warehouse's second phase will enhance storage and delivery efficiency, allowing for multi-format deliveries on the same route [5] Group 5: Management and Incentives - The company has eliminated regional management layers, allowing direct headquarters-store connections and granting stores more autonomy [6] - An incentive model based on target completion, profit sharing, and special rewards will be introduced to motivate store performance [6] Group 6: Long-term Vision - The company is committed to addressing losses and aims to achieve profitability by 2027 while focusing on community services and becoming a comprehensive neighborhood service provider [6]

Group 1: Report Overview - The report is about the analyst meeting of Zhongbai Group, a company in the commercial department store industry, with a research date of June 12, 2025 [1][2] Group 2: Core Views - The company focuses on its main business, with key work on deep - seated reform and reducing losses and turning deficits. It aims to enhance single - store profitability, explore new business models, and expand online business [24] - The company is actively seeking transformation and development, including digital transformation, supply - chain optimization, and full - channel business expansion [28] - In 2025, as the end - year of the "14th Five - Year Plan", the company will strive to build core competitiveness, strengthen management, and reshape development momentum [26] Group 3: Research Basic Information - The research object is Zhongbai Group, belonging to the commercial department store industry. The reception time is June 12, 2025, and the reception staff are Deputy General Manager and Board Secretary Li Huibin, and Deputy General Manager Hu Jian [17] Group 4: Detailed Research Institutions - The reception objects include investors' online questions and others [20] Group 5: Main Content Details Investment Direction - The company focuses on its main business, promotes hierarchical adjustment of stores, formulates "one - store - one - policy" adjustment strategies, and closes long - term loss - making stores. It also expands in the sinking market and mature areas [24] Loss - making Industry Disposal - The company is actively seeking transformation and development, with no major undisclosed matters [25] Market Value Management and Reorganization - The company focuses on its main business to increase market value. There are no major undisclosed matters about the company, its controlling shareholder, and actual controller [26] Future Development Policy - In 2025, the company will deepen reform, reduce losses, and promote business model innovation and upgrading [26] Asset Injection Rumor - The company states that all information should be based on disclosures in selected media [27] Online Sales Transformation - The company cooperates with third - party online platforms and has its own e - commerce platform to expand online business [27] 618 Activity Plan - The company's various business forms will hold mid - year promotion activities. Details can be found on the "i Zhongbai" WeChat official account [28] Development Plan - The company will deepen reform, strengthen corporate governance, and improve core competitiveness [28] Stock Repurchase Plan - The company has no stock repurchase plan for now [28] Dividend Policy - Due to losses in 2024, the company does not conduct profit distribution. It will roll over the accumulated undistributed profits to the next year [28]

Group 1 - Traditional supermarkets are increasingly adopting an "online + offline" model to enhance revenue and improve customer engagement through instant retail and social e-commerce [1][2] - High Xin Retail reported a significant turnaround in profitability for the fiscal year ending March 31, 2025, with a profit of 386 million and a revenue of 71.552 billion, despite a slight revenue decline of 1.4% [2] - The same-store sales for High Xin Retail grew from 0.3% in the first half of the fiscal year to 0.6% for the full year, driven by improved pricing competitiveness and product optimization [2] Group 2 - The online business of Da Run Fa covers over 20,000 SKUs, offering delivery services within 5 kilometers, with innovations like satellite warehouses to meet consumer demand [3] - Yonghui Supermarket reported online revenue of 14.6 billion, accounting for 21.7% of total revenue, with a gross margin improvement attributed to better product structure [4] - Red Flag Chain has increased collaboration with social e-commerce platforms, achieving over 1 billion in sales through frequent operations on platforms like Douyin [5] Group 3 - The supermarket industry is undergoing a transformation, with 48.9% of supermarkets reporting online sales growth, particularly in second and third-tier markets [5] - Experts suggest that instant retail is a key area for supermarkets to focus on, emphasizing the importance of product and brand integration [5][8] - The trend of closing underperforming stores is prevalent, with High Xin Retail closing 8 large stores and Yonghui closing 232 stores in 2024 [7][8] Group 4 - The restructuring of store formats is gaining momentum, with 86% of categories seeing positive growth post-restructuring, and fresh produce playing a crucial role in driving sales [9] - Yonghui plans to expand its restructuring efforts, targeting 150 stores by the end of July 2025, while other companies like Wumart are also focusing on store upgrades [10] - The industry is seeing a diversification of store formats, with companies like High Xin Retail and Wumart exploring new community store models to cater to local needs [11][12]

Core Viewpoint - In 2024, the company demonstrated strong resilience and development potential in a challenging market environment through strategic initiatives and innovative practices [1] Business Structure Optimization - The company reported a revenue of 10.381 billion yuan in 2024, with the supermarket business generating 9.262 billion yuan, accounting for 89.22% of total revenue [2] - The company has focused on building a "quarter-hour convenient living circle," completing the transformation of 10 warehouse hypermarkets and launching the new "Zhongbai Neighbourhood" format to enhance consumer shopping experiences [2] - New store openings included 163 convenience stores, 18 community supermarkets, 1 rural supermarket, 5 community canteens, and 14 new brand stores "Zhongbai Qianshuang Xiaozhan," further solidifying its commercial layout [2] Operational Efficiency Improvement - The company improved operational management by accelerating supply chain development and optimizing product structure, achieving a product turnover rate of nearly 80% in transformed warehouse hypermarkets [3] - Over 10,000 low-efficiency SKUs were eliminated in convenience stores, and 265 new products were developed, enhancing market competitiveness [3] - Sales, management, and financial expenses decreased, with sales expenses down by 11.52% compared to the previous year, indicating effective measures in optimizing sales strategies and enhancing management efficiency [3] Accelerated Digital Transformation - The company advanced its digital transformation by completing projects like the financial management platform and launching procurement and asset management systems, enhancing data analysis and operational efficiency [4] - The self-developed online platform "Zhongbai Neighbourhood Purchase" saw a 66% year-on-year sales increase, showcasing significant growth potential [4] - The company conducted over 1,600 live broadcasts, attracting more than 260 million viewers, which broadened sales channels and improved brand influence [4] Organizational Management Innovation - The company recruited 230 young talents and implemented a "100 college students reserve training plan," injecting fresh energy into its development [5] - Financial management reforms included vertical management of subsidiary financial positions and appointed financial leaders to enhance financial oversight and effectiveness [5] - The company strengthened internal control risk prevention and management, focusing on financial, funding, procurement, and contract management areas [5] Social Responsibility Commitment - The company actively fulfills its social responsibilities and was recognized as a model case for social responsibility practices among Hubei listed companies [6] - Initiatives included community support for left-behind children and the elderly, providing essential goods to disadvantaged families, and offering exclusive member benefits to 18,000 veterans, resulting in direct savings of over 4 million yuan [6] - Participation in community service activities enhanced local convenience and fostered community engagement [6] Future Outlook - The company aims to enhance its core competitiveness and steadily progress towards becoming a century-old livelihood enterprise, aspiring to achieve remarkable performance in the retail sector [7]