In recent years, Yonghui Superstores has attempted to emulate the business model of Pangdonglai, a benchmark retailer based in Henan Province, by optimizing its product mix, improving employee compensation, and enhancing customer experience. However, despite these reform efforts spanning 20 months, the company has yet to reverse its ongoing losses. Since 2023, Yonghui’s financial reports have shown a continuous decline in net profit, with significant losses recorded. Although Yonghui adopted certain management practices from Pangdonglai—such as raising frontline staff salaries, shortening store hours, and strengthening localized product selection—it faces immense challenges in replicating this model nationwide. On one hand, Pangdonglai’s success is deeply rooted in its localized operations and unique corporate culture, which are difficult to scale across a large retail chain. On the other hand, Yonghui contends with intense competition from e-commerce platforms and community group-buying services, as well as the broader decline of traditional supermarkets. Moreover, the increased operational costs from reforms have not yet translated into revenue growth, further straining its finances. Industry experts suggest that for Yonghui to truly recover, it must not only refine operational details but also fundamentally restructure its business model to align with its scale and market positioning.
永辉超市近年来尝试效仿河南零售标杆企业胖东来的经营模式，包括优化商品结构、提升员工待遇、改善顾客体验等举措，但改革已持续20个月，仍未扭转连续亏损的局面。自2023年起，永辉超市财报显示其净利润持续下滑，甚至出现大幅亏损。尽管公司引入了胖东来部分管理理念，如提高一线员工薪资、缩短营业时间、强化本地化选品等，但在全国范围内复制这一模式面临巨大挑战。一方面，胖东来的成功高度依赖其区域深耕与企业文化，难以在大型连锁体系中快速复制；另一方面，永辉自身面临电商冲击、社区团购竞争以及传统商超整体式微的行业困境。此外，改革带来的成本上升短期内未能转化为营收增长，进一步加剧了财务压力。业内专家指出，永辉若想真正走出困境，不仅需在运营细节上下功夫，更需从根本上重构其商业模式，找到适合自身规模与市场定位的发展路径。
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