In the second year of emulating the business model of Pang Donglai, a successful regional supermarket chain from Henan Province, Yonghui Superstores reported another staggering net loss of RMB 2.1 billion in 2023. Once a leader in China’s retail sector, Yonghui began adopting practices from Pang Donglai in 2022—such as improving employee welfare, refining product assortments, and enhancing customer service. However, this transformation has yet to yield positive financial results; instead, rising operational costs, insufficient foot traffic, and intense market competition have led to consecutive years of heavy losses.Experts note that Pang Donglai’s success stems from its deep local market integration, highly autonomous management culture, and the personal philosophy of its founder, Yu Donglai. In contrast, Yonghui operates nationwide with a complex organizational structure, making superficial imitation ineffective. Moreover, pressures from e-commerce, shifting consumer behaviors, and the rise of community group-buying platforms have further squeezed traditional supermarkets.Despite these challenges, Yonghui remains committed to reform, piloting “store optimization” initiatives to revamp store formats and operational efficiency. Industry observers believe that retail transformation is a long-term endeavor—and Yonghui’s ability to truly internalize Pang Donglai’s people-centric ethos, rather than merely copying its surface-level tactics, will determine whether it can ultimately turn things around.
永辉超市在学习胖东来模式的第二年，再次交出了一份令人失望的财报：2023年净亏损高达21亿元。作为中国零售业曾经的领军企业，永辉自2022年起尝试引入河南本土商超胖东来的经营理念，包括提升员工福利、优化商品结构、强化服务体验等。然而，这一转型并未迅速带来业绩反弹，反而因成本上升、客流未达预期以及激烈的市场竞争，导致连续两年巨额亏损。分析指出，胖东来之所以成功，与其深耕本地市场、高度自主的管理文化及创始人于东来的个人理念密不可分。而永辉作为全国性连锁企业，规模庞大、组织复杂，简单复制其表面做法难以奏效。此外，电商冲击、消费者习惯变化以及社区团购等新业态的崛起，也对传统商超构成巨大压力。尽管如此，永辉仍坚持改革方向，试图通过“调改店”试点重塑门店形象与运营效率。业内人士认为，零售转型是一场持久战，能否真正吸收胖东来“以人为本”的内核，而非仅模仿形式，将是永辉能否走出困境的关键。
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