Corporate Honor
In 23, Yonghui Supermarket became the "Top 1 Enterprises with Taxpayers over RMB 1 million" in Fuzhou; The total sales in 24 exceeded 2 billion yuan; In 28, the turnover exceeded 7 billion yuan. In 29, there were 122 supermarket chains with various formats, with a chain operation area of over 1 square kilometer, including 76 in Fujian, 2 in Beijing and 34 in Chongqing. In 26, the annual sales exceeded 4 billion yuan, and the tax paid was about 7 million yuan. It won the famous trademark of Fujian Province and ranked among the top 5 chain enterprises in China. In January and June, 29, Yonghui Beijing Liuliqiao Store and Shijingshan Lu Gu Store opened successively, marking Yonghui's entry into the Beijing market.
Corporate Culture
Yonghui Supermarket is implementing the steady development strategy, and at the same time, it is also fully implementing the regional development strategy, striving to achieve the total annual sales of 15 billion yuan within five years and enter the forefront of the national commercial retail enterprises. Zhang Xuansong, the chairman of the company, was named "the man of the year in China chain enterprises in 25" by China Chain Association and "the top ten business entrepreneurs in Fujian" by Fujian Economic and Trade Commission.
Operating characteristics
Fresh operation is the biggest feature of Yonghui: the fresh operation area of all stores in Yonghui is over 4%, and there are all kinds of fruits, vegetables, poultry, meat, eggs and fish. In the total sales of the group, the sales of fresh agricultural and sideline products account for more than 5% of the total sales. The reason why Yonghui's fresh-keeping operation has strong competitiveness first stems from its professional quality in terms of commodity display and atmosphere creation. In terms of meat segmentation, general supermarkets are well divided and waiting for customers to buy. Yonghui, on the other hand, is divided on the spot, and customers can cut which piece they want, which truly meets the needs of customers' dining tables. Secondly, it is because of Yonghui's uniqueness in the upstream supply chain. Unlike many large supermarkets in China, which dare not directly operate fresh products themselves, they still rely mainly on wholesalers (these wholesalers are usually "three batches" or even "four batches", and most of them do not purchase directly from the place of origin, but directly buy goods that have changed hands several times in the local area) or associate with manufacturers, Yonghui insists on all fresh products being directly operated by itself, and has established more than 2 procurement bases throughout the country to purchase directly from farmers' homes with cash. For example, when Yonghui purchases seafood products, it will directly drive the purchasing ship to the side of the fishing boat in the sea to realize direct procurement, which is why Yonghui has few rivals in the management of aquatic products. In fruit procurement, Yonghui often packages the whole orchard, sorts the fruits by itself, and puts the low-grade fruits into the store for promotion [2]. Through its sufficient scale and strength, Yonghui has established the variety advantage of purchasing and the price advantage against the farmers' market by directly targeting the cash purchase of producers. When the watermelons in the street market are still 1 yuan, the watermelons in Yonghui stores can be promoted at a price of .12 yuan. In view of the short shelf life and large loss of fresh food, Yonghui's way to reduce the loss is to tally the goods at any time according to the sales situation. In many other supermarkets, frozen meat is placed once a day, while in Yonghui, the tallyman has to replenish the goods every two hours, or even replenish them at any time. Each kind of fresh goods will not be put a lot at a time, such as pork ribs, about 5 pieces will be put at a time, and then according to the sales status, they will be sold now and replenished now [3]. Through such centralized management and display, the loss of Yonghui fresh products can be controlled at least around 3%, while many supermarkets even reach 2%. The reduction of loss not only helps Yonghui to give back to consumers at a cheaper price, but also increases the gross profit of Yonghui's fresh goods. Intensive distribution and frequent distribution of goods are also one of the ways for Yonghui to seek lower costs. For many stores in the same area, the delivery frequency of Yonghui's delivery fleet can reach as many as three times a day. Because of the high delivery frequency, a single product can be sent to several stores at a time, which can be quickly digested and reduce the logistics cost. What supports all this is that Yonghui has a fresh management team that other supermarkets don't have, and there are a large number of fresh management experts, purchasing experts and aquaculture experts in this team.
Corporate shareholders
In 27, HSBC, the direct investment department of HSBC, invested 4 million US dollars in Yonghui Supermarket. In December 28, HSBC invested another 35 million US dollars in Yonghui Supermarket. After two rounds of investment, HSBC directly became the second largest shareholder of Yonghui, accounting for 24% of the shares [4].