自2023年永辉超市宣布全面学习胖东来模式以来，已进入第二年。然而，财报数据显示，永辉不仅未见明显起色，反而亏损持续扩大。究其原因，表面模仿难以复制胖东来的成功内核。胖东来的核心在于极致的员工关怀、高度授权的门店运营机制以及以顾客体验为中心的企业文化，这些都需要长期沉淀与系统性改革。而永辉在快速推进“调改店”过程中，更多聚焦于装修升级、商品结构调整等表层动作，却未能同步优化组织机制与员工激励体系。此外，永辉背负着庞大的全国性供应链和历史包袱，在局部试点中难以灵活调整，导致“学得像，但跑不动”。更关键的是，消费者对永辉的信任尚未重建，而胖东来则凭借数十年如一日的真诚服务积累了深厚口碑。因此，永辉若想真正“学成”，需从底层逻辑重构，而非仅停留在形式模仿。否则，越学越亏的局面恐难扭转。
It has been two years since Yonghui Superstores announced in 2023 that it would fully adopt the business model of Pangdonglai, a beloved Chinese supermarket chain. Yet financial reports show Yonghui’s losses have continued to widen rather than improve. The root cause lies in superficial imitation—Yonghui has failed to replicate Pangdonglai’s core strengths. Pangdonglai’s success stems from its deep commitment to employee welfare, highly decentralized store-level decision-making, and a customer-centric culture built over decades. In contrast, Yonghui’s store revamps have largely focused on surface-level changes like interior redesigns and product assortment adjustments, without overhauling internal organizational structures or employee incentive systems. Moreover, Yonghui carries the weight of a nationwide supply chain and legacy operational burdens, making agile adaptation difficult. Crucially, consumer trust in Yonghui remains fragile, while Pangdonglai enjoys decades of goodwill earned through consistent, authentic service. For Yonghui to truly succeed in this transformation, it must rebuild from the ground up—not just copy appearances. Otherwise, the deeper it imitates without understanding, the greater its losses may become.
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