近几年来，互联网、云计算和人工智能等新技术快速发展，助力网络购物、移动支付等迅速推进。与此同时，中国的商业体系建设持续向前，商贸领域连锁化经营、商品交易市场以及多层次流通网络体系也得到了不断进步。数字化转型网www.szhzxw.cn
根据中国连锁经营协会发布的数据，2012年，中国连锁百强销售规模达到1.87万亿元，百强企业门店总数达到9.4万个。时至2021年，Top100连锁企业销售规模已接近2.3万亿元，门店总数达19万个。可以说，中国零售业腾飞的背后，“互联网+”等新模式成为了整个领域效率提升的利器。
回顾过去十年本土零售行业的发展，发家福建的永辉超市无疑是最具代表性的企业。它出身传统，却是第一家几乎全部实现电子支付的新零售企业。从早期的农改超，到跨区域“攻城略地”，再到拥抱互联网、积极数字化，永辉超市早已从福建的一家普通超市，蜕变为如今门店近千家的行业龙头。
日前，永辉超市CEO李松峰接受了《国际金融报》记者的专访。其坦言，过去十年中国零售业的发展速度和模式创新是非凡的，尤其是在数字化及智能化升级、消费场景多元化、业态创新方面，已经处于全球领先的水平。李松峰还一并指出，未来，永辉将继续保持战略定力，坚持以科技赋能供应链，以数字驱动增长，建立起质量更高、效率更高的全渠道运营体系，加速向“以生鲜为基础，以客户为中心的全渠道数字化零售平台”迈进。数字化转型网www.szhzxw.cn
一、打造差异化利器
过去十年是中国零售行业刻骨铭心的十年。十年前，大卖场业态开始进入调整期，之后本土零售企业亦开始加码创新，构建属于自己的差异化竞争优势。在一众本土企业中，永辉超市早在发家之初就奠定了自己的竞争基础，即在生鲜品类乃至整个供应链上的强势布局。数字化转型网www.szhzxw.cn
国金报：生鲜的集客能力是最强的，但生鲜也是超市中最难经营的品类，其产品品种丰富、分散且非标准化、损耗率高，还要求周转快。永辉超市素有“生鲜之王”的称号，公司是如何将生鲜这块经营好的？
李松峰：“民生超市、百姓永辉”的立意，就是要为老百姓提供高性价比的日常所需商品，所以永辉在成立之初就确定要把生鲜作为最核心的品类经营好。永辉生鲜长期坚持自营为主的经营模式，生鲜自营占比超过90%，我们拥有经营商品、服务商品、服务顾客的能力，生鲜一线员工通过传、帮、带传递生鲜技能与传承生鲜文化。20多年来，永辉秉承着“以量取利、价格实惠、质量保证、品项齐全、全天候经营”最朴实的经营理念，组建了一只超千人的“泥腿子”生鲜买手，长年驻扎各生鲜产区，配合门店经营团队的精细服务，才形成了今天在生鲜方面的能力。中国数字化转型网www.szhzxw.cn
此外，数字化技术的应用，也有效的帮助永辉提升了生鲜经营的能力。通过20多年的生鲜经营，永辉积累了所有农产品的产地信息数据库、经营数据库，这些数据信息可以很好的帮助永辉获取到全年农产品在各个城市、区域、县城的分布，行情波动趋势，农产品的品质、上下市时间、周期、覆盖范围等；同时近几年科技永辉建设，使得永辉逐步实现了生鲜商品数字化、供应商数字化、采购员数字化，数据更加透明，汰换更加高效。数字化建设实现供应链的资源开放，所有有资源的供应商都能成为永辉的合作伙伴，数据穿透供应链能够让永辉通过数据找对标，找差距，为经营提供更大的帮助。
国金报：对于企业来说，规模优势构建了护城壁垒，但差异化竞争才能打开成长空间，永辉超市的差异化竞争主要体现在哪些方面？数字化转型网www.szhzxw.cn
李松峰：永辉的差异化竞争优势主要来自三个方面。一是多年行业深耕形成的供应链网络。生鲜方面，永辉基于多年的布局已构建了较为完善的生鲜供应链网络，目前已建成以长半径直采为主，区域自采为辅的生鲜采购模式，在全国拥有超过600个生鲜基地，及多个自建产地仓，直采占比超60%。食品用品方面，与厂商深度合作，垂直供应链占比近50%，一批头部品牌初步形成直供、代理、自营的模式；在自有品牌方面也取得了一定突破，“馋大狮”“优颂”“永辉农场”等品牌已经取得了较好的客户认知。物流方面，永辉也是目前物流投资最大、覆盖网络最广的线下商超企业之一，目前基本已经实现全国覆盖，能够支持一线到六线城市的物流配送。
二是数字化转型。永辉是线下商超企业中坚定不移的推进数字化转型、持续迭代全渠道业务模型的企业之一。目前永辉拥有一支超过千人的科技团队，在数字化转型方面也初步取得成效，未来还会继续通过数字化工具应用提升整体效率。到家业务方面我们在着力打造大仓模型，模型跑通后，永辉可以通过线下门店网络优势，快速向全国各线城市复制，有望形成新的增长。
三是永辉拥有一只战斗力极强的团队。10万名永辉人都秉承了永辉的特质：勤奋、坚韧、执行力强。员工是永辉最宝贵的资源，在战略清晰、路径清晰、目标清晰的情况下，这支极具战斗力的团队可以克服一切困难，达成使命。
二、数字化推动变革数字化转型网www.szhzxw.cn
在经历了2014年-2018年的高速增长后，随着互联网电商和全渠道零售的高速发展，整个零售行业的竞争达到了历史最激烈的水平，实体零售企业的生存空间和利润空间一度受到了较大挤压，但这也促进了实体零售企业严肃审视自身“真正的实力”、推进企业经营模式调优、加快组织能力提升，尤其是在数字化应用上，企业纷纷进行投入。可以说，近几年来，零售行业新业态不断迭代，背后的数字化推动了整个行业的变革。
国金报：过去这十年，中国零售业发生了翻天覆地的变化，新兴业态不断出现、新零售发展迅速，怎么看过去这些年，传统的零售企业到整个行业经历的变化？哪些因素推动着整个行业的变革？
李松峰：中国零售业的发展主要经历4个阶段，第一个阶段是1995年-2000年，对外开放，外资品牌进入，使得大卖场这个业态经历了从无到有的过程。第二个阶段是2000年-2010年，在“农改超”的东风下，以永辉为代表的内资商超迅速崛起，零售业进入连锁发展时代，竞争比较同质化，基本上是规模为王的时期。第三个阶段是2010年-2015年，互联网电商蓬勃兴起，电商平台快速增长。在这个阶段，可以看到许多有特色的，尤其是区域型的商超开始崭露头角。第四个阶段就是最近6、7年，全渠道零售生态体系的野蛮生长，资本加码下零售的创新业态层出不穷，线上线下的竞争边界越来越模糊，流量红利逐渐见顶，零售业进入了存量竞争时代，大家都在讲全渠道、全业态融合。
推动行业变革的，一是消费需求的进化，二是零售基础设施的不断优化，比如物流网络、交通、5G等。三是技术创新和应用速度加快，极大地推动了零售行业经营模式的变革，运营效率、供应链效率、消费增值和体验的提升。如何通过高质量的“货”、构筑差异化的“场”来吸引到锚定的“人”，将会是零售接下来竞争和进化的关键。中国数字化转型网www.szhzxw.cn
国金报：对于数字化变革，您是如何理解的？在您眼里，传统行业如何实现数字化转型，以及正确对待数字化转型？
李松峰：数字化是一种重要手段，它服务的是我们“到店+到家”的全渠道业务模式。数字化也是整个时代、整个行业的趋势，永辉正在拥抱它，做好一直以来都在做的事情。永辉是一个有自己特色的全渠道数字化零售企业，我们所需要的数字化是保留原有禀赋优势的基础上，有针对地对业务进行升级，最终服务于永辉“到家+到店”的全渠道业务发展。
传统企业进行数字化转型可能面临来自于组织、机制、流程、文化、资金等方面的深刻挑战。在推进过程中，企业的管理层必须清晰数字化建设的目的，建立正确的预期，做好资源优先级管理，坚定推进，给团队信心，避免左右摇摆。同时要适当关注组织架构和流程机制的优化，让数字化能切实发挥优化业务操作和管理的作用，才能让数字化真正融入企业、落地扎根。
当前，永辉的数字化不仅推动着门店经营和供应链效率的提升，同时也为到家业务奠定了坚实的发展基础，推动了永辉到店和到家全渠道业务的融合。2022年上半年，永辉线上业务实现营收75.9亿元，同比增长11.5%，占总收入比重为15.7%，相较2021年同期提升了1.6个百分点。在保持营收双位数增长的同时，永辉线上业务的利润率同比持续改善。数字化转型网www.szhzxw.cn
三、新时期把握机遇
当前，中国的零售行业已进入全新的发展阶段，尤其是在后疫情时代，以技术驱动创新、以消费数据为核心资产已是零售行业发展的主要特征。面对来自外部环境的压力和行业内部的竞争，企业如何顺应趋势、把握机遇至关重要。
国金报：现阶段疫情常态化，加上消费者消费行为也在不断发生变化，超市行业面临不少困境，永辉超市是如何应对的？
李松峰：在疫情影响下，国内的零售行业消费整体遭到了较大的冲击，实体门店客流大幅下滑，外租区空铺率上涨等。不过，这对整体零售行业来说既是挑战也是机遇，疫情加速了消费习惯的变化，线上渠道快速渗透，日常消费更快地向线上转移。
应对消费渠道的变化，永辉也在发力全渠道业务：线上通过到家业务，聚焦仓配、商品、用户等方面，不断打磨夯实基础业务能力，通过到家服务好喜欢在线上消费的年轻化群体。对于线下门店，也在持续进行升级迭代，优化商品及营销，服务好喜欢到店购物的客群。门店不仅仅是满足一站式购物需求的场所，还要为顾客提供更多增值服务和更好的消费体验，同时线下门店还承担着即时配送“最后一公里”履约中心的角色。中国数字化转型网www.szhzxw.cn
国金报：去年，您接任CEO后就对公司组织架构“动手术”，目前成效如何？
李松峰：永辉组织架构调整的目的是让组织更扁平、沟通更高效。让前端省区更加灵活地做生意、因地制宜服务好客户，让平台更加聚焦能力的沉淀和输出、服务好省区、提质增效。具体成效主要体现在两个方面：平台能力的沉淀，与区域自治能力的提升。
平台能力的沉淀，指的是在组织架构向扁平化、年轻化和灵活性变革的过程中，集团能够为各省区提供更充分的支持，比如在供应链方面、运营方面和技术能力方面。通过多重能力的复用，集团在平台能力的沉淀方面已经取得成效。数字化转型网www.szhzxw.cn
区域自治能力的提升，则是指基于扁平、灵活、年轻化的组织架构，平台给予了省区更充分的自主权，一线作战人员拥有了更强的主动权。奋战在一线的年轻化团队，他们充分发挥出了自身的主观能动性，不仅能够基于本地市场的差异化需求做出准确判断，也能迅速应对本地市场的竞争与挑战。
国金报：怎么看当前整个零售行业的发展阶段？未来行业还会经历哪些变化？在整个行业竞争加剧的背景下，对于永辉超市来说，要如何把握后续的发展机会？
李松峰：零售行业经历过多次迭代，目前已进入全渠道发展阶段，多元业态融合，新兴渠道不断涌现，“你中有我，我中有你”，不断满足消费者多层次、全场景的消费需求。未来仍将是全零售生态体系，O2O业务将会成为制胜的关键，行业竞争核心将在于如何基于全渠道业务的发展，适配组织和流程，重塑消费体验、增强顾客粘性，以及精细化运营提升效率。
面对行业竞争加剧的态势，永辉将聚焦自身经营能力的提升，练好“内功”，包括改善前端门店运营水平、有质量地发展线上业务、推进供应链改革持续提升商品竞争力和经营效率、优化门店布局，以及提高用户运营管理能力等。数字
化转型网www.szhzxw.cn
翻译：
In recent years, new technologies such as the Internet, cloud computing and artificial intelligence have developed rapidly, facilitating the rapid advance of online shopping and mobile payment. At the same time, the construction of China’s commercial system continues to move forward, and the chain operation, commodity trading market and multi-level circulation network system in the field of commerce and trade also make continuous progress.
According to data released by the China Chain Management Association, the sales scale of China’s top 100 chain stores reached 1.87 trillion yuan in 2012, and the total number of the top 100 enterprises’ stores reached 94,000. By 2021, the sales scale of Top100 chain enterprises has reached nearly 2.3 trillion yuan, and the total number of stores has reached 190,000. It can be said that behind the take-off of China’s retail industry, “Internet plus” and other new models have become a sharp tool to improve the efficiency of the whole field.
Looking back at the development of local retail industry in the past decade, Yonghui supermarket, which originated in Fujian Province, is undoubtedly the most representative enterprise.
It comes from a tradition, but it is the first new retailer to make almost all payments electronic. From the early agricultural reform, to the cross-regional “land capture”, to embrace the Internet, active digitization, Yonghui supermarket has long been from an ordinary supermarket in Fujian, now the industry leader with nearly 1,000 stores.数字化转型网www.szhzxw.cn
Recently, the CEO of Yonghui supermarket Li Songfeng accepted an exclusive interview with the reporter of International Finance News. He frankly said that the development speed and model innovation of China’s retail industry in the past decade are extraordinary. Especially in the digital and intelligent upgrading, diversified consumption scene, business model innovation, has been in the world’s leading level. Li Songfeng also pointed out that in the future, Yonghui will continue to maintain strategic focus, adhere to the technology to enable the supply chain, digital driven growth, establish a higher quality, higher efficiency of the omni-channel operation system, accelerate to “fresh as the basis, customer-centered omni-channel digital retail platform”.中国数字化转型网www.szhzxw.cn
Create differentiation tool
The past decade has been an unforgettable one for China’s retail industry. Ten years ago, the format of hypermarkets began to enter a period of adjustment. After that, local retail enterprises also began to increase innovation to build their own differentiated competitive advantages. Among a number of local enterprises, Yonghui supermarket has laid its own competitive foundation as early as the beginning of its fortune, that is. The strong layout of fresh products and even the whole supply chain.
China Gold News: Fresh has the strongest customer gathering capacity. But it is also the most difficult category to operate in the supermarket. Its product varieties are rich, scattered and non-standardized, the loss rate is high, and the turnover is fast. Yonghui supermarket known as the “king of fresh” title, the company is how to fresh this business good?
Li Songfeng: The intention of “Minsheng Supermarket. Yonghui for People” is to provide high cost performance commodities for People’s Daily needs. So Yonghui decided to take fresh products as the core category at the beginning of its establishment. Yonghui Fresh adhere to the long-term self-management mode, fresh self-management accounts for more than 90%. We have the ability to operate goods, service goods, service customers, fresh frontline staff through the transmission, help, with fresh skills and inheritance of fresh culture. For more than 20 years, Yonghui adhering to the “quantity of profit, affordable, quality assurance, complete items. All-weather management” of the most simple business philosophy. The formation of a more than 1,000 “ham son” fresh buyers, for years stationed in the fresh production areas. With the store management team of fine service, just formed today in the fresh aspect of ability.数字化转型网www.szhzxw.cn
In addition, the application of digital technology, also effectively help Yonghui to improve the ability of fresh food management.
Through more than 20 years of fresh operation. Yonghui has accumulated the origin information database and operation database of all agricultural products. These data information can very well help Yonghui obtain the annual distribution of agricultural products in various cities, regions and counties, market fluctuation trend, quality of agricultural products, market time, cycle, coverage, etc.; At the same time, the construction of science and technology in recent years has made Yonghui gradually realize the digitalization of fresh commodities, suppliers and purchasers, with more transparent data and more efficient replacement. The digital construction realizes the resource opening of the supply chain. And all suppliers with resources can become the partners of Yonghui. The data penetrating the supply chain enables Yonghui to find the right standard and find the gap through the data. So as to provide greater help for the operation.
China Financial News: For enterprises, the scale advantage builds the moat barrier. But only differentiated competition can open the growth space. What are the main aspects of differentiated competition in Yonghui supermarket?
Li Songfeng: Yonghui’s differentiated competitive advantages mainly come from three aspects.
First, the supply chain network formed by many years of industry deep cultivation.
In terms of fresh, Yonghui has built a relatively perfect fresh supply chain network based on years of layout. At present, it has built a fresh procurement mode based on long semi-direct sourcing and supplemented by regional self-sourcing. It has more than 600 fresh bases in the country and a number of self-built production warehouses. With direct sourcing accounting for more than 60%. In terms of food products, in-depth cooperation with manufacturers, vertical supply chain accounts for nearly 50%. A number of leading brands have initially formed a direct supply, agent, self-management model. Some breakthroughs have also been made in the aspect of private brands.
Brands such as “Greedy Lion”, “Yousong” and “Yonghui Farm” have gained better customer recognition. In terms of logistics, Yonghui is also one of the offline supermarket enterprises with the largest logistics investment and the most extensive network coverage. At present, it has basically achieved nationwide coverage and can support the logistics distribution of first-tier cities to sixth-tier cities.
Second, digital transformation. 数字化转型网www.szhzxw.cn
Yonghui is one of the enterprises that unswervingly promote digital transformation and continuously iterate omni-channel business model. At present, Yonghui has a scientific and technological team of more than 1,000 people. And has achieved initial results in digital transformation. In the future, it will continue to improve its overall efficiency through the application of digital tools. In terms of home business, we are trying to build the Dakang model. After the model is successful, Yonghui can quickly replicate to all cities across the country through the advantages of offline store network, which is expected to form new growth.中国数字化转型网www.szhzxw.cn
Third, Yonghui has a strong fighting team.
One hundred thousand Yonghui people have been adhering to the characteristics of Yonghui: diligence, tenacity, strong execution. Employees are the most valuable resources of Yonghui. Under the circumstances of clear strategy, clear path and clear goals. This highly combative team can overcome all difficulties and achieve its mission.
Digitalization drives change
After experiencing rapid growth from 2014 to 2018, with the rapid development of Internet e-commerce and omnichannel retail. The competition in the entire retail industry has reached the fiercest level in history. And the living space and profit space of physical retail enterprises have been greatly squeezed. But it also encourages brick-and-mortar retail enterprises to seriously examine their “real strength”, promote the optimization of enterprise business model, accelerate the improvement of organizational capacity. Especially in the digital application, enterprises have invested. It can be said that in recent years, the retail industry has been iterating new business forms. And the digitalization behind it has promoted the change of the whole industry.
China Financial News: In the past ten years, China’s retail industry has undergone tremendous changes. With the emergence of new business forms and rapid development of new retail. How do you see the changes from traditional retail enterprises to the whole industry in the past years? What are the factors driving change across the industry?
Li Songfeng: The development of China’s retail industry mainly went through four stages.
The first stage was from 1995 to 2000. The opening to the outside world and the entry of foreign brands made the hypermarket go through a process from scratch.
The second stage was from 2000 to 2010. Under the wind of “Agricultural transformation into super market”, domestic super market represented by Yonghui rose rapidly. And the retail industry entered the era of chain development. The competition was relatively homogeneous, and it was basically a period when scale was king.
The third stage was from 2010 to 2015, when Internet e-commerce flourished and e-commerce platforms grew rapidly. At this stage, we can see that many distinctive, especially regional type of business super League began to emerge.
The fourth stage is the recent 6 or 7 years, the barbaric growth of omnicannel retail ecosystem. The endless emergence of innovative retail formats under the increased capital. The increasingly blurred boundaries of online and offline competition. The traffic dividend is gradually peaking, the retail industry has entered the era of inventory competition. Everyone is talking about the integration of omnicannel and all formats.数字化转型网www.szhzxw.cn
The industry changes are driven by the evolution of consumer demand and the continuous optimization of retail infrastructure, such as logistics networks, transportation and 5G. Third, the acceleration of technological innovation and application has greatly promoted the transformation of the retail industry’s business model, as well as the improvement of operational efficiency, supply chain efficiency, consumption value-added and experience. How to attract anchored “people” through high-quality “goods” and building differentiated “fields” will be the key to the next competition and evolution of retail.
China Financial News: How do you understand the digital revolution? In your opinion, how do traditional industries realize digital transformation and treat digital transformation correctly?
Li Songfeng: Digitalization is an important means to serve our “store + home” omni-channel business model. Digitization is also the trend of the whole era and the whole industry. Yonghui is embracing it and doing what it has been doing. Yonghui is an omni-channel digital retail enterprise with its own characteristics. What we need to digitize is to upgrade the business in a targeted way on the basis of retaining the advantages of the original endowment, and finally serve the development of the omni-channel business of Yonghui’s “home + store”.中国数字化转型网www.szhzxw.cn
Traditional enterprises may face profound challenges from organization, mechanism, process, culture, capital and other aspects in digital transformation. In the process of promotion, the management of the enterprise must be clear about the purpose of digital construction, establish correct expectations, do a good job in resource priority management, firmly promote, give the team confidence, and avoid wavering. At the same time, proper attention should be paid to the optimization of organizational structure and process mechanism, so that digitalization can effectively play the role of optimizing business operations and management, so that digitalization can truly integrate into the enterprise and take root.
At present, the digitization of Yonghui not only promotes the improvement of store operation and supply chain efficiency, but also lays a solid foundation for the development of home business and promotes the integration of the all-channel business of Yonghui store and home. In the first half of 2022, the revenue of Yonghui’s online business reached 7.59 billion yuan, an increase of 11.5% year on year, accounting for 15.7% of the total revenue, an increase of 1.6 percentage points compared with the same period in 2021. While maintaining double-digit revenue growth, Yonghui’s online business continued to improve its profit margin year-on-year.
Seize opportunities in the New era
At present, China’s retail industry has entered a new stage of development, especially in the post-epidemic era. Technology-driven innovation and consumption data as the core assets have become the main characteristics of the development of the retail industry. Facing the pressure from the external environment and the competition within the industry, it is very important for enterprises to follow the trend and seize the opportunity.
China Financial News: The supermarket industry is facing a lot of difficulties due to the regular epidemic and the changing consumer behavior. How does Yonghui supermarket deal with it?
Li Songfeng: Under the influence of the epidemic, the overall consumption of the domestic retail industry has suffered a great impact, the customer flow of physical stores has declined significantly, and the vacancy rate of leased areas has increased. However, this is both a challenge and an opportunity for the retail industry as a whole. The pandemic has accelerated changes in consumption habits, with online channels penetrating rapidly and daily consumption moving online more quickly.
In response to the changes in consumption channels, Yonghui is also making efforts in the omni-channel business: through online home business, focusing on warehouse allocation, goods, users and other aspects, constantly polishing and consolidating the basic business ability, through home service to better serve the young group who like online consumption. For offline stores, it is also continuously upgrading and iterating, optimizing products and marketing, and serving customers who like to shop in the stores. Stores are not only places to meet one-stop shopping needs, but also to provide customers with more value-added services and better consumption experience. Meanwhile, offline stores also play the role of “last mile” fulfillment centers for instant delivery.
China Financial News: After you took over as CEO last year, you had an operation on the company’s organizational structure. How has it worked out so far?
Li Songfeng: The purpose of Yonghui’s organizational structure adjustment is to make the organization flatter and communicate more efficiently. To enable front-end provinces and regions to do business more flexibly and serve customers well according to local conditions, the platform will focus more on capacity precipitation and output, serve provinces and regions well, improve quality and efficiency. The concrete results are mainly reflected in two aspects: the precipitation of platform capacity and the improvement of regional autonomy capacity.
The accumulation of platform capacity refers to the group’s ability to provide more adequate support to various provinces and regions in the process of the organizational structure changing to a flatter, younger and more flexible structure, such as in terms of supply chain, operation and technical capacity. Through the reuse of multiple capabilities, the Group has achieved results in the precipitation of platform capabilities.中国数字化转型网www.szhzxw.cn
The improvement of regional autonomy means that based on the flat, flexible and young organizational structure, the platform gives provinces and regions more autonomy, and front-line fighters have stronger initiative. The young team fighting on the front line gives full play to their own subjective initiative. They can not only make accurate judgments based on the differentiated needs of the local market, but also quickly respond to the competition and challenges in the local market.数字化转型网www.szhzxw.cn
China Financial News:
How do you view the current development stage of the retail industry? What changes will the industry undergo in the future? In the context of intensifying competition in the whole industry, for Yonghui supermarket, how to grasp the subsequent development opportunities?
Li Songfeng: The retail industry has gone through many iterations, and now it has entered the stage of omni-channel development, with the integration of multiple business forms and the emergence of new channels. “We are interconnected, and we are you” constantly meet the consumer demand of multi-level and all-scene consumption. The future will still be the whole retail ecosystem, O2O business will become the key to win, the core of industry competition will be how to adapt the organization and process based on the development of omnichannel business, reshape consumption experience, enhance customer stickiness, and refine operation to improve efficiency.
In the face of intensifying competition in the industry, Yonghui will focus on improving its operating ability and practicing its “internal skills”, including improving the operation level of front-end stores, developing online businesses with quality, promoting supply chain reform to continuously improve commodity competitiveness and operating efficiency, optimizing store layout, and improving user operation and management ability.数字化转型网www.szhzxw.cn
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