Cao Chunyang

Pang Donglai Supermarket in a fourth-tier city

Amid the impact of e-commerce and the proliferation of chain supermarkets, Pang Donglai, a supermarket rooted in Xuchang, a fourth-tier city in Henan Province, has managed to thrive against the odds. Every visit to Pang Donglai in Xuchang is met with its unique business model. Dubbed "China's Warmest Supermarket", this enterprise interprets traditional Chinese commercial wisdom in a modern way. Pang Donglai's success lies not only in its high-quality products and services but also in its integration of traditional Chinese cultural values into modern corporate management.

Origins and Development

Pang Donglai Trade Group originated in 1995 as a small shop named "Wangyuelou Pangzi Store" in Xuchang, Henan. As the business expanded, Pang Donglai Trade Group Co., Ltd. was established in 1997, gradually growing into a comprehensive retail enterprise encompassing supermarkets, department stores, appliances, catering, and more. With Xuchang as its stronghold, Pang Donglai has expanded to surrounding cities like Xinxiang, becoming a benchmark for regional retail. Despite not expanding nationwide, Pang Donglai enjoys high brand influence and customer loyalty in the Henan markets.

Business Philosophy

The business philosophy of Pang Donglai lies at the core of its success. it steadfastly adheres to the principle of "customer first, service foremost", prioritizing customer needs and committing to providing high-quality products and exceptional service. In terms of product procurement, Pang Donglai maintains quality control, establishing long-term, stable partnerships with numerous well-known brands to ensure that all products sold are authentic and offer excellent value for money. Additionally, Pang Donglai emphasizes diversity and personalization, promptly adjusting its product offerings based on customer demands and market trends to meet the shopping needs of different customers.

When it comes to service, Pang Donglai spares no effort. From employee training to service process optimization, after-sales service improvements to handling customer complaints, every aspect reflects its high regard for service quality. In 2022, while I was in another province, and wanted to order mooncakes from Pang Donglai and had them delivered by courier. However, Pang Donglai did not offer interprovincial online delivery at the time. I inquired on their official public account whether they could deliver online. Thinking I might not receive a response, I was surprised to quickly receive a phone call. The employee on the line patiently explained, "We currently don't offer interprovincial delivery, sorry for the inconvenience. But you're welcome to visit our store in person next time." Pang Donglai places customer needs above all else, promptly addressing inquiries and making me feel truly valued.

Employee Care

After founding Pang Donglai in 1997, Yu Donglai adhered to the management philosophy of "employees first", distributing 95% of the company's profits to employees and implementing humane welfare policies such as a "grievance award" and paid leave. According to Quinn's cultural classification, startups should establish a clan-type corporate culture that emphasizes interpersonal harmony, shared goals, participation and individual freedom. This culture places greater emphasis on the concept of family, fostering mutual support and harmony among employees(Ji Guotao, Li Ming, 2006, 3). Yu Donglai often says, "The company belongs to society, not to individuals". This mindset has shaped Pang Donglai's unique corporate culture.

Service Features and Innovations

Pang Donglai has become a "museum of goods and an ocean of love", renowned for its "meticulous attention to details". In the supermarket, customers enjoy services like free seafood processing, free bag storage, and free pet boarding. The fruit section categorizes items by sweetness, with staff offering free cutting and packaging. Nursing rooms are equipped with bottle warmers and diapers, while shopping carts are categorized by age, with elderly carts featuring built-in seats and magnifying glasses. During the pandemic, Pang Donglai pioneered an "online selection + offline delivery" model and pledged to sell vegetables at cost price. Du Ruiyun and Jiang Kan (2015) argue that the core of "new retail" lies in continuously integrating traditional offline and online retail channels. The culture of "integrity" serves as a signal, conveying the company's commitment to honesty, ethical operations and related information (Murphy,1998). Transparent operations are one of Pang Donglai's core strengths, reflected in price transparency and supply chain transparency.

As recorded in Records of the Grand Historian: Biographies of Wealthy Merchants, "The market does not haggle." In ancient China, exemplary merchants upheld the principle of "no deception for the young or old", and Pang Donglai has taken this spirit of integrity to the extreme. The supermarket publicly discloses purchase prices and gross margins, with some price tags directly displaying cost and retail prices, allowing customers to understand profit margins and eliminating information asymmetry. Besides, the company regularly publishes supplier lists and collaboration details to ensure product traceability. The fresh produce section even displays inspection reports, giving customers peace of mind.

Pang Donglai vs. Sam's Club

Pang Donglai and Sam's Club differ significantly in positioning, and market strategies. Pang Donglai focuses on the regional market in Henan, building local trust through exceptional service and high employee benefits. It offers transparent pricing and thoughtful touches like free returns and proactive handling of fresh produce, positioning itself as a "community family" retailer. In contrast, Sam's Club leverages Walmart's global supply chain, targeting middle-to-high-income consumers through a membership model. It attracts shoppers with cost-effective, high-demand items and warehouse-style layouts, with online sales accounting for 50% of its business, enhancing brand reach. The two represent "human-centric" and "efficiency-standardized" retail models, respectively--Pang Donglai strengthens regional markets through emotional connections, while Sam's Club captures middle-class spending power through scale and efficiency.

Positioning：Regional Focus vs. Global Vision

Pang Donglai focuses on the Henan market, positioning itself as a "community-oriented premium service provider" that caters to local consumers' emotional retail needs. Its stores are concentrated in third- and fourth-tier cities, creating a regional stronghold through dense coverage, emphasizing "neighborhood trust" over mere transactions. For example, its outlets in Xuchang and Xinxiang are often called "the living rooms of locals," with product displays tailored to Central China’s preferences, such as dedicated noodle sections and local deli foods. In contrast, Sam’s Club, backed by Walmart’s global supply chain, targets high-income members in first- and second-tier cities as a "warehouse retailer for middle-class families." Its stores are typically located in suburban areas, emphasizing bulk purchases with large packaging and spacious layouts. By charging a membership fee (¥260/year), Sam’s filters for financially stable customers, reinforcing its image as a "lifestyle supplier for elite households." The core difference lies in Pang Donglai’s "regional emotional bonding" versus Sam’s "global efficiency-driven model."

Market Strategy: Local Loyalty vs. Scaling Expansion

Pang Donglai's strategy centers on "deep regional cultivation," avoiding reckless expansion. Instead, it builds word-of-mouth through high employee benefits (reportedly distributing 50% of net profits to staff) and rarely invests in traditional advertising. Its marketing relies on viral "service spectacles," such as the viral moment of "the boss kneeling to teach employees how to mop floors." Sam's Club, meanwhile, adopts a "membership + blockbuster products" approach, using loss-leading items like ¥39.9 roasted chicken and ¥99 durian cakes to drive foot traffic. Leveraging Walmart’s capital, Sam’s aggressively expands (targeting 100 China stores by 2025), with online sales accounting for 50% of its business. In contrast, Pang Donglai's e-commerce share stays below 10%. Their paths diverge sharply: Pang Donglai trades "slow growth" for deep trust, while Sam’s prioritizes "rapid scale" to capture market share—each representing a benchmark for regional and global retail models, respectively.

Freedom and Love

Pang Donglai is more than a commercial symbol; it embodies a philosophy of equality and shared progress. The company prioritizes the happiness and satisfaction of every individual, offering growth and care. Employees are not treated as machines but as dignifies workers. Business can have warmth, and traditional culture can infuse modern life with wisdom.

Terms and Expressions

Trade Group 商贸集团

Retail Enterprise / Retailer 零售企业

Gross Profit Margin 毛利率

Free Returns & Exchanges 免费退换货

Brand Influence / Brand Reach 品牌辐射力 Fresh Food Section 生鲜区

Supply Chain 供应链

Questions

Q1: Which supermarkets do you often visit, and what attracts you the most?

Q2: Where are Pang Donglai stores located?

Q3: What kind of services does Pang Donglai offer?

Q4: What do you think about the retail industry shifting towards the Pang Donglai model?

Reference

[1]杜睿云,蒋侃.Du Ruiyun & Jiang Kan 2017 新零售：内涵、发展动因与关键问题[J].价格理论与实践

[2]纪国涛,黎明.Ji Guotao & Li Ming 2016 企业生命周期不同发展阶段的文化视角分析[J].理论界

[3]杨逢彬.Yang Fengbin 2016 论语新注新译[M]

[4]Murphy P E.Eighty exemplary ethics statements[M].University of Notre Dame Press,1998.

[5]百度百科

胖东来：一家四线城市的超市

在电商冲击、连锁商超遍地开花的今天，一家扎根河南许昌的四线城市超市——胖东来，却逆势崛起。每次走进河南许昌的胖东来超市，都会被它独特的经营模式所吸引。这家被誉为“中国最暖心超市”的企业，用现代的方式诠释着中国传统的商业智慧。胖东来的成功不仅在于其优质的商品和服务，更在于它将中国传统文化价值观融入现代企业管理。

起源与发展

胖东来商贸集团起源于1995年，其前身是河南许昌一家名为“望月楼胖子店”的小商店。随着业务扩展，1997年成立胖东来商贸集团有限公司，逐步发展为涵盖超市、百货、电器、餐饮等业态的综合性零售企业。胖东来以许昌为大本营，辐射新乡等周边城市，成为区域零售业的标杆。尽管未大规模进军全国，但胖东来在河南市场的品牌影响力和顾客忠诚度极高。

经营理念

胖东来的经营理念是其成功的核心所在。它始终坚持“顾客至上、服务第一”的原则，将顾客的需求放在首位，致力于为顾客提供高品质的商品和优质的服务。在商品采购方面，胖东来严格把控质量关，与众多知名品牌建立长期稳定的合作关系，确保所销售的商品均为正品且具有较高的性价比。同时，胖东来注重商品的多样化和个性化，根据顾客的需求和市场变化及时调整商品结构，满足不同顾客的购物需求。在服务方面，胖东来更是不遗余力，从员工培训到服务流程的优化，从售后服务的完善到顾客投诉的处理，都体现了其对服务品质的高度重视。2022年，我在外省，想通过快递买胖东来的月饼，于是我在公众号询问，能否开通线上配送。本以为不会有人回复，很快我接到了一通电话，电话那段的员工特别耐心地给我解释道：“抱歉，我们目前还没有开通省外配送，欢迎以后线下购买。”胖东来将顾客的需求放在第一位，及时解决顾客线上的问题，让我倍感安心。

员工关怀

1997年成立胖东来后，于东来坚持“员工第一”的管理哲学，将企业利润的95%分给员工，并推行人性化福利制度，如“委屈奖”、带薪休假等。依据奎因的文化分类，初创期企业应建立强调人际关系和谐，追求共同目标，注重参与和个性自由的宗族型企业文化。这种企业文化更加强调家庭的概念，企业中讲求员工间的互帮互助，人际和谐。（纪国涛，黎明2003：3）于东来常说：“企业是社会的，不是个人的。”这种格局塑造了胖东来独特的企业文化。

服务特色与创新

胖东来成为“商品的博物馆和爱的海洋”，服务以“极致细节”著称。在超市内，顾客可享受免费加工海鲜、免费存包、免费宠物寄存等服务；水果区按甜度分类，店员免费切好打包；母婴室配备温奶器、尿布；购物车按年龄分类，老年车自带座椅和放大镜。疫情期间，胖东来率先推出“线上选品+线下配送”模式，并承诺蔬菜按进价销售。杜睿云和蒋侃（2015）一致认为，“新零售”这个概念的核心内涵和基本要义就是不断地推进传统线下渠道和线上地零售渠道进行一体化发展。

“诚信”文化作为一种信号传导，向外界传达企业良好的诚信品质，以诚为本的经营理念及相关信息，降低了市场交易中的信息不对称与道德风险（1998）.胖东来的透明经营是其核心竞争力之一，主要体现在价格透明、供应链透明两个方面。《史记·货殖列传》中记载道：“市不二价”，在中国古代，优秀的商人讲究“童叟无欺”，胖东来把这种诚信精深发挥到了极致。胖东来公开商品进价和毛利率，部分价签直接标注成本价和售价，让消费者清楚了解利润空间，消除信息不对称。除此以外，胖东来还定期公布供应商名单及合作细节，确保商品质量可追溯。生鲜区甚至展示检测报告，让顾客买得放心。

胖东来和山姆

胖东来与山姆超市在定位及市场策略上差异显著。胖东来深耕河南区域市场，以极致服务和高员工福利构建本地化信任，提供透明价格与细节关怀，如免费退换货、生鲜主动处理等，被视为“社区家人”式零售商。山姆则依托沃尔玛全球供应链，以会员制筛选中高收入群体，通过高性价比爆款商品与仓储式场景设计吸引消费者，线上业务占比达50%，强化品牌辐射力。两者分别代表“人情味”与“效率标准化”的零售模式，胖东来靠情感连接巩固区域市场，山姆则通过规模与效率收割中产消费力。

定位：区域深耕 vs. 全球视野

胖东来以河南为核心市场，定位于“社区化高端服务商”，瞄准本地消费者对情感化零售的需求。其门店集中布局三四线城市，通过密集覆盖形成区域壁垒，强调“邻里信任”而非单纯交易。例如，胖东来在许昌、新乡等地的门店常被称作“本地人的客厅”，商品陈列与选品高度契合中原地区消费习惯，如面食专区、本地特色熟食等。而山姆会员店则背靠沃尔玛的全球供应链，主打“中产家庭仓储式购物”，瞄准一二线城市的高收入会员群体。其选址多在城郊，以超大空间和批量包装商品强化“囤货”场景，并通过会员费（260元/年）筛选消费力稳定的客群，凸显“精英家庭生活方式供应商”的定位。两者差异本质在于胖东来是“区域情感绑定”，山姆是“全球化效率输出”。

市场策略：本地化粘性 vs. 规模扩张

胖东来的策略核心是“区域精耕”，拒绝盲目扩张，通过高员工福利和利润分红（传净利润50%分给员工）打造口碑，形成“自来水传播”。其营销极少投广告，而是靠“网红式服务”引发社交媒体热议，如“老板跪地教员工擦地”等事件。山姆则采取“会员制+爆品”驱动增长，通过39.9元的烤鸡、99元榴莲蛋糕等引流商品制造话题，并借助沃尔玛的资本优势加速开店（2025年目标中国门店达100家）。其线上业务占比50%，通过APP强化会员粘性，而胖东来线上占比不足10%。两者路径迥异：胖东来以“慢”换信任，山姆以“快”抢市场，分别成为区域零售与全球零售的标杆模式。

自由与爱

胖东来并非仅仅是一个商业符号，而是一种人人平等、共向未来的理念。公司所在乎的是每一个个体的幸福感和满足感，在这里，你能得到成长与关怀。员工并不是机器，而是有尊严的工作者。商业可以有温度，传统文化可以融入现代生活的智慧。

术语表达

商贸集团 Trade Group

零售企业 Retail Enterprise/Retailer

毛利率 Gross Profit Margin

免费退换货 Free Returns & Exchanges

品牌辐射力 Brand Reach

生鲜区 Fresh Food Section

供应链 Supply Chain

问题

1. 你经常去的超市有哪些，哪一点比较吸引你？

2. 胖东来开设的地点在哪里？

3. 胖东来的服务是怎样的？

4. 对于零售业开始向胖东来模式靠拢，你怎么看？

参考文献

[1]杜睿云,蒋侃.新零售：内涵、发展动因与关键问题[J].价格理论与实践,2017,03.

[2]纪国涛,黎明.企业生命周期不同发展阶段的文化视角分析[J].理论界,2006,(3).

[3]杨逢彬.论语新注新译[M].北京：北京大学出版社, 2016：2.