Yu Donglai denies that the Fat Donglai model is replicable: Yonghui Supermarket and BubuGao have all achieved qualitative leaps.

How can the retail industry learn from the people-oriented model of Pang Donglai?

According to a report from Kuai Technology on March 20, the founder of Pang Donglai, Yu Donglai, recently stated that the belief that “the Pang Donglai model cannot be learned” is a bias from some groups and a misdirection for society.

He emphasized that the companies supported directly by Pang Donglai, from Sifang Purchasing twenty years ago to the Seed Class in recent years, have all achieved qualitative leaps, including friends like Yonghui and Bubugao, who have also undergone positive changes.

The core transformation of these companies is shifting from traditional business models to a virtuous development path that is “scientifically good for people, with high product quality, reasonable value, healthy corporate development, and benefiting society.”

As the core beneficiaries of Pang Donglai’s support actions, public reports show that the salaries, benefits, and vacation guarantees for employees of Bubugao and Yonghui Supermarket have been comprehensively improved, significantly enhancing employee happiness and sense of belonging.

(1) Significant Salary Increases

Bubugao: The average salary of grassroots employees in adjusted stores increased from 3,247 yuan to 5,099 yuan, an increase of 55%; management salaries rose from 4,729 yuan to 9,882 yuan, an increase of 108.97%. By the end of September 2025, adjusted stores will have distributed a total of 8.85 million yuan in bonuses.

Yonghui: Employees in adjusted stores had an average income of 6,007 yuan from January to February 2025, which can reach 6,429 yuan including dividends, a 56% increase from the 4,117 yuan before adjustments; within 8 months, employees received a total dividend of over 30 million yuan, with the highest single-store monthly dividend exceeding 300,000 yuan.

At the same time, Yonghui launched the “Craftsman Program,” with nearly 5,000 employees participating in professional certification. The first batch of 53 individuals obtained national vocational skill level certificates and can enjoy a special allowance of 500 to 2,500 yuan per month, achieving a transformation from ordinary workers to professionals.

(2) Vacation Guarantees Gradually Improved

Bubugao: Implemented a gradient annual leave system of 10-20 days, with the current average usage rate of annual leave exceeding 50%, and the average total days off per person reaching 106 days; 31 employee care measures have been fully implemented.

Yonghui: Nearly 40,000 employees in adjusted stores have achieved paid leave, with a leave rate of 59%, and the average single leave duration is 2.7 days.

(3) Significant Decrease in Employee Turnover Rate

Bubugao: The employee turnover rate in adjusted stores dropped from 35% before adjustments to 12% in 2025, significantly enhancing team stability.

Yonghui: Through the “profit sharing + skill certification” model, the turnover rate of core position employees in adjusted stores decreased from 28% to 9%. The increase in team stability not only reduces recruitment and training costs for the company but also effectively ensures service continuity.

II. Leap in Operational Data: Bubugao Overcomes Difficulties

Bubugao’s 2025 annual performance forecast validates the long-term value of adjustments: Bubugao expects to achieve a net profit of 100 million to 150 million yuan attributable to the parent company’s owners in 2025, with a year-on-year reduction in net profit after deducting non-recurring gains and losses of 80.67%-87.11%, and the core business profitability continues to improve.

III. Yonghui’s Performance Loss Explanation: Due to Strategic Adjustments, Not Operational Capability

Although Yonghui announced a performance loss of 2.14 billion yuan for 2025, this is not due to inadequate operational capability, but rather stems from the company’s strategic adjustments.

The announcement indicated that Yonghui deeply adjusted 315 stores and closed 381 stores in 2025. The one-time costs resulting from large-scale adjustments and store closures are the most direct reason for the performance loss in 2025. This portion of costs has characteristics of “concentration and non-recurring,” which is difficult to cover through operational income in the short term.

In summary, the practice of Pang Donglai’s support and adjustments has significance far beyond helping companies like Bubugao and Yonghui improve performance and overcome difficulties.

More importantly, it provides the entire retail industry, which is facing transformation anxiety, with a systematic solution that is people-oriented, quality-based, and culture-driven, offering a reference model for high-quality industry development.