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The market is too competitive. It is too difficult to run a business. Being an entrepreneur is too tiring.

I hear this a lot.

Increasing leverage to expand production is a way of squeezing out production capacity; after overcapacity, repeated promotions are a way of squeezing out prices; 996, 007, strengthened assessments, and forced eliminations are a way of squeezing out employees; repeatedly delaying payment terms and changing cash payments to acceptance bills is a way of squeezing out suppliers; using all kinds of tricks to make consumers feel that they are getting a good deal, but in fact they fall into one trap after another, this is marketing squeezing out.

In the end, everyone felt depressed and uncomfortable, and the boss was not happy either.

Is the only path we can take, which is internal circulation or downward circulation?

Before and After Awakening

The following words are the observations of an entrepreneur who started out as a street vendor and gained profound insights after many twists and turns on the Chinese business world:

"We are just running a business, but we are not enjoying the joy of running a business."

"Our main goal is to expand, and we believe that expansion is the right thing to do. However, in order to expand, we have engaged in vicious competition and overlapping resources, which has resulted in huge waste and internal competition."

"Nowadays, society advocates that 'work is happiness, work is a good life'. If everyone gets up at four or five o'clock and goes to bed at ten or eleven o'clock at night, what is life?"

"Most of our companies are unhealthy. Employees' income is too low, turnover is too high, teams are unstable, and bosses are exhausted all day. When a company is unhealthy, it may lead to safety risks in various aspects such as fire protection, taxation, and public relations."

"The situation in most companies is that people do not live as they should, but live like machines, doing things just for money, face, responsibility, and glory. In order to get these, the pace of work and life is too fast."

"The boss worked so hard and worried so much about running a business that he ruined his health and didn't even enjoy his life. The money passed through his hands for a short time, and after all the hard work, he ended up heavily in debt."

"Many companies are stuck in a situation where they can neither go up nor down. Many bosses can neither live nor die. They can't live because they have too much debt and face legal risks. They can't die because they still have families and too many things to be involved."

The person who said this is Yu Donglai. The company he founded is called Pang Donglai, which is known as the "ceiling of China's physical retail."

In 2023, Pang Donglai's 13 stores in Xuchang and Xinxiang, Henan, achieved sales revenue of 10.7 billion yuan, more than 7 billion in Xuchang and more than 3 billion in Xinxiang. Looking at the business world, its scale is not super large, but its reputation is super, just like the world's top liberal arts colleges and Ivy League schools, which are superior not by the number of students but by the quality. In the retail industry, Yonghui Supermarket's revenue is seven or eight times that of Pang Donglai, but it admires its management level and is asking it to help it make adjustments.

Yu Donglai has experienced all the business problems he mentioned. He started his own business in 1995 and initially just followed the crowd, paying a heavy price.It’s just that I woke up early and realized it thoroughly.In the past 20 years, the concept he has practiced internally and promoted externally is:

"Isn't the purpose of running a business to make people live happily, to make yourself live happily, to make your family live happily, to make the management team live happily, and to make your employees live happily? Isn't that the goal?"

"Our enterprises should be strong in quality rather than scale. We should make the big ones big and the small ones small. We should make the high-quality ones high-quality and close the ones that should be closed. We should return to a healthy starting point."

"A healthy enterprise is one where the wages of its employees can reach a relatively fair level and the enterprise still has a net profit of 4% to 5%."

"When running a business, you must do things with kindness. Only with kindness can you have a clear conscience and be calm and at ease. First, be kind; second, have character and quality; third, do things within your means."

“What is the greatest kindness of a boss? It is to make your team feel beautiful and hopeful just because they are with you.”

“Employees should assume reasonable responsibilities without being overly stressed.”

“Salaries determine the survival of an enterprise, and culture determines the quality of an enterprise.”

In a business world that is full of volatility and has reached a point of oppression and exploitation, Pang Donglai has taken another path - the path of promoting good, the path of relaxation, using love to resolve volatility, and a kind heart will broaden the path.

The strongest sense of happiness

Many Pang Donglai employees will say from the bottom of their hearts: Our company is not the largest, but the sense of happiness is the strongest.

They have reasons to say so. Currently, the minimum monthly salary for all employees of Pangdonglai stores, including cleaners, is 7,000 yuan (after tax), while the price of commercial housing in Xuchang city is more than 6,000 yuan per square meter. When the COVID-19 pandemic caused the store to close, grassroots employees who were resting at home also received a living wage of 3,000 yuan.

Pangdonglai employees work 6-7 hours a day. Frontline employees have one day off per week, and about 90 days of vacation per year. Managers with certain responsibilities have nearly 150 days off per year (52 weeks*2 + 40 days of paid annual leave + 5 days for the Spring Festival). Each store has set aside 10% of its area as an employee home, with sports areas, leisure and entertainment areas, children's service areas, bookstores, etc.

Taking the Xuchang Times Square store as an example, the employee home is nearly 6,000 square meters. The library area is co-operated with Eslite Bookstore and has more than 50,000 books. The lighting, atmosphere, tables, chairs and benches are all designed by Eslite Bookstore.

As for the management, Pang Donglai provides them with cars so that they can go out more often to experience the beauty of nature, such as Xinjiang, Tibet, and Qinghai. Next, they are also planning to go to Europe to see what the world is like.

Yu Dong said: "I think people should live a healthy life and live out the light of humanity. A healthy life is full of freedom, relaxed, passionate and what you like. Every aspect of our life, such as children, love, family, career, parents and friends, should be happy."

Pang Donglai's "Cultural Concept Handbook" states, "The greatest value of an enterprise is to strive to enable more people to understand advanced life concepts, understand the belief in freedom and love, understand the values ​​of promoting good and discouraging evil, cultivate a sound personality, and achieve a sunny, confident, individual, and happy life state for employees."

Concepts are not slogans, but a work and lifestyle that integrates knowledge and action. Pang Donglai's life principles involve seven aspects: health, safety, love, family, financial management, home, and vacation. For example, in financial management, one should plan how to manage income according to one's own abilities, values, and the material status of the gains, and not aim too high or compare with others.

Yu Dong said: "You can't borrow money casually at Pang Donglai. If you borrow more than one month's salary, you will be fired immediately if you are found out, because borrowing money in an unorderly manner will cause conflicts and make you unhappy. If you really have difficulties, just raise them with the company."

It is hard to imagine that the owner of a retail business in the Chinese mainland city of Xuchang began to use the lifestyle of the Swiss as a benchmark more than 20 years ago."The Swiss have 180 days off a year. They like making any product, just like they treat God. Do you think they will be perfunctory? So Switzerland, a small country, has contributed so much technology to mankind. We didn't have any holidays before, but we took it step by step and closed the doors on Tuesdays to give people, equipment and venues a rest. Since 2012, we have also had a five-day holiday for the Spring Festival. The annual leave has been increased from 10 days to 20, 30 and even 40 days. Although we earn less money, we feel more relaxed. More than 20 years ago, I firmly believed that what the Swiss can do, I can do too. More than 20 years have passed. Although Pang Donglai has not achieved the environment and status of Switzerland, at least we have made progress."

The popular methodologies in today's business world basically teach people how to compete, reduce costs, increase efficiency, grow bigger, and become stronger. This is an involutionary model where efficiency is king.Pang Donglai has proved another methodology through practice, that is, the boss respects, trusts, recognizes, encourages and helps employees with a happy and relaxed heart, so as to achieve the beauty of adults and build a team. The whole enterprise aims to pursue happiness and be a healthy enterprise, so that employees and management are willing to work. They treat their work with heart, use good methods and scientific methods to make good products and gain the trust of customers. This is the model of benevolence and love for others and promote goodness.

In the involutionary model, companies always feel that their employees are not working hard enough, and they will consider layoffs and salary cuts when they encounter difficulties. In the charity model, Pang Donglai believes that everyone is very creative and can create extraordinary value in ordinary positions. The company first increases the salary of management and employees to a fair level, so that everyone feels respected, dignified, and significantly ahead of local peers.

In the involutionary mode, companies always put pressure on their employees. In the virtuous mode, they do not just put pressure on their employees, but often relieve pressure.Pang Donglai gives everyone more money, but does not increase working hours. For stores with poor performance, the headquarters will give them a period of growth and observation.

During this period, the headquarters will temporarily not mention discount fees or financial expenses, and will add these two items to the team's income, so that their income is basically the same as that of employees in well-run stores.

Pangdonglai Tea Supermarket has booming sales and its employees are under tremendous work pressure, so they immediately shortened their business hours to 11 a.m. to 4 p.m.

After Pang Donglai made adjustments to Yonghui Supermarket, business was very good. However, Yu Donglai said, "We cannot let employees be treated as tools and ignore working hours in order to achieve sales results. I set a goal to close the store after sales of 1 million yuan, even if the sales in a day are close to 2 million yuan."

Learn from the advanced, follow the right path, and pay attention to details

Pang Donglai treats its employees in this way, so there is no reason for them not to do their essential work well. How to do it specifically? In fact, it is not complicated.

The first is to learn from the advanced. More than 20 years ago, we started to learn from Carrefour Shanghai Gubei Store and invited their people to provide product consultation. In recent years, we have learned from Sam's Club, CityCenter, and Aldi, and established standard processes to help employees do a good job.

The second is to take the right path. Eliminate third- and fourth-tier brands of miscellaneous goods, return to first-tier brands and specialty goods; optimize retail-supply relationships, and cancel all backend fees; make product prices transparent, maintain a reasonable gross profit margin, generally not exceeding 20% ​​under normal circumstances, do not seek excessive profits, and do not engage in promotions, so that customers can develop a habit of rational consumption and respect the value of goods; improve after-sales service, so that customers can shop with peace of mind and feel assured, and return the goods without reason if they are not satisfied. And so on.

The third is to focus on details. Standing on the customer's side, we start from the management of every little detail, customer opinions and complaints (a "complaint award" has been established) to sincerely create value for customers. In this regard, Pang Donglai is not inferior to international retail supermarkets, and there are also a large number of short video introductions shot by customers and visitors on the Internet.

Six managers of a barbecue restaurant in Yinchuan came to Pang Donglai to learn. What impressed them most was that when they asked questions to the cleaning lady mopping the floor, she stopped what she was doing and explained it clearly over and over again, instead of just pointing and saying something casually. She would leave only when you really understood. Another thing is that the mall receives so many people every day, it is very clean, and there is no dirt on the floor even if you wipe it with a paper towel. In the underground parking lot, a large floor scrubber is always scrubbing, and there are basically no wheel marks or footprints.

Here is a key question: Where does the money come from when Pang Donglai increases the salary for employees? In the long run, of course, it comes from the benefits generated by running the stores well and making them prosperous. But at the beginning, and when the stores are still losing money, it actually depends on shareholders to give up their own interests, that is, shareholders take less and employees get more.

In 1999, Pang Donglai made about 17 million yuan in profit at the end of the year, and Yu Donglai directly distributed 10 million yuan to employees. His view has always been that half of the profits should be given to shareholders and half to employees. In fact, now Pang Donglai distributes 95% of its profits to employees every year. This is difficult to replicate. Because Yu Donglai runs the company as a school and a model, he does not pursue scale expansion and maximizing shareholder interests, but pursues cultural recognition and output influence, and helps more companies do well.

How does Pang Donglai do retail?

On the morning of August 5, I visited and exchanged ideas at the Pang Donglai Times Square and Angel City stores in Xuchang, Henan. I didn't see Yu Donglai, as he led a team to Gansu. Many bosses only know how to make money, but he also knows how to spend money.

The Times Square store opened in 2009, with a construction area of ​​68,000 square meters, a business area of ​​52,000 square meters, 2,100 employees, and sales of 2.4 billion yuan last year. The Angel City store opened in January 2023, with sales of more than 1 billion yuan last year. Because there were so many people lining up, the iron fence outside was almost 600 meters long.

According to the analysis of vehicles coming to the store, vehicles coming to the Angel City store on weekdays are from outside Xuchang, accounting for about 78%, and on Saturdays and Sundays, accounting for more than 85%. In a sense, Pang Donglai has a scenic spot effect. Because of the large flow of people, especially on holidays, the flow of people is often limited. The security guards and cleaners of Pang Donglai are all formal employees, not labor dispatch. This department is not called "property" but "logistics".

Pang Dong Lai also has a study effect. From time to time, I can see groups of people from other places holding small flags in the store. It is said that there are more than a dozen or even dozens of groups a day. My accompanying friend said that he saw four groups in the lobby of a hotel a few days ago, all of whom came to learn from Pang Dong Lai.

The two stores I visited covered supermarkets, jewelry, movies, video games, restaurants, electrical appliances, department stores and other business formats. They had many private brands and internet celebrity products, such as Pang Donglai large mooncakes, and each person could buy up to 6.

The tea supermarket is owned by Pang Donglai. The main product is Maojian tea. The business is very hot. First of all, the quality is good and the credit is high; secondly, the price is transparent. A customer said: "I bought 2,000 yuan of tea from other places, and the cost may be only 200 yuan. Pang Donglai's purchase price and selling price are clearly marked, and I know its gross profit is only 200 to 300 yuan." The situation of gold and silver jewelry is similar to that of tea. It is also very popular. There is a plaque hanging on the door that reads "Rational consumption brings happiness."

Pangdonglai's products are reassuring because they tell you everything about the products. For example, for fruits, they tell you the sugar content, origin, annual sunshine hours, precipitation, etc. For sliced ​​fruits, they are 20% off after 4 hours, 40% off after 6 hours, and will be removed from the shelves and reported as damaged after 8 hours.

All vegetables are tested in their own testing center, and the test reports are made public. Cooked food is sold out on the same day and will not be sold overnight. What do young people do with the ingredients they buy? Postcard-sized seasonal recipes are placed there for you to take. There is a kitchen in the fresh food area, so you can process the seafood directly after buying it.

Pang Donglai’s service is considerate, simple and effective.

Convenient services include: self-service lockers, pet storage, mother and baby rooms, direct drinking water, free charging, free delivery (within a certain area), wheelchairs, strollers, etc.

The shopping basket & shopping cart service is divided into: hand-held shopping basket (capacity: 25 liters), baby stroller (10 months-2 years old), children's shopping cart (3 years old-8 years old), elderly shopping cart, double-layer shopping cart, small shopping cart (115 liters), large shopping cart (150 liters).

Movie watching: If you are not satisfied with the movie you watched, you can go to the ticket office with your ticket within 20 minutes after the movie ends to get a half-price refund (because the other 50% must be handed over to the theater).

E-sports: Try to prevent children from feeling lost. For example, if some children can’t catch the doll in the doll grabbing machine, they can hold up a sign saying “I want to place the doll” and the staff will come over, open the door and put the doll in the most suitable place for you to catch it.

Electrical appliances: If your clothes smell after eating hot pot, you can go to a store that sells washing machines to have them dry cleaned. You can come and apply a screen protector to your cell phone at any time, for free.

Refrigeration: Each supermarket entrance is equipped with a refrigerator with ice cubes in it. Customers can put ice cubes in the refrigerator if they need to refrigerate the goods after buying them. It’s free.

Large screen TV: No advertisements will be broadcast except for news broadcasts, Olympic Games, cultural programs, and corporate culture.

Particularly worth mentioning is the attitude towards the supply chain.Compared with its peers, the products sold by Pangdonglai are lower in price and higher in quality. This is not difficult to understand. It has a large scale and has joint procurement with some friendly companies, so it has a certain say in the supply chain. However, it never squeezes suppliers, but allows them to maintain a reasonable profit, so that suppliers can have the possibility of healthy development.

"For example, if a 1 million yuan order has one price, when it increases to 5 million or 10 million yuan, Pang Donglai may not lower the price. Maybe some places will even raise the price appropriately, because suppliers also need to invest manpower and material resources in the process of increasing production, and they must ensure both the quality of the goods and the sufficient quantity. If you keep squeezing suppliers, it is likely that the quantity will increase, but the quality cannot be guaranteed."

How does Pang Donglai make adjustments?

In the past two years, Yu Donglai has served as the chief mentor of Lianshang Donglai Business Research Institute, providing cultural and management output. The institute launched a seed class, and 12 regional retail companies became the first batch of students. Yu Donglai visited 12 companies, organized 33 business sharing sessions, and adjusted some of the students' companies.

There are 6 Jiabaile Supermarkets in Shangrao City, Jiangxi Province. At the end of June 2023, the reorganized team of Pangdonglai moved in and started the adjustment from the main store "Wanli Store". Pangdonglai also borrowed 30 million yuan in funds, and 11 seed class enterprises also provided on-site support.

The following measures were taken in this adjustment:

1. Increase employee salaries: The original monthly salary of employees was about 3,000 yuan, which was adjusted to 4,000 yuan. The salary of fresh food employees and cashiers was adjusted to 4,400 yuan, a 30% increase; the salary of supervisors was adjusted to 8,000 yuan, a 100% increase; and the salary of store managers was adjusted to 20,000 yuan, a 70% increase. The number of employees increased, the salary increased, and the working hours decreased.

2. Adjust the store layout: The original store design was a forced flow, and customers had to walk all the way to the exit before they could pay. The new store design is customer-centric, with cashier counters at the entrance and exit, all kinds of advertising posters removed, and aisles widened, making the new store transparent, bright, and tidy.

3. Optimize product quality: The original store had 20,000 SKUs. In order to obtain entry fees and high gross profits, a large number of low-quality third- and fourth-tier products were introduced. This time, 7,000 items were removed from the shelves, and high-quality brand products, as well as Pangdonglai's popular products such as baked goods and juice, were reintroduced in accordance with Pangdonglai's product standards.

In addition, measures have been taken to improve fresh food capabilities, regain customer trust, and adjust business hours. In the past, the business hours of Jiabai Le stores were from 8:00 to 22:00, but now they are adjusted to 9:00 to 21:00, and some stores have adjusted to 9:30 to 21:30.

Jiabai Le has also made adjustments as a whole, such as focusing on the center, closing stores outside the region, suspending new store projects, and comprehensively adjusting and optimizing in finance, procurement, operations, safety, personnel, etc., systematically reducing risks and improving operational capabilities. In short, it is to do things well first and not rush to expand.

After nearly a month of adjustments, the average daily customer flow of the "Wanli Store" reached 5,000 people, with sales of 400,000 to 450,000 yuan on weekdays and over 500,000 yuan on weekends, more than double the amount before the adjustment.

In 2024, Pang Donglai began to adjust Yonghui Supermarket. The first store, Zhengzhou Xinwan Plaza Store, was closed for 19 days for adjustment. After officially resuming business, it began to limit the flow of customers after 20 minutes. The sales on the first day of the adjustment reached 1.88 million yuan, with 12,926 customers, which was 13.9 times the average daily sales before the adjustment.

In terms of product structure, 10,841 items were taken off the shelves, accounting for 81.3%; 12,581 items were re-planned, accounting for 80% of new items. After the reorganization, the product structure reached more than 90% of Pangdonglai's product structure.

In terms of the layout of the site, the overall design of the supermarket after the adjustment is "U", and customers can browse from the fresh food and cooked food areas in the south all the way to the north. Many of the popular products of Pangdonglai's own brands, totaling more than 70 items, have been successfully put on the shelves and sold in Yonghui Supermarket.

In terms of employee salaries, supermarket employee salaries increased from 2,500 yuan/month to 4,500 yuan/month.

In terms of business hours, the Xinwan Plaza store has been adjusted to 9:30 am to 9:30 pm, while it was previously 7 am to 10 pm.

In terms of professional capabilities, nearly 30 training sessions of various sizes were conducted during the adjustment period, covering cultural concepts, services, business management, equipment maintenance, fire safety, etc., and multiple batches of personnel from various positions were arranged to study in the Xuchang Pang Donglai store.

Yu Dong said: "After all, Yonghui Supermarket has a large scale. It may be optimized before the end of this year. It will take 2 to 3 years to reach a healthy state. In another 3 to 5 years, I believe Yonghui Supermarket will become a business model."

It should be noted that from the seed class to the adjustment of Jiabai Le, BBK, and Yonghui, Pang Donglai has been doing it for free. They provide manpower and labor, and take care of their own food and accommodation. This is the concept and culture of Pang Donglai.

The significance of Pang Donglai to the Chinese business community

Pang Donglai takes the road of regional retail, doing it in-depth, thoroughly, specialized and refined, not pursuing national chain or bigness. With firm belief, advanced concepts, scientific methods and effective mechanisms, we complement and promote each other.

Pang Donglai insists on making good products and providing good services, and firmly believes that "products account for 80% of customer satisfaction and the rest accounts for 20%". Products are the origin.

Yu Dong said that in terms of the cognition, development, and professional depth behind the products, Pang Donglai needs to learn from Sam's Club, Costco, and Aldi. Pang Donglai still has some distance to go in terms of professionalism, but in terms of system and culture, Pang Donglai is ahead.

Pangdonglai is people-oriented, helping people achieve their goals, leading a happy life, and building a healthy enterprise. It does not pursue the maximization of shareholders' commercial interests, but the maximization of shareholders' happiness and the maximization of the total happiness of all employees.It is not about opening more stores in other places, but about adjusting the stores opened by others in other places to help them grow healthily and make society better. This is its most important value to the Chinese business community.

It should be pointed out that Pang Donglai's practice is not a "rebellion" against the laws of the market economy. For example, wages are paid based on fairness, not blindly. "You must have created this value to get this return. If you have not created this value, the company will help you realize this value." If some stores have not been operating well and cannot be adjusted and reformed, they must be closed down.

Pang Donglai is transcending with its own cultural characteristics from the perspective of respecting people, based on the laws of market economy and industry standards.

The Pang Donglai phenomenon is also highly related to the characteristics of the physical retail industry in which it operates. Retail is a business of human contact. Employees do not need to be particularly knowledgeable, but they need to be loyal, sincere, serious, careful, and responsible. Pang Donglai shares more profits with them because without their efforts, there would be no good interface with customers.

I have long called for a spirit of struggle, but China's business community is too compulsive and has gone too far.A recent Goldman Sachs report pointed out that in the first quarter of 2024, China's photovoltaic module and lithium battery production capacity will reach 200% and 150% of global demand respectively. In the photovoltaic, new energy vehicle, steel and construction machinery industries, more than 50% of the supply operates at zero or negative cash profit margins.

The unrestrained pursuit of size, serious overcapacity, crazy internal competition, constant price cuts, and everyone being in danger have resulted in companies in many industries being basically in an unhealthy or sub-healthy state.

By operating the industry and business in this way, have we already entered a stage of internal damage where the disadvantages outweigh the advantages?

I wrote about Pang Donglai because it is like a clear stream that can bring us a completely different feeling.

I am also pleased to see that under the influence or adjustment of Pang Donglai, a number of retail enterprises have embarked on a path of health and happiness, such as Hubei Yasi Supermarket, which has the reputation of "Hubei version of Pang Donglai", and Qinghai Yijiaqin Supermarket, which is called "Qinghai Pang Donglai". There are also some enterprises that consciously walk on a similar path and are deeply trusted in the local area, such as Hebei Xinyulou and Luoyang Dazhang.

The title page of Yu Donglai's book "The Beautiful Road" quotes two ancient sayings:Those who fly high in the sky will calm their minds when they look at the peaks; those who manage worldly affairs will forget to return when they look into the valleys.It means that people who pursue fame and fortune like kites will calm their desire for fame and fortune when they see majestic mountains. People who manage public affairs will be reluctant to leave when they see beautiful valleys. When I read these two sentences, I also felt a sense of sudden enlightenment and reaching the source of life.

Yu Donglai once said that there are four dimensions to running a business.

The first dimension, which is also the current status of most Chinese companies, is making money.

The second dimension is the dimension of companies in Singapore, Japan, and South Korea. They have added some laws and Western management on top of making money, and are running their businesses on the basis of rules and laws.

The third dimension is European and American companies. Above the legal rules, there are some beliefs and cultures. They make money based on market mechanisms, regulatory frameworks, and social responsibilities, but they still pursue the maximization of shareholder interests, and people are still a resource for making money.

The fourth dimension is to go beyond profit. People are no longer resources, but become the core. The purpose of running a business is to achieve success for people, employees, entrepreneurs, customers, and society.

His ultimate goal is "to make China a civilized land. What is civilization? At least everyone can be protected in all aspects, live with dignity, and feel the sincerity and friendliness of each other."

If China could have hundreds of Pang Donglai, with one representative in every industry and every place, wouldn't our business atmosphere, business philosophy, and business practices be changed? !

No.5919 Original first article | Author Qin Shuo

In the writing of this article, I received help from people related to Dahe Cailifang, Xuchang State-owned Capital Operation Group, Hunan BBK, and Pangdonglai. I also referred to Lianshang.com’s report on Pangdonglai’s adjustment and reform work. I would like to express my special thanks.

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