From March 16 to 18, 2026, the CFC·11th China FMCG Conference grandly opened in Chengdu! At the concurrent '6th China FMCG Distribution and Retail Conference' on March 18, Chen Jianfu, General Manager of Jiayuan Convenience and corporate coach, delivered a brilliant speech titled 'The Logic Reshaping and Growth Practice of Zero-Supply Integration: Breaking Boundaries, Symbiosis and Win-Win'. As a leading convenience store chain in northern Henan, Jiayuan Convenience's achievements are truly remarkable: the number of existing stores has exceeded 280, with annual total sales exceeding 400 million yuan, and maintaining a compound annual growth rate as high as 30%. In the fiercely competitive retail track, how did they achieve a counter-trend breakthrough? Chen Jianfu pointed out that in the era of stock competition, it is necessary to break the traditional unilateral perspective and move towards 'zero-supply integration'. The following is Mr. Chen Jianfu's on-site speech content (partially abridged), specially organized for readers. The Starting Point of All Business Models: Uphold Integrity and Innovate, Act with Altruism Many people ask me, in the current economic environment, physical retail is so difficult, how do you maintain growth? My answer is actually eight words - break boundaries, symbiosis and win-win. Zero-supply integration is no longer a multiple-choice question, but a must-answer question we must face today. When many enterprises seek growth paths, they only focus on models, data, and tactics, but ignore the foundation that supports the enterprise - corporate culture. Without the underlying cultural consensus, the so-called 'zero-supply integration' will eventually become a slogan of mutual calculation. Jiayuan Convenience's mission is very clear: 24-hour guarding with love, making this city happy because of us, warm because of Jiayuan! Jiayuan's vision is to become a benchmark enterprise in the national convenience store industry, warming every city with love! To practice this mission, we have established a very clear value foundation, specifically divided into two levels: First, in terms of conduct, we must 'uphold integrity': be a correct person: upright, kind, sincere, and grateful. Second, in terms of work, we must 'act with altruism': be an altruistic person: responsible, hardworking, introspective, and progressive. Why do I talk about culture at the beginning? Because when dealing with the relationship between retailers and suppliers, 'altruism' and 'introspection' are the core principles. What was the past zero-supply relationship? It was a game. Stores thought about how to collect more barcode fees and end-cap fees from manufacturers; manufacturers thought about how to push inventory to stores. When sales were poor, stores blamed manufacturers for bad products, and manufacturers blamed stores for not promoting. But true 'zero-supply integration' requires us to 'introspect' when encountering problems - first find reasons from ourselves, and actively 'take responsibility'. We must adhere to the sincere attitude of 'acting with altruism', treating suppliers as true business partners. Only when the cultural foundation is connected can the trust barrier between upstream and downstream be eliminated. This is the absolute prerequisite for our symbiosis. Breaking the Situation and Seeking the Path: From 'Internal Perspective' to 'Ecological Perspective' After sorting out the culture, let's look at today's business environment. Why is 'zero-supply integration' a must-answer question today? - The traditional unilateral business logic has completely failed. In the previous era of increment, channels were king. Whoever controlled the terminal had the say, and retailers could rely on network advantages to 'control' suppliers. But in today's era of stock, consumer demand is extremely segmented and ever-changing, and the product life cycle has been greatly shortened. If we still fight separately, with the retail end only selling goods and the supply end only producing, we can't even figure out what consumers really want. This kind of internal friction of working behind closed doors will only result in high inventory and dismal profits. Therefore, we must seek a path. How? It is to shift from a purely 'internal perspective' to a macro 'ecological perspective'. We retailers can no longer regard ourselves as 'second landlords', but should become 'super hubs' connecting consumers' real needs with upstream high-quality supply chains. Achieve data sharing and demand co-creation with suppliers. Only by breaking the physical and data boundaries between enterprises can we convert the costs originally consumed in internal games into ultimate experiences for consumers. Jiayuan's Practice: A 'Growth Flywheel' Driven by Two Wheels Based on the concept of 'breaking boundaries, symbiosis and win-win', we have built a 'growth flywheel' belonging to Jiayuan Convenience internally. For this flywheel to spin fast and steadily, it must rely on the synergy of 'commercial value' and 'operational efficiency', driven by two wheels. The first wheel of the flywheel: commercial value drive If today's convenience stores only earn the difference between purchase and sale, they have no future. We must continuously make the business cake bigger. We mainly dig deep from three directions: Explore users' deep needs and expand value-added service scenarios: We not only provide products, but also provide five meals a day and high-frequency life services. We want customers to develop a sense of dependence, making them feel that the city is warm because of Jiayuan Convenience. Optimize pricing strategies to enhance customer lifetime value (LTV): We do not fight a bottomless price war, but by providing high-quality and cost-effective product combinations, we make customers willing to repurchase long-term and frequently, turning one-time 'traffic' into long-term 'retention'. Build a diversified revenue model to enhance profitability: Break through a single profit source, and create a three-dimensional profit model through supply chain collaboration, private brand development, and other methods. The second wheel of the flywheel: operational efficiency drive With the traction of commercial value, we must also have extreme efficiency to support it. In the era of meager profits, profits are squeezed out: Digital tool empowerment: Fully realize the automation and standardization of store processes, using systems to replace the errors of manual experience. Refined operation management: Reduce marginal costs and losses. Especially for the fresh food section, which is very core to our convenience stores, the loss rate is the lifeline of the store, and it must be controlled to the extreme through refined management. Data-driven decision-making: Quickly respond to market changes and feedback. Every product selection, replacement, and display adjustment must never rely on intuition again, but must be based on real-time data analysis. The 'Three Forces' of Value Growth and the 'Four Dimensions' of Operational Growth In order to fully implement this two-wheel-driven flywheel into the daily actions of stores and business teams, we have summarized a very clear practical methodology internally. First, build the 'three forces' model of commercial value. Our core goal is only one: to build the core barrier of Jiayuan's franchise ecosystem and maximize commercial value. This requires us to work hard on three capabilities: Strategic force: Must have precise market positioning and forward-looking layout. We need to build a sustainable business growth path, never cut leeks for short-term interests, and lead the development direction of the entire northern Henan and even broader regions. Product force: Products are always the soul of convenience stores! We must take user needs as the core, deeply co-create with upstream suppliers, achieve ultimate product design and quality control, and create a core explosive product matrix belonging to our Jiayuan. Brand force: Through day-to-day high-quality services and profound brand accumulation, build an unbreakable moat in consumers' minds, thereby enhancing our brand premium and users' absolute loyalty. Second, win the 'four dimensions' of operational efficiency growth. In daily operations, we require the team to dig deep into the potential of efficiency from four dimensions:

  • Precisely position market trends: formulate differentiated competitive strategies. Ensure that every action and every resource investment in the market can achieve high returns;
  • Refined product operations: continuously optimize product selection and pricing systems to improve product turnover efficiency. Resolutely eliminate slow-moving products, fully tilt resources to core explosive products, and create the healthiest store profit matrix;
  • Omni-channel synergy and integration: Today's convenience stores are no longer purely offline businesses. We must connect the touchpoints of online delivery platforms, private domain communities, and offline physical stores to achieve integrated management of inventory and services;
  • Deep operation of all-domain users: From public domain acquisition to private domain retention, conduct deep lifecycle management of users, turning passers-by into our super fans. Retail is a marathon without an end. Future competition is definitely not the competition between one store and another, but the competition between one supply chain and another, one ecosystem and another. Only by breaking boundaries can we eliminate internal friction; only by symbiosis and win-win can we go further. Only by adhering to the foundation of 'upholding integrity and acting with altruism' and unswervingly promoting zero-supply integration can we carve out a bloody path in the stock game and truly realize the grand vision of 'becoming a benchmark enterprise in the national convenience store industry, warming every city with love!'