---
title: "Is Wumart Beijing's 'Pang-Donglai-Style' Store Adjustment Going Smoothly?"
description: "During the May Day holiday, Wumart's first self-adjusted store in Beijing, modeled after Pang Donglai, performed steadily. Since its reopening on March 21, 2025, after over a month of operational磨合, the adjusted operations have smoothly transitioned and met expected goals. Holiday data shows sales at the Xueqing Road store in Haidian District grew about 190% year-on-year, transaction count rose about 95%, and average ticket price increased about 50%."
author: "潘玉明"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2025-05-14"
categories: "Retail Formats"
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citation: "潘玉明. “Is Wumart Beijing's 'Pang-Donglai-Style' Store Adjustment Going Smoothly?.” New Distribution, 2025-05-14. https://xinjignxiao.com/en/articles/is-wumart-beijing-s-pang-donglai-style-store-adjustment-going-smoothly-66443291/"
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---

# Is Wumart Beijing's 'Pang-Donglai-Style' Store Adjustment Going Smoothly?

> During the May Day holiday, Wumart's first self-adjusted store in Beijing, modeled after Pang Donglai, performed steadily. Since its reopening on March 21, 2025, after over a month of operational磨合, the adjusted operations have smoothly transitioned and met expected goals. Holiday data shows sales at the Xueqing Road store in Haidian District grew about 190% year-on-year, transaction count rose about 95%, and average ticket price increased about 50%.

**Source** | New Retail
During the May Day holiday, Wumart's first self-adjusted store in Beijing, modeled after Pang Donglai, performed steadily. Since its reopening on March 21, 2025, after over a month of operational磨合, the adjusted operations have smoothly transitioned and met expected goals.
Holiday operations data shows that the Wumart Xueqing Road store in Haidian District was bustling, with sales up about 190% compared to the same period in 2024, transaction count up about 95%, and average ticket price up about 50%. Notably, the customer base is predominantly post-90s youth, reflecting the basic characteristics of consumers in the area.
**Prime Location, Abundant Consumer Resources**
The Wumart Xueqing Road store occupies part of the second floor of the former Shengxi No. 8 Shopping Center. This center is Wumart Group's second foray into department store/shopping mall operations in Beijing's urban area, following Xinhua Department Store, with a combined area of nearly 70,000 square meters. It has been operating since 2010, experiencing various ups and downs.
In November 2023, leaders from Haidian District Commerce Bureau visited the store, focusing on operational changes and expressing hope that Xinchen Group would transform it into a commercial complex better suited to surrounding consumer needs, providing residents with higher-quality services. It is reported that after the transfer of operational rights in 2024, Xinchen Commercial Group took over fully, while Wumart Group retained some operational areas.
The store is located at the intersection of several community clusters, including Zhongguancun, Wudaokou, and Qinghua Middle Road. Surrounding it are numerous universities, high-tech enterprises, special industry compounds, upscale residential communities, and apartments. Within a three-kilometer radius, about 400,000 residents live, with the primary potential customer base being youth under 35, accounting for over 60%. These residents have higher income levels and advanced consumption concepts, showing greater sensitivity to the consumption process and content compared to the general public, and they have special expectations for merchant services. The nearby transportation network is highly convenient, with over 20 bus and subway lines passing through, creating a uniquely advantageous consumption ecosystem.
After the renovation, the project's overall layout is expected to highlight the theme of "youth, vitality, and innovation," targeting young students, tech workers, and families seeking high-quality living, aiming to create a shopping and leisure environment full of parent-child health and modern experiences. Main projects include dining, educational training institutions, games, and sports experiences. The first floor introduces some new projects, such as gold, electronics, coffee, dining, and casual wear, coordinated with the second floor's casual wear, outdoor sports, and Wumart supermarket, demonstrating considerable thought for young consumers' needs.
However, the third floor's children's education, children's clothing, games, and life services, and the fourth floor's beauty salons, sports and health combinations, seem inconsistent with the initial adjustment planning ideas, with more non-standard life services and a lack of leading brands.
According to on-site observations on May 8, some areas with discount sales barriers and sports area ambiance are still in their infancy. While showing some innovative intent, as open areas accessible to customers, the scene atmosphere does not match the top-tier cultural expectations of the local community, and differs from the tone of the first and second floors. Observations at different times indicate that the main gathering point is currently the Wumart "Pang-Donglai-Style" store on the second floor.
**Significant Effect of Wumart's "Pang-Donglai-Style" Adjustment**
After the renovation of the Wumart Xueqing Road store, the performance structure of major categories changed significantly. Fresh food accounts for about 60%, with the main contributor being on-site processed food, exceeding 40%. Next is fresh produce, including fruits, vegetables, fresh fish, and fine meats. Daily groceries and small sundries have become auxiliary or peripheral items. This structural adjustment goes beyond the typical supermarket experience, forming a distinctive feature compared to some supermarkets that reduce or remove on-site processed food items.
Comparing sales, average ticket price, and transaction count from the same period, sales have doubled, and the average ticket price has moved beyond the industry's common range, entering the ranks of top domestic omni-channel supermarket enterprises. The combination of hot products like processed food has significantly increased the average ticket price, while transaction count growth remains stable at around 150% of the original.
The adjustment results have attracted attention from multiple industry departments in Beijing's urban districts, with many business-related units sending leaders to observe. Official media have also actively followed up; the author was invited to participate in a live broadcast program by Beijing Radio and Television Station, discussing consumption topics brought by Yonghui and Wumart's active "Pang-Donglai-Style" adjustments.
Before the May Day holiday, I also followed Ding Xiaodan, president of the Haidian District Commercial Federation, and her team to visit and learn. Xu Lina, Wumart Group's spokesperson, and Store Manager Liang personally guided and explained, answering questions. During the visit, someone asked Xu if it was true that some district leaders hoped to prioritize adjusting Wumart stores in their districts. Xu smiled without answering. I guess it's true, because in the face of the strategic task of promoting consumption, everyone hopes that nearby supermarkets can quickly keep pace with digital technology and business model changes, providing consumers with more warmth and smiles.
During the review, a friend who accompanied us said that Wumart's successful practice of learning from Pang Donglai's adjusted stores provides a highly valuable reference sample for traditional supermarket transformation. The key to its success lies in deeply integrating Pang Donglai's two core advantages—humanized service and high-quality price-performance product mix—achieving dual improvements in traffic and reputation through differentiated operations.
So, what specific changes have occurred at the Wumart Xueqing Road store?
**Improvements Across Six Dimensions**
Based on on-site visits and Store Manager Liang's introduction, I believe there are at least six obvious changes.
**First, significant changes in product structure.** The key is organizing a dedicated business team, selecting business channels, retaining top-selling items, and integrating and transforming. The product structure now resembles over 80% of Pang Donglai's, with SKU count streamlined to about 10,000, of which 70% are new products. Leveraging Metro's foreign trade channels, imported goods account for 15%, and 71 Pang Donglai brand products were introduced, greatly optimizing the original channel structure and creating a stark contrast with other existing Wumart stores.
For example, the newly introduced iced cup drinks, which traditional supermarket thinking would hesitate to operate, were boldly introduced by the store team considering the needs of the surrounding youth customer base, proving to be a successful SKU. Some fine meat items are also extended innovations with good operational results.
Comparing customer traffic concentration, over half of customers gather in the food processing and fresh food areas, maximizing the vitality of original top-selling items and Beijing local specialties, while adding refinement to fashionable home and miscellaneous items, meeting customers' pursuit of high-quality living.
**Second, increased vitality in store displays.** The significant expansion of the food processing area is the biggest highlight. Upon reaching the second floor via escalator, you're greeted by a fresh bakery workshop. Following the aroma, to the right are areas for roast duck, sausages, large braised pork, and other staples and sides, providing safe and convenient options for family and workplace dining. Among them, internet-famous spicy beef strips, Jiuduo meaty pig trotters, and durian mille crepes are particularly popular.
I observed at lunchtime that dozens of people were queuing at the meat egg burgers, cold noodles, beef pies, and light meal salad counters. I heard someone shout, "Teacher, I'm queuing here," likely a group of school teachers and students. It was clear that most queuing were office workers and unit employees, with some middle-aged couples muttering along. The newly styled store conveys a strong sense of fresh customer sentiment—this is Pang Donglai's beautiful vision.
In the beverage area, near a pillar, I found a display for "barbecue equipment rental," offering rental of barbecue tools, to be returned at an agreed time. I think this idea suits students, couples, or class group activities—buying is unnecessary, borrowing is hard, so renting a set at low cost and returning it is practical and efficient. This display breaks the deadlock between shelves and pillars, adding more warm space to the store.
**Third, upgraded quality control in product selection.** Wumart Group inherits and integrates Metro's quality control system, combining Metro's international quality control mechanisms with Wumart's supervision system. The store has established a standardized food safety testing room, strictly monitoring quality from channel arrival prices, with spot checks at stages like channel procurement and pre-shelf testing, technically stabilizing indicators such as freshness, craftsmanship, taste, and safety.
According to information from Secretary-General Liu of the Beijing Chain Operation Association, in recent years, the association has promoted and encouraged enterprises in supermarkets, convenience stores, and other formats to expand the introduction of food safety testing mechanisms through initiatives like selecting "Rest assured meat and vegetable demonstration stores," strengthening and upgrading store service standardization, with some results. Among them, Wumart Group has established a professional first-level food testing center in its largest distribution center in North China, with six professionals on duty in a testing room of about 100 square meters, also leading the industry in store food safety testing.
Wumart's food safety testing mechanism reflects the company's sense of responsibility and mission for food safety, on one hand making it visible to consumers and boosting confidence, and on the other providing a reference sample for industry progress. Ensuring food safety is a key prerequisite for attracting consumers into stores.
**Fourth, extensive application of AI technology.** As a "probe" project for Wumart Group's digital innovation, the Duodian platform has introduced and applied AI new intelligence technologies in areas like product clearance, product selection planning, replenishment prompts, loss prevention alerts, inspection and inventory, and cold chain intelligent control, achieving application results.
For example, AI clearance can monitor the production time and sales pace of each fresh prepared product in real time, automatically generating precise hourly clearance strategies. For instance, fruit cut products have achieved a cycle control of 20% off at 4 hours, 40% off at 6 hours, and removal at 8 hours. The cold chain intelligent control system monitors the operating status (temperature, humidity, alerts, energy consumption) of all cold chain equipment in real time, replacing manual inspections, pre-detecting risks, ensuring food quality and safety while also considering safe and green equipment operation.
As a digital leader, Duodian delivery is Wumart Group's own instant retail platform. This adjustment upgrades the business system, continuing to upgrade the "online community + instant delivery" model, achieving a deep transformation from traditional store to "community life service station," creating a huge distinction from surrounding traditional experiential supermarkets.
**Fifth, comprehensive renewal of service forms.** Based on Wumart's original services like free purchase and self-service, some services at this store have been iteratively renewed, with additional convenience facilities at the entrance, such as pet storage cages placed at the main entrance.
Many service items currently visible in the store are new, such as rest areas, self-service tea machines, common medicines and some disposable items, free food heating equipment, and standardized ice supply. Some humanistic care prompts and communication language boards have been added on wall pillars and shelves, bringing closer emotional distance with customers. The store has set up free blood pressure, height, and weight measurement equipment, further enhancing service diversity.
A self-service counter set against the outer wall shares external space, with customers constantly using services like charging, washing, heating, and packaging, improving space utilization and adding popularity around the store.
**Sixth, respecting employee dignity in multiple ways.** Wumart Group has its own training school, originally at the Wumart Mudanyuan store, later moved to Yangqiao. I have personally observed Wumart trainees running in the morning and communicated with them. This adjustment further strengthens the value of "people," respecting employee dignity from multiple aspects.
Xu said: "Employee satisfaction is a key focus of this adjustment. We will further strengthen positive incentives on the basis of existing work, forming a value-added cycle of 'employee satisfaction - service improvement - customer repurchase'." In practice, multiple measures have been added, such as shortening store hours from 8:00-22:00 to 9:30-21:30, allowing employees to better balance work and life. The average salary for frontline store employees has increased by 50%, with a minimum monthly salary of 6,000 yuan, and paid annual leave increased to at least 10 days, exceeding the general level of Beijing supermarkets.
The dining environment and food value for money in the employee cafeteria have also greatly improved. On-site observation shows the food processing room is bright, transparent, and odor-free, with employee utensils neatly displayed. A new employee said they didn't expect such a strong sense of presence in a supermarket position.
Industry insiders know that the dining, restroom, and cleaning areas for ordinary supermarket employees are often subpar. Wumart has seized the opportunity of store business adjustment to renovate and upgrade employee living areas, which is worth learning from for those enterprises that have been slow to improve employee welfare.
**Three Major Insights**
First, decision-making teams must lead planning. Under the current integrated business management system, if the decision-making team doesn't act, business systems are hard to change, cross-department and cross-region collaboration becomes even harder, and the store's service situation is difficult to improve. This makes internal adjustment empty talk, and external consumption promotion also empty talk.
Second, orderly renewal of product channels. Large commercial enterprises' supply chains have strong inertia and stubbornness. Changing one point in the original procurement system means changing the interest relationships in one area. Therefore, business transformation cannot stay at the local pilot stage, nor can it adjust interest relationships on a large scale in a short time. It requires orderly cultivation, gradually completing "metabolism" with set expectations. If it stays at the pilot stage, after achieving successful sample data and media hype, it will gradually revert to the original state, and key indicators like average ticket price and transaction count will inevitably regress.
Third, balancing store element value. In the omni-channel era, a prominent feature of supermarket category structure is that processed food has become a new category extending from fresh food. On this, Du Zong of Hubei Yasi Group has given a complete answer, and Hema Fresh has accumulated many successful experiences. Related skill elements like safety officers for raw material procurement and nutritionists for processing professional evaluation will be introduced into stores. Relatedly, safety testing mechanisms for light meals, fruits, and vegetables supporting working employees and health-conscious diets will become important supporting operational elements.
At the same time, how to match online sales channels, adjust daily grocery and small sundry products, and enhance the physical store value of these categories will become important topics. In practice, some adjusted stores, with the significant expansion of processed food value, see daily grocery areas increasingly neglected, leading to new imbalances. Therefore, during the normalization of adjustments, daily grocery product combinations must be continuously updated, integrating with processed food value to achieve the maximum value combination.
The Wumart Xueqing Road store's "Pang-Donglai-Style" case shows that decision-makers need sincerity, determination, and good methods to succeed. Wumart Group has the determination to do things concretely, and Pang Donglai can provide industry-leading methods, making things easier. If decision-makers only have determination but cannot find good methods, it naturally won't work; if decision-makers are flexible but evasive, then even with good mechanisms and methods, it won't work, and it definitely won't.
It is understood that the adjustment of the Xueqing Road store is the starting point of Wumart Group's strategic transformation. It is expected to complete adjustments at over 30 stores nationwide by 2025. Hopefully, a good start will bring overall takeoff.


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## Citation metadata

- Publisher: New Distribution
- Author: 潘玉明
- Published: 2025-05-14
- Canonical: https://xinjignxiao.com/en/articles/is-wumart-beijing-s-pang-donglai-style-store-adjustment-going-smoothly-66443291/
- Original source: https://mp.weixin.qq.com/s/34SEA6kn4F4pEwLbp0cK4g

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