Chain supermarket entrepreneurial dark horse! In 18 stores in 3 years, Song Hongwei staged a textbook-level entrepreneurial myth.
"Recalling when I first started my business, I didn’t expect money to be my biggest problem. What I still remember is that my brothers spontaneously pooled their money to support me. At that time, there was an employee who saved 100,000 yuan for many years. It can be said that all his possessions were directly patted on the table and said,’ Song Ge, this matter is settled.’ " Song Hongwei talked about the initial moment of the establishment of Kehaowanjia Supermarket, and his eyes were still glowing. "This touched me deeply. I can’t live up to their expectations, which is also the greatest motivation for me to persist." This desperate trust allowed him to split the community store into 18 chain stores within three years, setting a regional record of one million dollars a day and becoming a phenomenal entrepreneur in the physical retail industry.
Breaking Community Retail: The Fission Code from Single Store to Regional Benchmark
When talking about the original intention of creating a good customer, Song Hongwei bluntly stems from his insight into the pain points of traditional retail: "In fact, what community residents need is not a big and comprehensive store, but the convenience of’ buying reliable goods in two steps’." Therefore, he carved "convenience, high quality and being close to the people" into the brand.
"An aunt spent a long time thinking about the price difference between two packs of salt. I suddenly understood that community retail earned not the price difference, but the trust of others!" Because of this trust, he pioneered the supplier grading evaluation system and led the team to go deep into the source of supply chain to control quality; When introducing the intelligent management system, we insist on letting the technical team follow the store staff’s practice, only to make the system more suitable for the real operation scene. He often chants to the team: "Business models can be copied, but people’s minds can’t be figured out, and even the best business model is useless."
Breaking the circle of live broadcast: the digital breakthrough of traditional retail
"At that time, when the e-commerce was the fiercest, I stood in a store with few people and had an idea: I had to rebuild a way for the supermarket in the live broadcast room." Song Hongwei recalled the scene of the live broadcast at that time. "At that time, my peers thought I was crazy, but I just thought it could be done."
He took the team to polish the live broadcast logic all night. While others were still studying the beauty filter, he had already found out the doorway: "Fresh food should be cut and broadcast, food should be eaten on the spot, and the audience can see the quality of things, which is more convincing than any copy." On the day of the first show, he personally went into battle to control the field. His "store parade" live broadcast mode set a record for online viewing of regional supermarkets, and the order volume in the background exceeded expectations by three times. "When I saw that the barrage was covered with’ this watermelon looks sweet’, I knew that this set of play was successful."
While his peers are still exploring how to do live broadcast, he has built a "selection-display-distribution" full-link standardization system: "People don’t treat live broadcast as a promotion, I will operate it as a new store." In just three months, he led the team to make the live group purchase the first in the regional market, and the industry commented that it "activated traditional retail genes with Internet thinking, showing a rare business breaking ability".
Empowering industries: from business leaders to ecological builders
"It is not a skill for a person to earn money, but it is a skill to let his peers live well." Song Hongwei talked about the original intention of industry empowerment. He personally polished the underlying logic of the "retail empowerment plan" and dismantled the actual combat system of customers into a four-in-one system of "supply chain optimization-digital transformation-service innovation-brand culture". "This thing can’t be thought of by sitting in the office. It is the doorway that we moved goods in the warehouse, stayed up all night in the live broadcast room, and missed the account at the store checkout counter." Now the retail empowerment plan initiated by him has traveled all over the country with this methodology.
"Now helping more than a thousand stores find the profit growth curve is more fulfilling than opening 100 stores myself." On the podium of the physical retail innovation summit, he said, "What is ()? Instead of running faster than others, you can take a group of people out of the track where there is no road! "
From the breakthrough of a single store to the transformation of industry empowerment, he has always adhered to a unique business philosophy: "Power never depends on talent, but on making every choice an industry yardstick." As the founder of Kehaowanjia supermarket chain, the theoretical proponent of "the core competitiveness of chain supermarkets" and the real new retail live broadcast empowerment fighter, he not only built 18 regional benchmark stores in just three years, but also created a performance myth of millions of flowing water in a single day. In the year after the transformation, he helped more than 1,000 small and medium-sized supermarkets to achieve a significant profit jump with his original empowerment system.