After crossing the WanDian Wharf, GUOQUAN aims to create a "Chinese version of Sam's Club."

After the expansion of ten thousand stores, GUOQUAN is still riding the wave of hard discounts and community retail.

In 2025, with the deep penetration of the township market, GUOQUAN added 1,416 new stores throughout the year, covering a total of 11,566 terminal points nationwide by the end of 2025.

Its annual expected revenue is between 7.75 billion and 7.85 billion yuan, a year-on-year increase of 19.8% to 21.3%; the net profit attributable to the parent company is expected to reach between 443 million and 463 million yuan, a substantial year-on-year growth of 83.7% to 92.0%.

Founder Yang Mingchao defined 2025 as the year of "regaining confidence" in his New Year's speech: not only did they achieve comprehensive profitability in the off-season for the first time, but they also set a record for nationwide single-day GMV exceeding 100 million yuan on December 31.

As they stand on the brink of 2026, GUOQUAN's strategy is changing, with the keyword shifting from "intensive" to "urban warfare."

Yang Mingchao candidly stated that the previous stores were "too small to operate." Therefore, the core program for 2026 has been set as "opening large stores and engaging in urban warfare." According to the plan, GUOQUAN will adjust and modify 3,000 large stores and open 3,000 new large stores in 2026.

This means that GUOQUAN is attempting to upgrade the "transaction points" of about 70 square meters to the larger "experience spaces" of 150 square meters, aiming to triple performance through expanding categories and scenarios, effectively doubling the area.

GUOQUAN also aims to transition from community dining to manufacturing and retail.

"We have completed 20% of self-produced products, and GUOQUAN is the first company to turn all products into its own brand, starting from the first year of establishment. We focus on supply chain efficiency and leading total costs," said Yang Mingchao.

As he previously mentioned in discussions with Xinfeng, GUOQUAN stores no longer label themselves as "ingredient supermarkets," but instead aim to provide a retail model that constructs dining solutions without chefs through the new positioning of "community central kitchen."

In his view, GUOQUAN has the potential to become China's version of Sam's Club and Kobe's products in East Asia.

To support the "leading total cost," GUOQUAN has made preparations on the supply chain side.

Its subsidiary, Chengming Food Industrial Park, has established six locations nationwide and will gradually expand to 12 within five years; its brother company, Huading Cold Chain, operates 45 central warehouses and over 50,000 refrigerated vehicles, ensuring efficient coverage of the sinking market.

In 2026, whether the large store strategy can establish a profitable model for single stores and maintain its characteristics in the "urban warfare" surrounded by large manufacturers will test the strength of this ten-thousand-store enterprise.

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