In today’s increasingly fierce regional retail competition, one company has carved out an astonishing growth curve, and that is Qia Huo Pu Zi.

From sales exceeding 3 billion in 2024 to nearly 6 billion in 2025, Qia Huo Pu Zi has achieved doubled growth for consecutive years, with the number of stores rapidly exceeding one thousand, and GMV continuing to rise. It has become a well-known hard-discount retail brand in Guangxi, Guizhou, Hunan, and other places.

Many people ask: Why has Qia Huo Pu Zi been able to achieve doubled growth for several consecutive years?

The answer lies in two things: one is the bold upgrade of its business model, evolving from the traditional “pure snacks” into a more competitive “wholesale supermarket”; the other is the deep implementation of digital intelligence, using ultimate efficiency, smart decision-making, and platform capabilities to safeguard the rapid growth of the business.

Qia Huo Pu Zi, which today has more than one thousand stores, started from a small shop in Changsha in 2018.

At the beginning, like many snack brands, it started from directly operated stores and accumulated experience little by little. In 2021, it had only a little more than 20 directly operated stores, and then it made a large-scale entry into Guangxi and Guizhou, going deep into lower-tier markets for intensive cultivation. In 2022, the number of stores exceeded 350, and the shape of a regional leader gradually emerged.

The real turning point occurred in 2023. In this year, Qia Huo Pu Zi received strategic investment from Ling Shi Hen Mang. The two sides joined forces to establish a new operating entity, and with the support of capital and model, its development completely entered the fast lane.

While the industry was still crowding into a single snack format, Qia Huo Pu Zi took the lead in breaking out of the boundaries and upgraded the traditional bulk snack format into a “wholesale supermarket” model. It no longer only sold snacks, but brought in all daily necessities such as rice, flour, grain, oil, personal care, household cleaning, alcohol, and beverages, using wholesale logic to do retail, using the ultimate supply chain to do price, and using rich categories to retain customers.

This step was taken very accurately.

In 2024, the wholesale supermarket model became fully popular, and the number of stores nationwide directly exceeded 1,000. The two major regions of Guangxi and Guizhou achieved full coverage, and the moat was completely stabilized.

By 2025, Qia Huo Pu Zi had already taken on a visibly leading posture. While other brands fell into growth bottlenecks because of store densification and single product categories, Qia Huo Pu Zi directly opened up a second growth curve by relying on more complete SKUs, lower prices, and stronger store survival capability. Store competitiveness became stronger, consumer repurchase became higher, and the speed of store expansion naturally rose along with it.

From the initial trial of directly operated stores, to rapidly covering Guangxi and Guizhou, and then to the number of stores exceeding 1,500 and GMV heading straight toward 6 billion, hitting the wholesale supermarket track is the first key advantage that has enabled Qia Huo Pu Zi to continue doubling its growth.

When the model is right, the direction will not be wrong.

But what can truly allow an enterprise to expand at high speed for consecutive years, without chaos, without disconnection, and without losing speed, depends by no means only on the speed of opening stores, but on whether the backend can support such a large business.

Behind the doubling of scale, all the pressure is on the backend.

With several thousand stores, several thousand suppliers, more than 6,500 SKUs, and hundreds of thousands of transactions every day, relying on manual reconciliation, manual accounting, and manual inventory monitoring would have already caused a breakdown. Qia Huo Pu Zi knows very clearly that however light the wholesale supermarket model is, the backend digital intelligence must be equally strong.

The original old system could obviously no longer withstand the data volume doubling every year. Lagging, delays, and failed integration became increasingly common. The faster the business ran, the more the system held it back. Finance, procurement, sales, and warehousing all operated separately, data could not be matched, efficiency could not be improved, and the larger the scale, the higher the risk.

They did not wait until they could no longer hold on before upgrading, but directly chose to switch to a more stable digital intelligence foundation.

Digital intelligence transformation is not simply “going online” or “the application of technology,” but a process driven by data as the core driving force, and it first requires a comprehensive reconstruction of the enterprise’s strategy, operations, organization, and value chain.

When selecting the system, Qia Huo Pu Zi’s considerations were very clear.

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Qia Huo Pu Zi’s Finance Director, Hu Wuling, put forward three standards:

“First is data security. Our system is huge, and there must be absolutely no problems with financial data. Second is efficiency improvement. Accounting efficiency must be high enough. Third is open integration. It must be able to connect all internal sections of the enterprise, including upstream SRM, downstream store cashier systems, bank-enterprise connectivity, and Golden Tax Phase IV, all fully connected into one chain.”

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It was precisely based on the four key considerations of security, efficiency, integration, and stability that Qia Huo Pu Zi ultimately chose YonBIP Super Edition Exclusive Cloud as its digital intelligence support, officially entering a new era of moving from scale expansion to value recreation.

“Exclusive Cloud is customized and can ensure that we complete this matter steadily. For our project, it can only succeed and cannot fail, and it must go online quickly.” Hu Wuling once again emphasized the urgency and importance of the project.

The project was launched under tight time and heavy pressure. From the start in May to the official launch in July, in just one and a half months, they completed a full switch from the old system to a cloud-native architecture, and then successively connected expense control and SRM, forcibly building up a digital intelligence system that supports large-scale retail at high speed.

For a retail enterprise expanding at high speed, whether the system is stable or not directly determines whether the business can run.

The original system used to lag whenever it reached peak periods. Now, when facing massive volumes of orders, POS transaction flows, and inventory documents, transmission is stable and response is smooth. It can not only withstand high concurrency, but also flexibly connect front-end cashier systems, warehousing, bank-enterprise connectivity, and Golden Tax Phase IV, integrating all systems into one line. Only when data is not chaotic and processes are not blocked can the business move forward with confidence.

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Hu Wuling commented:

“During the data transmission process, YonBIP Super Edition not only ensured the stability of our business, but also ensured flexibility.”

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Many enterprises do digital intelligence in order to look more advanced.

Qia Huo Pu Zi does digital intelligence for a very practical purpose: to reduce costs, improve efficiency, and make operations more transparent. Supporting all of this is exactly the stability and flexibility brought by YonBIP Super Edition – stable enough to hold the foundation, and flexible enough to drive the business.

Thousands of upstream suppliers deliver goods every day. In the past, reconciliation and settlement consumed a large amount of manpower. A single document had to be checked back and forth, which was time-consuming, labor-intensive, and prone to errors. Now, RPA digital employees are used to automatically collect invoices, verify them, perform three-way matching, and automatically post entries. More than 80% of procurement settlements no longer require manual handling. The settlement team has been streamlined from dozens of people to only a few, efficiency has multiplied several times, and accuracy is even higher.

Downstream stores have a massive number of payment receipts. In the past, manual checking and manual posting were required, with long cycles and heavy pressure. Now, the system automatically connects with bank transaction records, automatically matches stores, and automatically confirms income. Finance no longer needs to be buried in documents, and the accounts are clear every day.

Expense control has also changed accordingly. Reimbursement is no longer about attaching receipts, running for signatures, and advancing money. The entire process has gone online, and intelligent auditing automatically verifies authenticity and checks for duplicates, with non-compliant invoices directly blocked in advance. For private cars used for public purposes, location is automatically used to calculate mileage, and subsidies are automatically calculated. Employees save trouble, and enterprise risk is also lower.

What is truly rare is that digital intelligence not only improves efficiency, but is also changing the way of operating.

In the past, operations relied on experience and feeling. What sold well, where things were not smooth, and which store had problems could only be seen afterward by looking at reports. Now, procurement, sales, inventory, and single-store profit are all visible in real time. Data penetrates to every single document and every single store, and wherever there is a problem, it can be adjusted immediately.

Only when the system is stable enough can the data be accurate; only when the system is flexible enough can decisions be fast. Management no longer needs to wait for monthly reports or quarterly reports. Operating conditions can be viewed at any time, and decisions follow the data, no longer made by guesswork, no longer half a beat slow.

In this way, finance is also completely freed from the original work of bookkeeping, accounting, and reconciliation. Qia Huo Pu Zi has repositioned the finance team, with 60% of the personnel moving to the front line of business and becoming business BPs deeply involved in each segment. They understand data, understand business, and understand operations, and use a financial perspective to help the business find problems, improve efficiency, and boost performance. Finance is no longer back-end support, but truly moves to the front and becomes a partner in business growth.

No matter how the business changes, how stores expand, or how categories are added, YonBIP Super Edition can steadily support it, without becoming rigid, without lagging behind, and can flexibly adjust with the business at any time. This is the confidence that gives Qia Huo Pu Zi the courage to run, the ability to run, and the ability to run fast.

Looking back at Qia Huo Pu Zi’s continuous doubled growth, the answer is actually very clear.

What can be seen externally is that the number of stores is increasing, the scale is getting bigger and bigger, and the wholesale supermarket model has brought strong competitiveness. What supports it internally are smooth processes, high efficiency, accurate data, and stable control — the ultimate operational capability brought by digital intelligence.

The innovative model allowed it to find a differentiated path in fierce competition. And the implementation of digital intelligence allowed it to maintain high-quality growth during rapid expansion.

For Qia Huo Pu Zi, this round of digital intelligence upgrade is not the end, but a new starting point.

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“In the future, we must deeply embrace AI. From intelligent transportation and intelligent sorting on the supply chain side, to AI cashiering and unmanned cashiering on the store side, we will continue to deepen our efforts to make the supply chain more efficient, stores smarter, and operations more refined.” Hu Wuling is full of unlimited expectations for Qia Huo Pu Zi’s intelligent upgrade.

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From a regional snack brand to a leading wholesale supermarket player, and from manual management to full-chain digital intelligence, Qia Huo Pu Zi has proved through its own practice that a good model can determine how fast an enterprise can go, and good digital intelligence determines how far an enterprise can go.

The model breaks upward, while digital intelligence takes root downward — fast without chaos, stable yet flexible. This is the real answer behind Qia Huo Pu Zi’s doubled growth for many consecutive years.