From a “neighborhood convenience store” deeply rooted in communities and serving residents to an industrial group integrating digital platforms, supply chains, and offline networks, UOMI Inn has completed a leap from business model validation to capital market sprint in less than two years. Recently, with the formal restructuring of UOMI Group and the announcement of its plan to initiate listing on the NASDAQ OTC market, this emerging consumption enterprise, centered on “community service + digital commerce,” has become a focal point of capital market attention.
Starting from Community Needs, Reconstructing the “People-Goods-Place” Relationship
The rise of UOMI Inn stems from its precise capture of community consumption pain points. Facing challenges such as the homogenization of products in traditional convenience stores, singular service functions, and weak connections with residents, UOMI Inn innovatively proposed a composite business format of “convenience store + community service center.” Its stores not only offer nearly 10,000 SKUs covering fresh produce, daily necessities, snacks, etc., but also integrate diversified convenience services such as parcel collection, home service booking, temporary child supervision, utility repair referrals, and flexible employment matching. This transforms the traditional “point of sale” into a “service hub” and “emotional bond” for the community.
This model, deeply integrated into community life, has significantly enhanced user stickiness and commercial value. Data shows that the average daily foot traffic of a single UOMI Inn store can reach three times that of a traditional convenience store, with a member repurchase rate stable at over 75%, and some stores even exceeding 90%. Its innovative “community part-time” model activates idle labor resources within the community, providing flexible employment opportunities “close to home” for groups such as mothers with young children and job seekers. To date, the platform has created over 70,000 flexible job opportunities for society.
Building an Industrial Closed Loop: Comprehensive Layout from Supply Chain to Capital Market
The rapid development of UOMI Inn is not merely about store expansion but is a systematic ecosystem construction built upon years of industrial cultivation by the PINGCHUAN Group.
On the supply chain end, UOMI Inn extends upstream, launching private-label products like “UOMI Neighbor’s Liquor” through joint research and development, and establishing deep cooperation with source manufacturers such as Guizhou Chengxiang Wine Industry to ensure “direct supply from origin with quality control.” Simultaneously, leveraging the “PINGCHUAN Agricultural Fair” platform organized by the Group, UOMI Inn took the lead in establishing the “Top 100 Agricultural Products Sales Alliance,” rigorously selecting high-quality agricultural specialties from across the country, bridging the “last mile” from farmlands to communities.
On the channel end, UOMI Inn has built a three-dimensional network of “online mall + offline stores + alliance merchants.” The online “PINGCHUAN Cloud Store” platform has accumulated over 2 million consumer members, while offline expansion is rapidly proceeding through models like self-operation, franchising, and the “UOMI+” partnership model. By the end of 2025, UOMI Inn had 103 stores in operation or under preparation nationwide, covering 22 provinces and 300 districts and counties, with over 3,000 partners.
On the digital operations end, UOMI Inn has established a comprehensive digital membership system and big data analytics platform. By accurately gaining insights into the consumption habits and potential needs of community residents, it guides product selection, promotions, and service optimization in reverse, achieving personalized operations like “thousand stores, thousand faces.” Data indicates that its digital members have an average monthly consumption frequency of 15.2 times, with the average transaction value rising to 168 RMB, significantly surpassing industry averages.
This closed-loop model of “carefully selected supply chain + omni-channel network + digital operations” has generated strong growth momentum for UOMI Inn. In 2025, the total sales revenue of UOMI Group exceeded 300 million RMB.
Capital Attraction: A Clear Growth Path and Well-Defined Listing Plan
UOMI Inn’s commercial potential has attracted deep attention and empowerment from professional investment institutions, including Kuo Tai Capital Group. This institution, headquartered in Manhattan, New York, and specializing in providing US IPO listing services for high-quality Chinese enterprises, gave high praise to UOMI Group’s listing prospects, rating its certainty as “99.99%” after in-depth due diligence.
Chen Jinhong, Chief Capital Advisor at Kuo Tai Capital Group, stated that UOMI Group’s business units, Guangdong PINGCHUAN SUGOU (PINGCHUAN Cloud Store) and Hunan UOMI (UOMI Inn), possess high complementarity and integration value. PINGCHUAN Cloud Store has nearly 2 million membership data points, while UOMI Inn boasts a solid offline physical network and high-loyalty community consumption scenarios. The combination of the two constructs a complete Online-Merge-Offline (OMO) business ecosystem, aligning with the core evaluation criteria of international capital markets for high-growth new retail enterprises.
According to the plan, UOMI Group has designated Hunan UOMI Inn Store Management Co., Ltd. as the listing entity and has formulated a clear capital path: aiming to announce its stock code around April 2026, complete its listing on the NASDAQ OTC QB market with a bell-ringing ceremony by June 18th, plan to transfer to the NASDAQ Global Select Market after one year, and ultimately achieve a dual listing on the main board of the Hong Kong Stock Exchange.
Kuo Tai Capital Group projects that based on UOMI Group’s sales revenue of 180 million RMB in 2025, conservatively estimated with a 10x price-to-earnings ratio, the market capitalization at the initial listing stage could exceed 1 billion RMB. Furthermore, through subsequent market capitalization management and merger & expansion strategies (such as launching a plan to expand to 500 stores and acquiring upstream suppliers), UOMI Group aims to grow into an industry-leading enterprise with a market capitalization exceeding 10 billion RMB.
Future Market: A Capital Value Benchmark for Emerging Consumption
UOMI Inn’s capitalization journey epitomizes the current development of digital commerce and the emerging consumption track in China. Against the backdrop of deep integration in the retail industry and challenges faced by traditional formats, enterprises capable of deeply embedding into community life, addressing genuine resident needs, and building efficient digital supply chains and membership systems are encountering structural development opportunities.
UOMI Group is transforming from a single community convenience store operator into a “Digital Commerce Emerging Consumption Platform.” With the establishment of new business divisions like “UOMI Neighborhood Connect” (community 15-minute services) and “UOMI Comfort Living” (home services), its ecosystem blueprint integrating “commerce + public welfare + service” is becoming increasingly clear.
For the capital market, UOMI Group’s value lies not only in its existing 300 million RMB sales revenue and millions of members but also in its model’s replicability, strong industrial synergy capabilities, and its clearly outlined development blueprint of “thousands of cities, tens of thousands of stores.” Against the backdrop of national strategies like “Common Prosperity” and “Rural Revitalization,” this enterprise that grew out of communities is exploring a path to win-win commercial and social value through its unique business practices, also providing investors with a vivid sample for observing the capital value of China’s emerging consumption track. (Author: Zhan Xiaole)
