Back to the archive

The encyclopedia · Strategy & Leadership · Strategic decision · 2024

Chow Tai Fook grew to 7,500 stores by opening relentlessly — then had to slam the brakes

For years the jeweller's growth meant opening stores, especially in small cities. Same-store sales stayed weak; when the market saturated, it closed hundreds.

Chow Tai Fook · 2024

What happened

For years, Chow Tai Fook, one of China's biggest jewellers, grew the way it knew best: opening stores. A 'new town' plan launched in 2018 pushed it deep into smaller cities, and by the end of 2023 it had more than 7,500 shops. The strategy assumed that more doors meant more sales. What it did not fix was the weak performance of the doors it already had — same-store sales and revenue per shop had been disappointing for years, so growth depended on never stopping the openings.

The engine stalled. With few untapped towns left and rivals such as Lao Feng Xiang, Chow Tai Seng and Luk Fook all sinking into the same lower-tier markets, competition turned into price wars that squeezed margins. A surge in gold prices then cooled jewellery demand rather than helping it. In the first half of its 2025 financial year, Chow Tai Fook's revenue fell 20.4 percent year on year, and its gross margin had already slipped to 20.5 percent, the lowest since 2009.

The company slammed the brakes. After net-closing 239 mainland retail points in six months, management said it would now 'focus on high-quality new store opening, rather than growth in numbers,' planning just fifty new self-operated shops in lower-tier cities for the whole year. The exit of the executive who had run the mainland business in 2023 had already hinted the opening spree was over. A growth model built on adding stores had run out of stores to add.

Why it happened

  • Growth was measured in new stores, not in what each store earned, so the company kept opening long after the returns on a new shop had turned poor.
  • Sinking into small cities worked until every rival did the same thing, turning a blue-ocean expansion into a saturated price war.
  • Rising gold prices cut the volume of jewellery people bought, removing the tailwind that had masked the weak same-store numbers.
What it costrevenue -20%; 239 stores shut in 6 months; low margincostly

The lesson

A new store is a growth strategy only while it earns its keep. If same-store sales are weak, opening more just spreads the weakness thinner — until the map is full and growth turns negative.

Aftermath

Chow Tai Fook's pivot from 'more stores' to 'better stores' is an admission that the old engine is spent. The case is a cautionary template for any retailer that grows by adding locations: expansion hides weak unit economics for a while, but it also builds a cost base and a footprint that must be defended when the market turns. With gold prices high and rivals entrenched in the same small cities, the jeweller now has to make each remaining shop work — the very thing the opening spree let it avoid.

Sources

spotted an error? The club wants to know.

Comments · 0

    Sign in to join the comments.

    More like this

    Somewhere, someone solved the problem this company failed at. 2nd Opinion →