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The encyclopedia · Strategy & Leadership · Strategic decision · 1997–2025

Ito-Yokado's China mall experiment ended in six years — back to supermarkets

Ito-Yokado spent 20 years winning Chengdu with supermarkets. Its first shopping mall, opened 2019, closed in six. Four months later another store followed.

Ito-Yokado (伊藤洋华堂) · 2025-02-28

What happened

Ito-Yokado entered Chengdu in 1997 and for two decades set the standard for the city's retail: in 2012, four of its Chengdu doors ranked first, second, third and fifth by annual revenue among all Ito-Yokado stores worldwide, and the Shuangnan store reached ¥1.6 billion of sales in 2019. But the department-store supermarket format was losing ground to the shopping center, and in January 2019 the company made its leap — opening Ito Plaza at the Greenland 468 site, its first shopping-center project anywhere: 82,000 square meters, which it called its Asia flagship.

Timing and model both ran against it. The pandemic arrived within a year of opening. Ito-Yokado had never run a mall of this scale — its skill was running its own merchandise, not leasing and tenant mix. The site around it never matured: the Greenland Center 468 tower next door stalled, and newer projects — Shimao Plaza, Longfor's Dong'an Tianjie — pulled traffic away. The closure notice came on December 16, 2024; the lights went out on February 28, 2025. Everbright Anshi won the bid to take the property over and reposition it under its Daroncheng brand.

Four months later it happened again: the Financial City store in the China Huashang Financial Center closed on June 30, 2025. The network shrank to nine doors — seven in Chengdu, one in Leshan, one in Beijing — and management insists this is a retreat, not an exit: Sichuan remains the strategic core, some stores have recovered customer flow and been profitable for six consecutive quarters, and a new store for Chengdu's affluent Luhu area is planned for 2028. The mall experiment is being quietly written off; what remains is the supermarket business the company has run since 1997.

Why it happened

  • The company's competence was merchandising — goods, fresh food, service. A shopping center is a different business of leasing and tenant mix; it learned that the hard way.
  • It opened the largest store in its history a year before the pandemic, beside a stalled skyscraper project, while newer malls — Shimao Plaza, Longfor's Dong'an Tianjie — took the traffic.
  • The retreat was admitted as a format problem, not a market problem: the company kept the supermarkets it knew and handed back the mall it could not run.
What it costThe Asia flagship mall closed after 6 yearscostly

The lesson

Twenty years of supermarket excellence didn't transfer. Ito-Yokado opened its largest store ever, in a format it had never run, at the worst possible moment — and gave it back six years later.

Aftermath

Everbright Anshi repositions the site toward a regional destination under its Daroncheng line. Ito-Yokado retrenches to what it knows — nine supermarkets around Chengdu, the Luhu store planned for 2028, and an explicit denial of any China exit. Parent Seven & i has wider problems: its supermarket arm has lost money in nearly every year of the past decade. Chengdu was once the jewel of Ito-Yokado's global network; now it is where the company defends the format it has always known.

Sources

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