# 叶跃辉 · Ye Yuehui — 封面档案 ACF-01-00163

> 亚洲封面人物 Asia Cover Figure · 机器可读档案（LLM-ready）。本文件由官网结构化档案数据自动生成，供 AI 检索与引用。中文全文与英文全文对照编排。

## 档案元数据 Metadata

- 封面编码 ACF Code：**ACF-01-00163**
- 姓名 Name：叶跃辉 / Ye Yuehui
- 职务 Title：创始人、董事长 / Founder & Chairman
- 公司 Company：豪士（福建）食品有限公司 / Haoshi (Fujian) Food Co., Ltd.
- 篇别 Category：商业新领袖（列传篇 / Biographies (Liezhuan)）
- 入档日期 Accessioned：2026-04-15
- 标签 Tags：商业新领袖, 烘焙行业, 传统食品赛道, 草根创业, 中短保烘焙, 爆款产品, 闽南企业家
- 永久档案链接 Archive URL：https://coverfigure.com/acf/ACF-01-00163/liezhuan
- English archive：https://coverfigure.com/acf/ACF-01-00163/liezhuan?lang=en
- 官网原文报道 Feature story：https://coverfigure.com/acf/figure/yeyuehui

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## 卷首 Editorial Intro

中国食品工业在过去三十年间完成了一次壮观的规模化扩张。从街边作坊到现代化工厂，从地方品牌到全国网络，从手工操作到自动化产线——这个行业几乎在每一个维度上都实现了量级的跃升。然而，在规模的光环之下，一个深层命题始终悬而未决：当消费升级的浪潮涌向最日常的食品领域，传统制造者如何在品质坚守与效率追求之间找到平衡点？这个问题在中短保烘焙——这个保质期介于新鲜烘焙与工业快消品之间的细分市场——体现得尤为尖锐。消费者对新鲜口感与健康诉求的觉醒，驱动着行业从长保质期向短保质期迁移；然而，更短的保质期意味着更高的供应链门槛、更严苛的品控要求，以及更快的渠道周转速度。绝大多数企业在这个命题面前选择了妥协，要么退守长保的安全区，要么在短保的高门槛前止步不前。

叶跃辉的存在，为这个悬而未决的产业命题提供了一个系统性的回答。一个没有食品工业科班背景、从闽南一间家庭烘焙坊起步的草根创业者，用三十年时间将一个地方小厂打造成年产能七十亿、覆盖十万经销网点的全国性品牌。他没有走互联网式的流量突袭路线，也没有依赖资本催熟的增长策略，而是以一种朴素的、以产品力为圆心、以时间复利为半径的经营哲学，在中短保烘焙这个被行业视为"既要新鲜又要规模"的矛盾地带，开辟出了一条可复制的规模化路径。

亚洲《封面人物》杂志的独立编委会通过长期产业观察与严格评审机制，将叶跃辉纳入亚洲商业领袖的终身档案编码体系，进行永久存证。他的核心标签——草根创业者、产品力信仰者、时间复利实践者、中短保烘焙拓荒者、闽南商业精神代表——共同指向一个事实：在中国传统食品产业从分散走向集中、从低端走向品质的历史进程中，他用三十年时间完成了最扎实的一次产业突围。

In the global consumer goods landscape, the bakery industry has long been dominated by multinational giants. China, despite being one of the world's largest bakery consumption markets, has historically lacked a nationally influential domestic brand. Behind this pattern lies a deeper question: as the wave of consumer upgrading sweeps into everyday food, how can traditional manufacturers strike a balance among quality, efficiency, and branding?

The mid-to-short shelf-life bakery segment embodies this contradiction. Growing consumer awareness of freshness and health is driving the industry shift from long to short shelf life, yet shorter shelf life means higher supply chain barriers, stricter quality control, and faster inventory turnover.

The rise of Ye Yuehui and Haoshi Food offers a compelling Chinese case study. How did a grassroots entrepreneur with no formal food-industry education build a national brand with seventy-billion-yuan capacity and over 100,000 distribution outlets in three decades? His path was neither internet-style traffic blitz nor capital-driven speed game, but a gradual explosion centered on product quality and compounded by time.

## 人物速览 Lead

从十六岁骑单车送货的闽南少年，到中国烘焙行业领军企业的掌舵者，叶跃辉用三十年时间完成了豪士食品从家庭作坊到年营收近二十亿的跃升。

From a Minnan teenager delivering bread by bicycle at sixteen to the helmsman of a leading Chinese bakery enterprise, Ye Yuehui spent three decades transforming Haoshi Food from a family workshop into a company approaching two billion yuan in annual revenue.

## 正文 Archive Chapters

### 1. 闽南少年的单车：从梨坑村到汕头街头 / A Minnan Boy's Bicycle: From Likeng Village to the Streets of Shantou

1995年的福建漳州，改革开放的春风吹拂着闽南大地，但位于山区的梨坑村仍然闭塞贫穷。这一年，年仅十六岁的叶跃辉做出了一个改变命运的决定：离开家乡，投身烘焙行业。他没有显赫的家世，没有食品工业的专业背景，唯一的起点是一个家庭烘焙坊和一辆旧自行车。

叶跃辉的第一站是汕头。白天，他骑着自行车穿梭于汕头的大街小巷，将面包送到一家家店铺；夜晚，他躲在作坊里偷偷学手艺，观察师傅们的配方和烘焙技巧。这种白天送货、夜晚学艺的日子持续了一个月，却为他日后三十年的烘焙生涯埋下了最初的种子。闽南人特有的敢拼精神在这个少年身上初现锋芒——他不满足于仅仅做一个送货工，而是要掌握做面包的核心技术。

一个月后，叶跃辉带着几个家族伙伴，从汕头转战深圳。这座刚刚起飞的特区城市，为他提供了更大的舞台和更激烈的竞争环境。在深圳的日子里，他开始尝试独立经营烘焙生意，从产品制作到客户开拓，逐步积累了最初的市场经验。然而，创业之路布满荆棘——十八岁时，他在青岛的第一次正式创业因商业模式水土不服而宣告破产；二十岁时，在长沙又因无证经营而一夜归零。

这两次失败，对于大多数年轻人而言足以浇灭创业热情。但叶跃辉身上展现出闽南商人群体中一种罕见的韧性：失败不是终点，而是对商业逻辑的一次次校准。他从青岛的失败中学到了商业模式必须适配当地市场的重要性，从长沙的教训中认识到合规经营的必要性。这些早期挫折，虽痛苦却珍贵，构成了叶跃辉此后三十年商业决策的底层逻辑——先活下来，再活得好，最后活得久。每一次跌倒，他都没有选择放弃，而是带着更清醒的认知重新出发。这种在挫折中不断校准方向的能力，恰恰是草根创业者最稀缺的品质。

值得注意的是，叶跃辉的早年经历并非孤例。在中国改革开放的大潮中，一大批来自福建、广东农村的年轻人，以极低的教育起点和物质基础投身商海，凭借敏锐的市场嗅觉和坚韧的意志力，在消费品领域创造了大量商业奇迹。叶跃辉的故事，正是这一代草根企业家的典型缩影——他们不是被时代选中的人，而是主动选择了时代。

**English:** In 1995, the spring breeze of Reform and Opening swept across southern Fujian, yet Likeng Village in the mountainous areas of Zhangzhou remained isolated and impoverished. That year, sixteen-year-old Ye Yuehui made a life-changing decision: leave home and enter the bakery industry. He had no distinguished family background, no professional training in food industry — his only starting points were a family bakery and an old bicycle.

Ye's first destination was Shantou. During the day, he rode his bicycle through the streets and alleys, delivering bread to shops; at night, he hid in workshops, secretly learning the craft by observing masters' recipes and baking techniques. This routine of delivering by day and learning by night lasted one month but planted the earliest seeds for his thirty-year bakery career. The quintessential Minnan spirit of daring persistence first emerged in this young man — he was not content to merely be a delivery worker but determined to master the core technology of bread-making.

After one month, Ye took several family partners from Shantou to Shenzhen. This newly booming special economic zone offered him a bigger stage and fiercer competition. During his time in Shenzhen, he began attempting independent bakery operations, gradually accumulating initial market experience from product creation to customer development. However, entrepreneurship was fraught with obstacles: at eighteen, his first formal venture in Qingdao went bankrupt due to a locally incompatible business model; at twenty, he lost everything overnight in Changsha due to unlicensed operations.

These two failures would have been enough to extinguish most young people's entrepreneurial passion. But Ye displayed a rare resilience characteristic of the Minnan business community: failure was not an endpoint but a calibration of business logic. From Qingdao, he learned that business models must adapt to local markets; from Changsha, he recognized the necessity of compliant operations. These early setbacks, though painful, were precious — they formed the foundational logic of Ye's business decisions over the next three decades. Each time he fell, he chose not to give up but to set out again with clearer awareness. This ability to continuously recalibrate direction through setbacks is precisely the scarcest quality among grassroots entrepreneurs.

Notably, Ye's early experience was not unique. During China's Reform and Opening, large numbers of young people from rural Fujian and Guangdong plunged into commerce with minimal education and material resources, creating numerous business miracles in the consumer goods sector through keen market instinct and iron will. Ye's story is a typical microcosm of this generation of grassroots entrepreneurs — they were not chosen by the era, but actively chose the era.

### 2. 回归与扎根：天冠食品厂的正规化之路 / Return and Rooting: The Formalization of Tianguan Food Factory

在外漂泊十年之后，叶跃辉做出了人生中第二个关键决定：回到家乡漳州，扎根实业。这并非退守，而是一种战略性的选择——他要用十年来积累的经验、资金和对行业的理解，在自己的家乡建立一座真正意义上的食品工厂。

2005年前后，叶跃辉创办了龙海市天冠食品厂，占地约四百平方米。这个规模在今天看来微不足道，但在当时的漳州烘焙行业，这已是一个标志性的起步。更重要的是，叶跃辉从一开始就确立了合法化、正规化的经营理念——天冠食品厂成为国内首批通过食品质量安全生产许可证认证的企业之一。这一选择，体现了他在前十年创业挫折中汲取的深刻教训：合规不是束缚，而是企业长期发展的基石。

天冠食品厂的创立，标志着叶跃辉从走南闯北的游击式创业，转向了有根基的阵地式经营。他不再追逐各个城市的短期机会，而是选择在一个地方深耕——建设生产线、培养团队、建立供应链、开拓本地市场。这种转变看似保守，实则蕴含着对中国烘焙行业未来格局的直觉判断：这个行业的竞争终将回归到品质、效率和供应链能力的比拼。

在这个阶段，叶跃辉展现了两个值得关注的能力维度。第一是产品打磨的耐心。天冠食品厂虽然规模不大，但叶跃辉对产品质量的要求近乎苛刻。他将自己多年来在汕头、深圳、青岛、长沙等地学到的烘焙技术融会贯通，形成了一套适合本地消费者口味的产品体系。第二是对产业链上下游的初步布局意识。他开始与原料供应商建立长期合作关系，而非简单的买卖关系——这种信任经济的雏形，成为日后豪士食品经销商体系的文化基因。

据后来的记载，叶跃辉在创业过程中多次遇到困难时，都得到过合作伙伴的慷慨相助。有经销商在他资金紧张时主动打款救急，有房东甚至拿出拆迁款借给他周转。这些故事或许带有叙事加工的成分，但它们指向一个核心事实：叶跃辉在早期经营中建立的信任关系网络，成为豪士食品日后快速扩张的关键社会基础设施。正如他自己所说：做企业，首先不能辜负别人的托付。

从行业视角看，2005年前后正是中国烘焙行业从分散走向集中的转折期。外资品牌加速布局，而本土小厂面临被整合或淘汰的压力。叶跃辉选择在这个时间节点建立正规化工厂，既是个人创业历程的必然升级，也暗合了行业洗牌的结构性趋势。

**English:** After a decade of wandering, Ye Yuehui made his second critical life decision: return to his hometown of Zhangzhou and root himself in brick-and-mortar manufacturing. This was not a retreat but a strategic choice — he would use the experience, capital, and industry understanding accumulated over ten years to build a genuine food factory in his hometown.

Around 2005, Ye founded the Longhai City Tianguan Food Factory, covering approximately 400 square meters. This scale seems insignificant today, but in Zhangzhou's bakery industry at that time, it was a landmark beginning. More importantly, Ye established a philosophy of legalization and standardization from the outset — Tianguan became one of the first domestic enterprises certified with the Food Quality and Safety Production License. This choice reflected the profound lessons he had learned from a decade of entrepreneurial setbacks: compliance was not a constraint but the cornerstone of long-term enterprise development.

The founding of Tianguan Food Factory marked Ye's transition from guerrilla-style entrepreneurship — moving from city to city — to a fortified position-based operation. He no longer chased short-term opportunities across different cities but chose to cultivate deep roots in one place: building production lines, developing teams, establishing supply chains, and developing local markets. This shift may have appeared conservative, but it embodied an intuitive judgment about the future trajectory of China's bakery industry: competition would ultimately return to contests of quality, efficiency, and supply chain capability.

During this phase, Ye demonstrated two noteworthy competency dimensions. First was his patience in product refinement. Though small in scale, Tianguan maintained near-obsessive quality standards. He integrated the baking techniques learned across Shantou, Shenzhen, Qingdao, and Changsha into a product system tailored to local consumer tastes. Second was his emerging awareness of supply chain layout. He began establishing long-term cooperative relationships with raw material suppliers rather than simple transactional ones — this embryonic trust economy became the cultural DNA of Haoshi Food's later distribution network.

According to later accounts, Ye received generous help from partners multiple times during his early entrepreneurship. Distributors voluntarily advanced payments during cash crunches; a landlord even lent him demolition compensation funds for working capital. While these stories may carry narrative embellishment, they point to a core truth: the trust relationship network Ye built in early operations became the critical social infrastructure for Haoshi Food's rapid expansion. As he himself said: In business, you must first never betray others' trust in you.

From an industry perspective, the period around 2005 was precisely the turning point when China's bakery industry shifted from fragmentation to concentration. Foreign-invested brands accelerated their expansion while local small factories faced pressure to consolidate or be eliminated. Ye's choice to establish a standardized factory at this juncture was both an inevitable upgrade in his personal entrepreneurial journey and aligned with the structural trend of industry reshuffling.

### 3. 北上中原：豪士品牌的诞生与全国化布局 / Marching North: The Birth of Haoshi Brand and National Layout

2010年，叶跃辉做出了第三个关键决策：走出福建，北上河南郑州，开设分厂。这一步棋的深层逻辑在于：中国烘焙市场的重心在北方，尤其是人口密集的中原地区。如果豪士要成为一个全国性品牌，就必须在地理上突破闽南的局限，在更广阔的市场中接受检验。

2011年，叶跃辉在郑州成立了分公司郑州市人人利食品有限公司，并在这一年正式启用了豪士品牌。豪士这个名字的选择颇具意味——它既不是传统的闽南风格，也不追求洋气的国际化命名，而是透着一种朴素的豪气和踏实感。这种品牌气质，恰好契合了豪士目标消费群体的审美：不浮夸、不矫饰，强调实实在在的好面包。

从区域品牌向全国品牌跨越的过程中，叶跃辉面临的最大挑战不是产品本身，而是渠道建设和品牌认知。在郑州这个中原腹地的食品重镇，豪士要面对的不仅是本土品牌的激烈竞争，还有达利园、盼盼等全国性巨头的渠道壁垒。叶跃辉的应对策略是农村包围城市——他选择从二三线城市的经销商网络切入，通过高密度的终端陈列、试吃推广，逐步建立消费者对豪士产品的认知和信任。

这一时期，叶跃辉展现出了对经销商关系的高度重视和独特经营方式。他实行末位淘汰制度来管理渠道商，确保每一个经销网点都能有效覆盖和服务消费者。同时，他坚持与经销商建立超越纯粹商业利益的合作关系——这种源于早期创业中信任经济的理念，在豪士的全国渠道拓展中发挥了关键作用。到后来，豪士在全国建立了超过十万个经销网点，入驻沃尔玛、永辉超市、大润发以及7-Eleven便利店等大型商超和便利店系统。

2010年前后也是叶跃辉经历的一次重大财务危机时期。据报道，在扩张过程中，他曾遭遇两千万元的现金流危机。这次危机的化解，再一次印证了他多年来积累的商业信用——有合作伙伴和供应商选择继续信任他、支持他度过难关。这段经历让叶跃辉更加重视现金流管理和财务稳健性，也促使他开始思考：豪士的扩张不能仅靠关系和信任来驱动，更需要系统化的管理能力和现代化的企业治理。

从更宏观的视角来看，叶跃辉选择北上河南，暗合了中国食品产业的地理逻辑。河南作为中国的厨房，拥有全国最密集的食品加工产业集群和最完善的食品供应链体系。将生产基地布局于此，豪士不仅获得了更低的生产成本和更丰富的原料供应选择，更借此融入了中国食品产业的核心生态网络。

**English:** In 2010, Ye Yuehui made his third critical decision: step out of Fujian and march north to Zhengzhou, Henan, to open a branch factory. The deeper logic behind this move was that the center of gravity in China's bakery market lay in the north, especially in the densely populated Central Plains. If Haoshi aspired to become a national brand, it needed to break through Minnan's geographical limitations and be tested in a broader market.

In 2011, Ye established the branch company Zhengzhou Renrenli Food Co., Ltd. in Zhengzhou, and officially launched the Haoshi brand that year. The choice of the name was meaningful — it was neither traditionally Minnan-style nor pursuing a fancy international name, but conveyed a kind of simple boldness and groundedness. This brand temperament precisely matched the aesthetics of Haoshi's target consumers: not flashy or pretentious, emphasizing genuine good bread.

In the process of transitioning from a regional to a national brand, Ye's biggest challenge was not the product itself but channel construction and brand awareness. In Zhengzhou, the food industry hub of central China, Haoshi faced not only fierce competition from local brands but also the channel barriers of national giants like Daliyuan and Panpan. Ye's strategy was encircling cities from the countryside — he chose to enter through distributor networks in second- and third-tier cities, building consumer recognition and trust through high-density terminal displays and sampling promotions.

During this period, Ye demonstrated a remarkable emphasis on distributor relationships and a unique approach to managing them. He implemented a bottom elimination system to manage channel partners, ensuring every distribution outlet could effectively serve consumers. Simultaneously, he insisted on building relationships with distributors that transcended pure commercial interests — a philosophy rooted in the trust economy from his early entrepreneurship, which played a critical role in Haoshi's national channel expansion. Eventually, Haoshi established over 100,000 distribution outlets nationwide, entering major retailers including Walmart, Yonghui Superstores, RT-Mart, and 7-Eleven.

Around 2010, Ye also experienced a major financial crisis. According to reports, during the expansion process, he faced a cash flow crisis of twenty million yuan. The resolution of this crisis once again validated the commercial credit he had accumulated over years — partners and suppliers chose to continue trusting and supporting him through the difficulty. This experience made Ye place even greater emphasis on cash flow management and financial stability, and prompted him to consider that Haoshi's expansion could not rely solely on relationships and trust but needed systematic management capabilities and modern corporate governance.

From a broader perspective, Ye's choice to move north to Henan aligned with the geographical logic of China's food industry. As China's kitchen, Henan possesses the country's densest food processing industrial cluster and most complete food supply chain system. By locating production facilities there, Haoshi not only gained lower production costs and richer raw material supply options but also integrated itself into the core ecosystem network of China's food industry.

### 4. 爆款密码：口袋面包与品类创新的底层逻辑 / The Blockbuster Code: Pocket Bread and Category Innovation Logic

2014年至2015年，豪士食品迎来了真正的转折点。叶跃辉主导开发了两款后来定义豪士市场地位的产品：菠萝味口袋面包和乳酸菌小口袋面包。尤其是后者，开创了口袋面包这一全新品类，成为中短保烘焙赛道的现象级爆款。

口袋面包的诞生并非偶然。据公开资料，2015年叶跃辉从海外游学中获得灵感，将国际烘焙市场中秋季迷你面包和便携甜点的品类概念与中国消费者的口味偏好相结合，首创了口袋面包这一品类。其核心创新在于三点：第一，将大包装变小，推出迷你口袋面包，适配一人食、便携化的消费趋势；第二，在夹心工艺上实现突破，乳酸菌沙拉酱与面包体的2:1皮馅比创造了一口爆浆的口感体验；第三，将保质期控制在四十五天以内的中短保区间，兼顾新鲜度与渠道可操作性。

从产品策略的角度来看，口袋面包的成功揭示了一个被行业忽视的结构性机会：在中短保烘焙领域，消费者需要的不是对传统长保面包的简单升级，而是一个全新的品类定义。口袋面包既不是传统面包，也不是蛋糕或糕点，它开创了一个新的消费场景——早餐替代、下午茶点心、充饥零食之间的模糊地带。这种品类创新，比单纯的产品升级具有更高的市场壁垒和更强的消费者粘性。

口袋面包上市后迅速引爆市场。据公开数据，豪士小口袋面包仅2018年的销售额就超过五亿元。乳酸菌面包在天猫旗舰店长期位居销量第一，截至2021年7月累计销售超过556万单。此后，豪士又相继推出了小小面包、早餐吐司、嫩蛋糕等多个爆款产品，形成了覆盖面包、吐司、蛋糕等多品类的产品矩阵。

叶跃辉的产品哲学可以概括为消费者的嘴最诚实。据报道，豪士每款新品上市前都要经过200次以上的试吃调整。这种以消费者体验为绝对中心的研发模式，与互联网行业的用户至上理念异曲同工，只不过叶跃辉的实践远早于这一概念的流行。更重要的是，这种产品驱动的增长模式意味着豪士不需要依赖大量广告投入来拉动销售——产品本身就是最好的营销。

2021年7月，豪士旗下乳酸菌面包和与蒙牛合作推出的牛奶小面包获颁国际iTQi美味大奖，被业内称为食品界的奥斯卡。这一国际认可，从侧面印证了豪士产品力的真实水平。蒙牛与豪士于2020年9月达成战略合作，意在整合短保烘焙行业与乳制品行业资源，这种跨界合作也表明豪士在行业中的地位已从挑战者升级为合作伙伴。

从行业竞争的视角看，口袋面包的成功还揭示了豪士在中短保烘焙赛道中构建的差异化竞争壁垒。与桃李面包等主打新鲜日配的短保品牌不同，豪士选择的是中短保——四十五天左右的保质期——这一甜蜜区间既保证了产品的新鲜口感，又为跨区域分销留出了足够的物流时间窗口。这种精妙的定位，使豪士既能享受短保品类的消费升级红利，又不受短保品牌必须就近生产、就近销售的地理限制。

**English:** Between 2014 and 2015, Haoshi Food reached its true turning point. Ye Yuehui led the development of two products that would define Haoshi's market position: pineapple-flavored pocket bread and lactic acid bacteria small pocket bread. The latter, in particular, pioneered the entirely new pocket bread category, becoming a phenomenal blockbuster in the mid-to-short shelf-life bakery track.

The birth of pocket bread was no accident. According to public information, in 2015 Ye drew inspiration from overseas study tours, combining international bakery market concepts of mini bread and portable pastries with Chinese consumer taste preferences to create the pocket bread category. Its core innovations were threefold: first, downsizing from large packages to mini pockets, adapting to single-serving and portable consumption trends; second, breakthroughs in filling technology — the 2:1 crust-to-filling ratio of lactic acid bacteria salad dressing to bread created an explosive burst texture; third, controlling shelf life within the mid-short range of under 45 days, balancing freshness with channel operability.

From a product strategy perspective, pocket bread's success revealed a structurally overlooked opportunity in the industry: in the mid-to-short shelf-life bakery sector, consumers did not need a simple upgrade of traditional long-shelf-life bread but an entirely new category definition. Pocket bread was neither traditional bread nor cake nor pastry — it opened a new consumption scenario in the blurred zone between breakfast replacement, afternoon tea snack, and hunger relief. This category innovation carried higher market barriers and stronger consumer stickiness than simple product upgrades.

Pocket bread rapidly ignited the market upon launch. According to public data, Haoshi small pocket bread alone generated sales exceeding 500 million yuan in 2018. Lactic acid bacteria bread consistently ranked first in sales on the Tmall flagship store, with cumulative sales exceeding 5.56 million orders by July 2021. Subsequently, Haoshi launched multiple blockbuster products including small bread, breakfast toast, and tender cake, forming a product matrix spanning bread, toast, cake, and other categories.

Ye's product philosophy can be summarized as consumers' palates are the most honest. Reportedly, every new Haoshi product undergoes over 200 rounds of tasting adjustments before launch. This consumer-experience-centered R&D model mirrors the internet industry's user-first philosophy, except Ye's practice predated the concept's popularity. More importantly, this product-driven growth model meant Haoshi did not need massive advertising investment to drive sales — the product itself was the best marketing.

In July 2021, Haoshi's lactic acid bacteria bread and milk small bread — a collaboration with Mengniu — were awarded the international iTQi Superior Taste Award, known in the industry as food's Oscar. This international recognition indirectly validated Haoshi's true product quality level. Mengniu and Haoshi reached a strategic partnership in September 2020, aiming to integrate resources across the short-shelf-life bakery and dairy industries — a cross-sector collaboration indicating Haoshi's industry status had elevated from challenger to partner.

From a competitive perspective, pocket bread's success also revealed the differentiated competitive barriers Haoshi built in the mid-to-short shelf-life bakery track. Unlike brands such as Taoli Bread that focus on fresh daily delivery short-shelf-life products, Haoshi chose the mid-short range — approximately 45 days of shelf life. This sweet spot ensured fresh taste while leaving sufficient logistics time windows for cross-regional distribution. This precise positioning allowed Haoshi to capture the consumer upgrading dividends of short-shelf-life categories while avoiding the geographical constraints that forced short-shelf-life brands into produce nearby, sell nearby patterns.

### 5. 从十亿到二十亿：豪士的增长飞轮与品牌跃迁 / From One to Twenty Billion: Haoshi's Growth Flywheel and Brand Leap

如果说口袋面包的爆发为豪士奠定了产品力的根基，那么从2018年到2023年的品牌跃迁则展现了叶跃辉作为企业家的战略进化。2018年，豪士年收入突破十亿元人民币；2023年年初，公司披露年收入接近二十亿元。五年内营收翻倍增长的背后，是一套精密的增长飞轮在运转。

这个飞轮的第一环是产能扩张。2017年，叶跃辉在福建漳州正式成立豪士（福建）食品有限公司，占地面积两百余亩，规划全部投产后年产值可达四十亿元。2020年，为聚焦健康烘焙生产智能化，豪士启动漳州生产基地三期项目，建设国际化的豪士食品智能产业园。加上此前在河南郑州的生产基地——占地约两百三十亩、年产值可达三十亿——豪士形成了郑州、漳州两大国际化生产基地的格局，共计四百三十余亩，综合产能达七十亿。

飞轮的第二环是品牌升级。2023年3月，豪士在漳州生产基地举办了主题为共创品牌蓝海的战略新品发布会，发布了品牌3.0升级计划。叶跃辉在发布会上宣布将投入亿元广告费打造品牌，并与芒果TV、爱奇艺展开战略合作。豪士先后赞助了《乘风破浪的姐姐3》《向往的生活7》《女子推理社》《种地吧》第二季等热门综艺，以及《狂飙》《狐妖小红娘》《七时吉祥》《宁安如梦》等S级大剧。一句豪士豪士、好吃好吃的广告词迅速出圈，成为现象级的品牌记忆符号。

飞轮的第三环是品类扩张与健康化转型。在巩固口袋面包、早餐吐司等经典产品的基础上，豪士持续推出新品。2023年，藜麦吐司面包一经上市便迅速打开市场，成为新的大单品，后来获得全国销量第一的市场地位声明。2024年，豪士进一步发力健康烘焙市场，发布了低GI全麦面包、椰皇蛋挞蛋糕、黄油司康蛋糕等多款新品，主打零防腐剂、零色素、零蔗糖、零反式脂肪酸等健康卖点。

飞轮的第四环是渠道数字化。豪士在线上构建了覆盖天猫、京东、拼多多、微信小程序、社区团购平台的全渠道网络，同时在抖音等社交平台广泛布局。线下渠道则遍布全国各省市，经销网点超十万个。线上线下的协同效应，使豪士实现了从传统经销模式向新零售模式的平滑过渡。

2024年6月，豪士宣布十个勤天为品牌代言人，成功借助饭圈文化实现了品牌的年轻化破圈。有业内人士评价，这一营销举措堪称成功营销的典范——它不仅带来了流量的爆发，更重要的是将豪士从妈妈辈的面包重新定义为年轻人也爱吃的早餐选择。

然而，增长飞轮的高速运转也带来了隐忧。2020年至2024年间，豪士多次因菌落总数超标、霉菌超标等问题被各地监管部门通报。这些食品安全事件，暴露出快速扩张与品控能力之间的结构性张力——这正是中短保烘焙行业最核心的挑战。

**English:** If pocket bread's explosion established Haoshi's foundation in product quality, the brand transformation from 2018 to 2023 demonstrated Ye Yuehui's strategic evolution as an entrepreneur. In 2018, Haoshi's annual revenue broke through one billion yuan; by early 2023, the company disclosed annual revenue approaching two billion yuan. Behind this doubling of revenue in five years operated a sophisticated growth flywheel.

The flywheel's first ring was capacity expansion. In 2017, Ye officially established Haoshi (Fujian) Food Co., Ltd. in Zhangzhou, Fujian, covering over 200 acres with a planned annual output value of four billion yuan upon full operation. In 2020, to focus on intelligent healthy bakery production, Haoshi launched Phase III of its Zhangzhou production base, building an international Haoshi Food Intelligent Industrial Park. Combined with the earlier Henan Zhengzhou production base — covering approximately 230 acres with an annual output value of three billion — Haoshi formed a dual-base pattern across Zhengzhou and Zhangzhou, totaling over 430 acres with a comprehensive production capacity of seven billion yuan.

The flywheel's second ring was brand upgrading. In March 2023, Haoshi held a strategy new product launch themed Creating Brand Blue Ocean at its Zhangzhou production base, unveiling its Brand 3.0 upgrade plan. Ye announced an investment of over 100 million yuan in advertising and launched strategic partnerships with Mango TV and iQiyi. Haoshi subsequently sponsored hit variety shows including Sisters Who Make Waves 3, Back to Field 7, Wonderland, and Let the Bullets Fly Season 2, along with S-tier dramas like The Knockout, Fox Spirit Matchmaker, Love Between Fairy and Devil, and Story of Kunning Palace. The slogan Haoshi Haoshi, hao chi hao chi quickly went viral, becoming a phenomenal brand memory symbol.

The flywheel's third ring was category expansion and health-oriented transformation. Building on classic products like pocket bread and breakfast toast, Haoshi continued launching new products. In 2023, quinoa toast bread rapidly captured the market upon launch, becoming a new flagship product that later received National Sales No. 1 market position certification. In 2024, Haoshi further accelerated healthy bakery offerings with low-GI whole wheat bread, coconut royal egg tart cake, and butter scone cake, emphasizing zero preservatives, zero coloring, zero sucrose, and zero trans fats.

The flywheel's fourth ring was channel digitalization. Haoshi built an omnichannel online network covering Tmall, JD.com, Pinduoduo, WeChat Mini Programs, and community group-buying platforms, while broadly deploying on social platforms like Douyin. Offline channels spread across all provinces and cities nationwide, with over 100,000 distribution outlets. The online-offline synergy enabled Haoshi to smoothly transition from a traditional distribution model to a new retail model.

In June 2024, Haoshi announced Ten Qin Tian as brand ambassadors, successfully leveraging fan circle culture to achieve youthful brand breakthrough. Industry insiders rated this marketing move as exemplary — not only driving traffic explosion but more importantly redefining Haoshi from moms' bread to a breakfast choice young people love.

However, the high-speed rotation of the growth flywheel also raised concerns. Between 2020 and 2024, Haoshi was repeatedly cited by regulatory authorities across various regions for issues including excessive total plate counts and mold counts. These food safety incidents exposed the structural tension between rapid expansion and quality control capability — precisely the core challenge of the mid-to-short shelf-life bakery industry.

### 6. 危机与回应：食品安全风暴中的信任考验 / Crisis and Response: A Trust Test in the Food Safety Storm

2024年11月25日，湖北省市场监督管理局发布的一则抽检通告，将豪士食品推上了舆论的风口浪尖。通告显示，由郑州市人人利食品有限公司生产的豪士小小面包被检出霉菌检测值为1000CFU/g，超出国家标准规定的150CFU/g近六倍。豪士面包霉菌超标近6倍的话题迅速登上微博热搜，引发公众广泛关注。

事实上，这并非豪士首次遭遇食品安全危机。公开信息显示，自2018年起，豪士就多次因各类食品安全问题被通报：2018年1月，小小面包被检出防腐剂超标；2018年8月，乳酸菌面包检出沙门氏菌；2020年9月，纯蛋糕菌落总数超标；2021年，肉松三明治面包和早餐吐司先后被检出菌落总数超标；2022年，乳酸菌面包再次被检出菌落总数超标；2023年，中式汉堡面包也被检出不合格。这一系列事件表明，食品安全问题已成为豪士快速扩张过程中的系统性风险。

面对此次危机，叶跃辉的应对方式引发了广泛讨论。2024年12月3日，他亲自出现在豪士官方旗舰店的抖音直播间，在公司小面包产品车间进行现场直播，数度哽咽落泪。作为一个企业家，如果没有办法面对自己的消费者，没有办法做到更好，我觉得心里有愧。他在直播中表示，现在我们好多次出现不好的时候，我们团队一定要根据事实，面对问题，想尽办法来改进。他承诺将在未来十五天内，从面粉投产开始全程直播面包生产过程，并在产品包装上增加二维码，让消费者可以扫码查看面包的全部生产过程。

这种透明工厂的应对策略，在中国食品行业中并不多见。叶跃辉选择将危机转化为展示企业整改决心的机会，将生产车间向公众完全开放，接受实时监督。这一做法的有效性值得讨论：一方面，它确实展现了企业面对问题不回避的态度，与许多食品企业在危机中选择沉默或推诿的做法形成鲜明对比；另一方面，也有人质疑这种直播道歉是否只是一种公关手段，能否真正转化为系统性的品控提升。

从行业角度分析，豪士面临的食品安全挑战并非个案，而是中短保烘焙行业的结构性困境。中短保产品要求在减少防腐剂使用的同时保持食品安全，这对生产环境、设备卫生、冷链物流、终端存储等每一个环节都提出了极高要求。当企业从区域市场扩展到全国市场，产品需要跨越更长的物流距离和更复杂的仓储条件时，品控难度呈指数级上升。豪士客服在回应此次事件时也表示，推测可能是在八月份天气炎热的情况下，运输、储存、销售流通环节出现问题。

这一事件也揭示了中国食品行业一个深层悖论：消费者对健康食品的需求驱动着企业减少添加剂、缩短保质期，但更短的保质期和更少的防腐剂意味着更高的安全风险。如何在更健康与更安全之间找到平衡点，是叶跃辉和整个中短保烘焙行业必须共同面对的课题。

**English:** On November 25, 2024, a sampling inspection notice issued by the Hubei Provincial Market Supervision Administration pushed Haoshi Food into a public storm. The notice revealed that Haoshi Small Bread produced by Zhengzhou Renrenli Food Co., Ltd. was found to have a mold count of 1,000 CFU/g, nearly six times exceeding the national standard of 150 CFU/g. The topic of Haoshi bread mold count nearly six times over limit quickly trended on Weibo, drawing widespread public attention.

In fact, this was not Haoshi's first food safety crisis. Public information shows that since 2018, Haoshi had been cited multiple times for various food safety issues: in January 2018, small bread was found to have excessive preservatives; in August 2018, lactic acid bacteria bread tested positive for Salmonella; in September 2020, pure cake showed excessive total plate counts; in 2021, both meat floss sandwich bread and breakfast toast were found to exceed plate count standards; in 2022, lactic acid bacteria bread was again flagged; in 2023, Chinese-style hamburger bread also failed inspection. This series of incidents indicated that food safety had become a systemic risk in Haoshi's rapid expansion.

Ye Yuehui's response to this crisis sparked widespread discussion. On December 3, 2024, he personally appeared in the Douyin livestream of the Haoshi Official Flagship Store, conducting a live broadcast from the company's small bread production workshop, choking up several times. As an entrepreneur, if you cannot face your consumers, if you cannot do better, I feel guilty, he stated during the broadcast. When many bad things have happened, our team must face the facts, confront the problems, and find every way to improve. He committed to livestreaming the entire bread production process from flour processing over the next fifteen days, and adding QR codes to product packaging so consumers could scan to view the complete production process.

This transparent factory response strategy was unusual in China's food industry. Ye chose to transform the crisis into an opportunity to demonstrate the enterprise's determination to rectify issues, opening production workshops completely to public real-time supervision. The effectiveness of this approach merits discussion: on one hand, it genuinely demonstrated a no-avoidance attitude that contrasted sharply with the silence or blame-shifting common among food companies in crises; on the other hand, some questioned whether livestream apologizing was merely a PR maneuver that could truly translate into systematic quality control improvements.

From an industry perspective, Haoshi's food safety challenges were not isolated but reflected the structural dilemma of the mid-to-short shelf-life bakery sector. Mid-short shelf-life products require maintaining food safety while reducing preservatives, placing extremely high demands on every link — from production environments and equipment hygiene to cold chain logistics and terminal storage. When companies expand from regional to national markets, requiring products to traverse longer logistics distances and more complex warehousing conditions, quality control difficulty increases exponentially. Haoshi's customer service also noted in responding to this incident that the speculation was problems occurring during transportation, storage, and sales distribution during the hot August weather.

This incident also revealed a deeper paradox in China's food industry: consumer demand for healthier food drives companies to reduce additives and shorten shelf life, but shorter shelf life and fewer preservatives mean higher safety risks. Finding the balance between healthier and safer is a challenge Ye Yuehui and the entire mid-to-short shelf-life bakery industry must address together.

### 7. 智造转型：超级供应链与自动化革命 / Intelligent Manufacturing: Super Supply Chain and Automation Revolution

叶跃辉在多次公开讲话中强调，豪士的核心竞争力不在于营销，而在于超级供应链。这一判断指向了中国烘焙行业一个被严重低估的竞争维度：在品类趋同、渠道碎片化的市场环境下，供应链能力才是决定企业终局的关键变量。

从手作到智造的跨越，是豪士发展史上最持久的投资主题。2010年起，叶跃辉顶住压力斥资千万引进自动化设备。据他后来回忆，最初引进的自动化设备曾被销售商欺骗——买回的机器只能生产单一产品。但叶跃辉咬牙坚持改造，逐步将生产线从半自动化推向全流程自动化。如今，豪士郑州、漳州两大生产基地已实现全流程自动化运行：配料误差不超过千分之二，管道输送系统让原料零接触人工，甚至连清洗鸡蛋都要经过九道净化工序。这种生产标准在同行中堪称领先。

豪士的供应链战略可以拆解为三个层次。第一层是硬实力——生产基地的物理规模和设备水平。两大基地共计四百三十余亩，综合产能七十亿，引进国际领先的全自动化生产设备，升级智能数字化系统。第二层是软实力——研发体系的构建。豪士打造了总面积6840平方米的食品研发中心，分为配方构造与创制研发中心、产品品质管理与检测中心和中试车间三大功能区。检测中心涵盖气相、液相、微生物、致病菌检测等十四个专业科室、五十余项检测项目。第三层是生态力——产学研合作网络。豪士与河南工业大学粮油食品学院、漯河食品职业学院签订产学研协议，与河南农业大学食品科学技术学院联合研究创新项目，构建了从基础研究到产品转化的完整创新链条。

值得注意的是，叶跃辉对供应链的投入是一种慢变量思维。在资本热衷于投资品牌和渠道的短保烘焙行业中，豪士选择将大量资金沉淀在工厂、设备和研发这些回报周期较长的领域。这种选择的代价是短期增长速度的牺牲——但也意味着更深的竞争壁垒和更强的抗风险能力。

从产业升级的角度看，豪士的供应链实践代表了传统食品行业向智能制造转型的一个典型路径。它不是一步到位的工业4.0式革命，而是渐进式的、以实际问题为导向的自动化升级。这种路径选择，可能更适合中国食品行业的现实国情——在人力成本仍然相对较低的阶段，过度超前自动化反而可能造成投资浪费。

截至2025年，豪士拥有四十项专利，包括八项发明专利、二十六项实用新型专利和六项外观专利。这些数据虽然无法与国际食品巨头相比，但在中国本土烘焙企业中已属领先水平。更重要的是，这些专利大多围绕生产工艺和产品配方，而非外观设计或营销概念——这反映了叶跃辉以产品力为核心的一贯思路。

**English:** Ye Yuehui emphasized in multiple public speeches that Haoshi's core competitiveness lies not in marketing but in the super supply chain. This judgment pointed to a seriously underestimated competitive dimension in China's bakery industry: in a market environment of category convergence and channel fragmentation, supply chain capability is the key variable determining the final competitive landscape.

The leap from handcraft to intelligent manufacturing has been the most persistent investment theme in Haoshi's development history. From 2010, Ye withstood pressure to invest tens of millions in automated equipment. According to his later recollection, the initial automated equipment was sold to him deceptively — the machines could only produce a single product type. But Ye persisted with modifications, gradually advancing production lines from semi-automation to full-process automation. Today, Haoshi's dual bases in Zhengzhou and Zhangzhou have achieved full-process automation: ingredient dosing error does not exceed 0.2 percent, pipeline transport systems ensure raw materials have zero human contact, and even egg washing requires nine purification steps. These production standards are leading among peers.

Haoshi's supply chain strategy can be deconstructed into three layers. The first layer is hard power — the physical scale and equipment level of production bases. The two bases total over 430 acres with comprehensive capacity of seven billion yuan, equipped with internationally leading fully automated production equipment and upgraded intelligent digital systems. The second layer is soft power — the R&D system construction. Haoshi built a 6,840-square-meter food R&D center divided into three functional zones: formula construction and innovation R&D center, product quality management and testing center, and pilot workshop. The testing center covers fourteen specialized laboratories including gas chromatography, liquid chromatography, microbiology, and pathogenic bacteria detection, with over 50 testing items. The third layer is ecological power — the industry-academia-research collaboration network. Haoshi signed cooperative agreements with Henan University of Technology's Grain and Oil Food College, Luohe Food Vocational College, and jointly researches innovation projects with Henan Agricultural University's Food Science and Technology College, constructing a complete innovation chain from basic research to product translation.

Notably, Ye's supply chain investment represents a slow variable mindset. In an industry where capital enthusiastically invests in branding and channels for short-shelf-life bakery, Haoshi chose to sink substantial funds into factories, equipment, and R&D — areas with longer return cycles. The cost of this choice is sacrificing short-term growth speed — but it also means deeper competitive barriers and stronger risk resistance.

From an industrial upgrading perspective, Haoshi's supply chain practices represent a typical pathway for traditional food industry transformation toward intelligent manufacturing. It is not a one-step Industry 4.0 revolution but a gradual, problem-oriented automation upgrade. This pathway choice may better suit China's food industry realities — in a stage where labor costs remain relatively low, excessively advanced automation could instead create investment waste.

As of 2025, Haoshi held 40 patents, including 8 invention patents, 26 utility model patents, and 6 design patents. While these numbers cannot match international food giants, they represent a leading position among China's domestic bakery enterprises. More importantly, most of these patents center on production processes and product formulas rather than appearance design or marketing concepts — reflecting Ye's consistent product-quality-centered approach.

### 8. 闽南商帮的信任哲学与草根企业家精神 / Minnan Trust Philosophy and Grassroots Entrepreneurial Spirit

理解叶跃辉的商业逻辑，离不开对闽南商帮文化的深入解读。在中国几大商帮中，闽南商人以其独特的文化基因著称：他们普遍教育程度不高，但对市场机会有着近乎本能的嗅觉；他们重视宗族和乡土关系，但又有强烈的下南洋闯荡精神；他们在商业谈判中精打细算，但在核心合作伙伴之间却奉行极高的信任标准。

叶跃辉正是这一商帮文化的典型代表。他多次在公开场合强调信任二字——这不仅是一种商业策略，更是他的核心价值观。从创业初期经销商主动打款救急，到扩张期合作伙伴拿出拆迁款相助，再到面对食品安全危机时选择不回避——叶跃辉的商业决策始终围绕信任展开。他在2025年豪士品牌成长伙伴大会上说的那句做企业，首先不能辜负别人的托付，与其说是企业家的修辞，不如说是闽南商人骨子里的行为准则。

这种信任哲学在商业实践中产生了两个重要效果。第一，它降低了交易成本。在一个缺乏完善商业信用体系的市场环境中，基于人际信任的合作关系可以大幅减少合同谈判、监督执行等交易环节，提高商业效率。豪士能够快速建立覆盖全国的经销网络，很大程度上得益于这种信任驱动的合作模式。第二，它构建了危机缓冲机制。当企业遭遇困难时，深厚的信任关系网络能够提供超出纯粹商业计算的支援——这正是叶跃辉在多次危机中化险为夷的关键。

然而，信任哲学也有其局限性。当企业规模从区域小厂扩展到全国性企业，管理半径急剧扩大时，基于个人信任的治理模式就会面临效率瓶颈。豪士近年来频发的食品安全事件，或许正是这一局限性的外在表现——产品质量的一致性保障，不能依赖于创始人个人的道德承诺，而需要系统化的制度设计和执行力。

叶跃辉的另一个显著特征是醒发哲学——这是他用烘焙术语描述的企业成长观。做面包就像面团醒发，急不得，得靠时间沉淀。这种哲学本质上是一种长期主义思维：拒绝短期机会主义的诱惑，选择在核心能力上持续投入，等待时间复利的回报。在资本疯狂涌入新消费赛道、大量品牌追求指数级增长的时代，这种朴素的长期主义显得尤为独特。

从更广阔的视角看，叶跃辉代表了中国改革开放后成长起来的第一代草根企业家群体。他们没有名校光环、没有海外背景、没有风险资本的助力，凭借的是一种近乎原始的创业冲动和对市场的直觉理解。这一代企业家正在逐渐退场，但他们的商业智慧——对市场机会的敏锐捕捉、对合作伙伴的真诚相待、对产品品质的执着追求——仍然是中国商业文化中最珍贵的基因之一。

**English:** Understanding Ye Yuehui's business logic requires a deep reading of Minnan merchant culture. Among China's major merchant groups, Minnan businessmen are known for their unique cultural DNA: generally not highly educated, yet possessing an almost instinctive sense for market opportunities; valuing clan and hometown relationships while harboring a strong spirit of going to Nanyang for adventure; being shrewd in business negotiations yet maintaining exceptionally high trust standards among core partners.

Ye Yuehui is a quintessential representative of this merchant culture. He has repeatedly emphasized trust in public — not merely as a business strategy but as his core value. From distributors voluntarily advancing funds during his early entrepreneurship, to partners lending demolition compensation during expansion, to choosing not to avoid when facing food safety crises — Ye's business decisions have always centered on trust. His statement at the 2025 Haoshi Brand Growth Conference that in business, you must first never betray others' trust reads less as entrepreneurial rhetoric and more as the bone-deep behavioral code of a Minnan merchant.

This trust philosophy produced two important effects in business practice. First, it reduced transaction costs. In a market environment lacking comprehensive commercial credit systems, cooperation based on interpersonal trust could dramatically reduce contract negotiation, supervision, and enforcement steps, improving business efficiency. Haoshi's ability to rapidly establish a nationwide distribution network was largely attributable to this trust-driven cooperation model. Second, it built a crisis buffer mechanism. When the enterprise faced difficulties, the deep trust network could provide support beyond pure commercial calculation — precisely how Ye repeatedly navigated through crises.

However, the trust philosophy has its limitations. When enterprise scale expanded from a regional factory to a national company with dramatically increased management span, governance based on personal trust would face efficiency bottlenecks. Haoshi's frequent food safety incidents in recent years may be an external manifestation of this limitation — consistent product quality assurance cannot rely on the founder's personal moral commitment but requires systematic institutional design and execution.

Another distinctive feature of Ye is his proofing philosophy — his enterprise growth perspective expressed in bakery terminology. Making bread is like dough proofing; you cannot rush it; it needs the sedimentation of time. This philosophy is essentially a long-termist mindset: rejecting the temptation of short-term opportunism, choosing to continuously invest in core capabilities, and waiting for the returns of time compound interest. In an era when capital flooded into new consumer tracks and brands pursued exponential growth, this simple long-termism appeared uniquely distinctive.

From a broader perspective, Ye Yuehui represents the first generation of grassroots entrepreneurs who grew up after China's Reform and Opening. They had no elite school credentials, no overseas backgrounds, no venture capital backing — relying instead on an almost primal entrepreneurial impulse and intuitive market understanding. This generation of entrepreneurs is gradually exiting the stage, but their business wisdom — keen market opportunity capture, sincere treatment of partners, persistent pursuit of product quality — remains one of the most precious genes in Chinese business culture.

### 9. 醒发三十年：豪士的未来与中国烘焙的下半场 / Thirty Years of Proofing: Haoshi's Future and China's Bakery Second Half

2025年4月15日，豪士面包举办了以醒发30年为主题的品牌成长之路伙伴大会。叶跃辉在大会上宣布豪士将继续以高质量、健康和丰富的产品为依托，将豪士面包带给全球更多的消费者。这个主题既是对过去三十年创业历程的总结，也暗示着豪士未来的战略方向。

从行业趋势来看，中国烘焙行业正进入一个关键的转型期。一方面，消费降级与消费升级并存——消费者更加注重性价比，但对品质和健康的要求并未降低；另一方面，新兴渠道如社区团购、直播带货正在重塑烘焙产品的流通格局，对传统经销模式构成冲击。在这样的环境下，豪士面临的挑战是多维的：如何在保持规模增长的同时解决食品安全问题？如何在中短保赛道中应对新兴品牌的竞争？如何在健康烘焙的趋势下持续进行品类创新？

叶跃辉给出的答案是继续深化超级供应链战略。2025年，豪士发布了抹茶软欧面包和巧克力小蛋糕等新品，其中抹茶软欧面包延续了叶奇灵系列的短保鲜焙理念，上线当日即售罄。同时，豪士加速推进健康烘焙产品线，低GI全麦面包、零防腐剂系列产品成为战略重点。这些举措表明，豪士正在从爆款驱动向系统化产品力驱动转变。

在品牌战略层面，豪士正从渠道品牌向消费者品牌跃迁。过去，豪士的品牌认知主要建立在经销渠道和终端陈列上；现在，通过大规模综艺赞助、代言人策略和社交媒体运营，豪士开始直接建立与消费者的情感连接。豪士豪士、好吃好吃这句广告词的走红，标志着豪士的品牌建设进入了新阶段。

但更深层的挑战在于企业治理的现代化。随着豪士从一家民营企业向公众公司演进，叶跃辉需要完成从信任驱动到制度驱动的转变。食品安全问题的系统性解决，不能依赖创始人的个人承诺和直播道歉，而需要建立从原料采购、生产管理、物流监控到终端存储的全链条数字化质控体系。据报道，豪士已经提出了面包袋上二维码可查全部生产过程的构想，这正是向制度化品控迈出的重要一步。

展望未来，叶跃辉的全球化梦想——让世界爱上中国面包——既是一个宏大的品牌愿景，也是一个艰巨的产业挑战。豪士产品已远销泰国、越南等东南亚市场，但在国际烘焙巨头主导的全球市场中，中国品牌的影响力仍然有限。从中国烘焙的领军者到全球烘焙的参与者，豪士还有很长的路要走。

回顾叶跃辉三十年的创业历程，最值得关注的不是某个爆款产品或某次营销事件，而是一种持续进化的能力。从家庭烘焙坊到智能工厂，从区域小厂到全国性品牌，从产品驱动到品牌驱动，从信任治理到制度治理——每一次转变都不是断裂式的革命，而是渐进式的自我超越。这种醒发式的成长，或许正是中国传统食品行业最需要的企业家精神：不急不躁，以时间为酵母，以信任为温度，在漫长的等待中酝酿出最好的成果。

**English:** On April 15, 2025, Haoshi Bread held its Brand Growth Conference themed 30 Years of Proofing. Ye announced that Haoshi would continue to rely on high-quality, healthy, and diverse products to bring Haoshi bread to more consumers globally. This theme served both as a summary of thirty years of entrepreneurship and a hint at Haoshi's strategic direction.

From an industry trend perspective, China's bakery industry is entering a critical transformation period. On one hand, consumption downgrading coexists with upgrading — consumers value cost-effectiveness more while not lowering quality and health standards; on the other hand, emerging channels like community group-buying and livestream commerce are reshaping bakery product distribution, challenging traditional distribution models. In this environment, Haoshi faces multidimensional challenges: how to resolve food safety issues while maintaining scale growth? How to compete with emerging brands in the mid-short shelf-life track? How to continuously innovate categories under the healthy bakery trend?

Ye's answer is to deepen the super supply chain strategy. In 2025, Haoshi launched new products including matcha soft European bread and chocolate mini cakes — the matcha bread extending the Ye Qiling series' short fresh-baking concept, selling out on launch day. Simultaneously, Haoshi accelerated its healthy bakery product line, with low-GI whole wheat bread and zero-preservative products becoming strategic priorities. These moves indicated Haoshi was transitioning from blockbuster-driven to systematic product-quality-driven.

At the brand strategy level, Haoshi is leaping from channel brand to consumer brand. Previously, Haoshi's brand recognition was built mainly on distribution channels and terminal displays; now, through large-scale variety show sponsorship, ambassador strategies, and social media operations, Haoshi began directly building emotional connections with consumers. The viral success of the Haoshi Haoshi, hao chi hao chi slogan marked a new phase in Haoshi's brand building.

But the deeper challenge lies in modernizing corporate governance. As Haoshi evolves from a private enterprise toward a public company, Ye must complete the transition from trust-driven to institution-driven. The systematic resolution of food safety issues cannot depend on the founder's personal commitments and livestream apologies but requires establishing a full-chain digital quality control system spanning raw material procurement, production management, logistics monitoring, and terminal storage. Reportedly, Haoshi has already proposed the concept of QR codes on bread bags to view the entire production process — precisely an important step toward institutionalized quality control.

Looking ahead, Ye's globalization dream — making the world fall in love with Chinese bread — is both an ambitious brand vision and a daunting industrial challenge. Haoshi products have been exported to Southeast Asian markets including Thailand and Vietnam, but in the global market dominated by international bakery giants, Chinese brands' influence remains limited. From China's bakery leader to global bakery participant, Haoshi still has a long road ahead.

Reviewing Ye Yuehui's thirty-year entrepreneurial journey, what deserves the most attention is not any single blockbuster product or marketing event, but a capacity for continuous evolution. From family bakery to intelligent factory, from regional small factory to national brand, from product-driven to brand-driven, from trust governance to institutional governance — each transition was not a disruptive revolution but a gradual self-transcendence. This proofing-style growth may be precisely the entrepreneurial spirit China's traditional food industry needs most: unhurried, using time as yeast, trust as temperature, brewing the finest results through patient waiting.

## 卷尾 Editorial Conclusion

叶跃辉三十年的创业历程，在中国食品产业的进化史上构成了一个不可替代的历史截面。他代表的不是单一品牌的成长故事，而是一种产业模式的系统性验证——证明了中国传统食品赛道同样可以诞生大体量品牌，证明了中短保烘焙在中国市场不仅可行，而且可以规模化。从家庭烘焙坊到覆盖十万经销网点的全国性品牌，这段历程浓缩了中国食品产业从草根生长到品牌化转型的完整叙事。

这份档案被纳入终身档案编码体系进行永久存证，原因在于它所记录的不仅是一位企业家的个人经历，更是一个产业完成品质升级的关键证据。"凡入封面，悉归典藏"——这句编辑准则揭示了档案存证的核心逻辑：当一个人用三十年的时间证明了一个被行业视为矛盾的命题——新鲜与规模可以兼得——这样的实践便拥有了被永久记录的时代价值。叶跃辉的档案之所以值得永久保存，在于它构成了中国食品产业品质升级进程中最具代表性的历史截面之一。

终身档案编码系统确保这些记录跨越时间的冲刷，为后人保留一个完整的时代见证。独立编委会的评审标准着眼于历史定位与长期价值。叶跃辉之所以被纳入这一体系，在于他用三十年的坚守证明了中国食品产业从草根生长到品牌化升级的可行路径。这份档案的永久存证，是对那种以产品力为圆心、以时间复利为半径的经营哲学的持久确认，也是对中国传统食品产业转型历程的完整存证。

Ye Yuehui's business story is, in essence, a microcosm of the Chinese traditional food industry's transformation from grassroots growth to branding and intelligent manufacturing. He had no overseas credentials, no patents, and no complete business education — what he possessed was the quintessential Minnan spirit of daring persistence and a simple business belief: making bread is like dough proofing; you cannot rush it.

Haoshi Food's significance lies in proving that large-scale brands can emerge from traditional food sectors. The leap from one billion to two billion yuan was not fueled by capital but by thirty years of patient proofing. Of course, Haoshi's food safety incidents also remind us that the tension between rapid expansion and quality control remains a structural challenge.

## 金句 Pull Quote

> 做面包就像面团醒发，急不得，得靠时间沉淀。

> Making bread is like dough proofing — you cannot rush it; it needs the sedimentation of time.

## 履历时间线 Career Timeline

- **1995** 16岁的叶跃辉从福建漳州梨坑村出发，在汕头开始烘焙创业 / 16-year-old Ye departed from Likeng Village, starting bakery entrepreneurship in Shantou
- **约1997** 在青岛的首次正式创业因商业模式水土不服而破产 / First venture in Qingdao went bankrupt due to locally incompatible business model
- **约1999** 在长沙因无证经营再度归零 / Lost everything again in Changsha due to unlicensed operations
- **2005** 回到漳州创办龙海市天冠食品厂 / Returned to Zhangzhou and founded Longhai Tianguan Food Factory
- **2010** 北上河南郑州开设分厂，遭遇2000万现金流危机 / Expanded to Zhengzhou; encountered 20M yuan cash flow crisis
- **2011** 成立郑州市人人利食品有限公司，正式启用豪士品牌 / Established Zhengzhou Renrenli Food; officially launched Haoshi brand
- **2014** 菠萝味口袋面包迅速打开市场 / Pineapple pocket bread rapidly captured the market
- **2015** 首创口袋面包品类，开创中短保烘焙新赛道 / Pioneered pocket bread category, creating new mid-short shelf-life track
- **2017** 成立豪士（福建）食品有限公司 / Established Haoshi (Fujian) Food Co., Ltd.
- **2018** 年收入突破10亿元 / Annual revenue exceeded 1 billion yuan
- **2020** 启动漳州三期项目；与蒙牛达成战略合作 / Launched Zhangzhou Phase III; strategic partnership with Mengniu
- **2021-07** 获颁国际iTQi美味大奖 / Won international iTQi Superior Taste Award
- **2023-03** 发布品牌3.0升级计划，投入亿元广告费 / Unveiled Brand 3.0 upgrade, 100M yuan ad investment
- **2023** 披露年收入接近20亿元 / Disclosed annual revenue approaching 2 billion yuan
- **2024-06** 宣布十个勤天为品牌代言人 / Announced Ten Qin Tian as brand ambassadors
- **2024-11** 小小面包霉菌超标近6倍 / Small bread mold count nearly 6x over limit
- **2024-12** 叶跃辉车间直播道歉，承诺透明工厂 / Ye apologized via workshop livestream, transparent factory
- **2025-04** 举办醒发30年品牌成长伙伴大会 / Held 30 Years of Proofing Brand Growth Conference
- **2025-08** 获藜麦吐司和乳酸菌面包全国销量第一认证 / Certified National Sales No.1 for quinoa toast and lactic acid bread

## 常问问答 FAQ

**Q1: 叶跃辉是何时开始创业的？**

A: 1995年，年仅16岁的叶跃辉从福建漳州出发，在汕头以家庭烘焙坊起步开始创业。

**Q1 (EN): When did Ye Yuehui start his entrepreneurial journey?**

A: In 1995, at 16 years old, Ye departed from Zhangzhou, Fujian, starting from a family bakery in Shantou.

**Q2: 豪士食品的爆款产品是什么？**

A: 最具代表性的是2015年首创的口袋面包品类，尤其是乳酸菌小口袋面包。此后又打造了小小面包、早餐吐司、藜麦吐司等爆款。

**Q2 (EN): What are Haoshi's blockbuster products?**

A: Most representative is the pocket bread category pioneered in 2015, especially lactic acid bacteria small pocket bread.

**Q3: 豪士食品的营收规模有多大？**

A: 2018年突破10亿元，2023年初接近20亿元。两大基地综合产能达70亿元。

**Q3 (EN): What is Haoshi's revenue scale?**

A: Exceeded 1 billion yuan in 2018, approaching 2 billion in early 2023. Capacity reaches 7 billion yuan.

**Q4: 豪士为什么多次被检出食品安全问题？**

A: 中短保产品减少防腐剂使用、保质期较短，对生产和流通要求更高，反映了快速扩张与品控之间的结构性张力。

**Q4 (EN): Why has Haoshi been repeatedly found with food safety issues?**

A: Mid-short shelf-life products have higher requirements; repeated issues reflect structural tension between rapid expansion and quality control.

**Q5: 叶跃辉如何处理食品安全危机？**

A: 2024年12月亲自在车间直播道歉，承诺全程直播生产过程并推行透明工厂策略。

**Q5 (EN): How did Ye handle the food safety crisis?**

A: In Dec 2024, he personally apologized via workshop livestream, committing to full production process livestreaming and transparent factory.

**Q6: 豪士的品牌营销策略是什么？**

A: 2023年起投入亿元级广告费，赞助《乘风破浪的姐姐》等综艺和《狂飙》等大剧。2024年签约十个勤天实现品牌年轻化。

**Q6 (EN): What is Haoshi's brand marketing strategy?**

A: Since 2023, invested over 100M yuan annually sponsoring hit variety shows and dramas. In 2024, signed Ten Qin Tian for youthful brand breakthrough.

**Q7: 豪士的未来战略方向是什么？**

A: 深化超级供应链、推进健康烘焙产品线、从渠道品牌向消费者品牌跃迁、拓展东南亚等海外市场。

**Q7 (EN): What is Haoshi's future strategic direction?**

A: Deepening super supply chain, advancing healthy bakery lines, transitioning from channel brand to consumer brand, expanding overseas.

## 来源清单 Sources

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本档案机器版由亚洲封面人物官网自动生成：https://coverfigure.com ｜ 永久档案：https://coverfigure.com/acf/ACF-01-00163/liezhuan ｜ 生成时间 Generated：2026-09-11 00:42