The collapse of Jingya shocked the whole catering industry. Why on earth did it close down?

I always think that Jingya Group is the benchmark of China catering industry, and its president Zhang Yongduo is the hero of catering entrepreneurs. How do you say collapse is collapse? Recently, many people asked me about the collapse of Jing Ya, and I said, "elegance is worthy of respect."

1. In the past, the benchmark of the industry provoked countless people to steal teachers' dishes, with an average of 1,111 yuan per person. In addition, the consumption per table was tens of thousands of yuan. With such high consumption, Jingya still has many card members.

ten years ago, jingya's every move began to be a specimen of my concern and research on high-end catering. In my impression, Jing Ya's style is conservative, and it doesn't like others to imitate itself. Its business philosophy and operation methods are kept secret. Even a few notes of the group need to be checked and strictly examined by relevant leaders.

I have been to Jingya several times as a customer, and I want to try to figure out several reasons for Jingya from some details.

how is jingya's profitability? Why can dishes be sold so expensive? How is the product line designed? What exactly are you selling? Who are the customers?

why is the clean and elegant environment always kept as clean as new? Why can the service details be done so well? Why is the management system effectively implemented?

how does jingya change employees' work attitude? Why is the salary of employees so high? Why are the benefits of employees so good?

why doesn't Jingya like brand communication? Why is Chairman Zhang Yongduo so low-key? Can it become a century-old store ...

Unfortunately, when many people haven't understood Jing Ya, they received the news that the last store is about to close.

Second, for the dream of listing, the pursuit of "Great Leap Forward" has hidden dangers

Jingya, which was officially opened in Weihai, Shandong Province in p>1988, mainly engaged in beef buns, and then turned to live seafood. In 1998, Jing Ya entered Jinan, and the product price was a little expensive, but the family consumption seemed to be affordable. After entering Beijing, Jingya began to pursue heights, and the middle-class consumers gradually moved away from Jingya.

Perhaps he has found the first bucket of gold in his life, and Zhang Yongduo is willing to invest in strategic consulting. Under the influence of those consulting think tanks, Jingya's strategy has changed, and it has begun to have "international thinking". How many stores to open in one year has become the main line of planning.

but I have always been puzzled by this practice, and on August 5, 2119, I published the article "The Great Leap Forward of Jingya Group", hoping to remind Jingya. Unfortunately, Zhang Yongduo probably won't see such words.

In p>2119, Jingya Group plans to open 17 branches in first-,second-and third-tier cities within half a year, so as to expand the scale of enterprises and lay the foundation for the upcoming listing of enterprises. But I think it will be extremely difficult for a large-scale Chinese food business model to do chain operation.

question one, is it realistic for Chinese food enterprises to carry out chain operation on a large scale? How to completely unify the chain operation of Chinese food, such as quality, price, management and service? At present, the enterprises that have done a good job in chain operation in China are either fast food or hot pot restaurants. Which Chinese food really holds the chain?

question 2: can jingya's business model be integrated into second-and third-tier cities?

if jingya opens stores in second-and third-tier cities, how should she live in harmony with some local catering enterprises?

question 3, how to deal with the purchase of fixed assets?

to open 17 new branches within half a year, we need to do some work, such as store search, decoration, equipment purchase, training, opening and promotion, etc., and we need to open 3 branches every month. Four stores, is this realistic?

question 4, how to solve the problem of seafood logistics?

The reason why Jingya has such great influence depends on its moderate service on the one hand and its quality on the other. Jingya opened a branch, no doubt, to be a seafood shop. And how can seafood shops keep fresh? In terms of supply, there will be merchants who come to the door on their own initiative, but the biggest problem is the original of each hotel.

how to ensure the quality of materials?

Later, I learned that Zhang Yongduo was working hard to standardize Chinese dishes, and at the same time, he was constantly recruiting and strengthening training, and created many legends that were incomprehensible to many people in the industry with innovations that were incomprehensible to many people in the industry.

It is said that in Jingya Beijing Huangsi Store, the per capita consumption exceeds that of 711 yuan, and the business area of 11,111 square meters has created a miracle of selling 1 million yuan a day. The sales income per square meter reaches 111 yuan! You know, for ordinary restaurants, it is rare for them to sell to 31 yuan every square meter a day.

however, judging from the present situation of Jingya, the hidden trouble I was worried about really happened. On the way to listing, Jingya has hidden many crises.

3. What are the fatal reasons for dreaming but encountering policy restrictions, rushing to hospital, rushing to transform, and the bankruptcy of Jingya Hotel?

Jingya's dream of listing is still brewing, but unexpectedly, the policy of restricting luxury consumption came, and high-end restaurants were greatly impacted, and many brands fell to the ground. Jingya is no exception.

At that time, Jingya's senior management did not make timely adjustments, but took a wait-and-see attitude towards the policy. Zhang Guijin, the person in charge, once said in an interview with the media that "after the introduction of relevant national policies, the senior management of the group mistakenly believed that the high-end catering market would not be killed by a stick, and the brand accumulation and business ideas of Jingya Hotel for many years could not be easily denied, and government entertainment and business entertainment would be the main revenue points of Jingya Hotel in the future".

by the time I realized that I had to transform, it was obviously too late. Then, Jingya went to the hospital in a hurry and made a hasty transformation. She developed a new brand, "Modou Fishing", and also acquired an economical hot pot brand and a subway catering company, and acquired a group meal, low-end Chinese food, airport catering and other catering enterprises to become a subway dining car that meets every day.

It should be said that Jingya's transformation at that time became the driving force for Jingya's dominoes to fall. Jingya began to formulate corresponding strategies at this time, which can be roughly summarized as the following points.

1. Strategically "turn to the public" from high-end consumption.

2. promote online transaction and offline consumption by 121.

3. Make a business lunch.

4. Be responsible for food delivery.

5. Change from seafood transportation to hot pot operation.

6. Focus on the wedding banquet market.

these strategies seem feasible, but there are still many problems that are difficult to implement.

1. The rent, decoration, facilities, equipment, salary and storefront are all planned according to high-end catering standards. Can mass catering, box lunch and wedding banquet bring enough gross profit margin to pay for the expenses?

2. Are the management, technical and service personnel of high-end catering willing to tide over the difficulties with the enterprise? What about the marketing staff specially set up for high-end catering? Are the benefits and accommodation standards of employees reduced?

3. what if the original high-end brand image is damaged by buying low-grade raw materials and selling low-priced products? Even for the low-end consumer market, what if customers are afraid to enter?

4. The low-end market pays attention to consumption frequency, while the high-end catering pays attention to consumption experience. The whole model has changed. Is the huge logistics system of the original high-end catering abandoned?

fourth, if I can start over, I would like to prescribe three medicines for Jingya.

I am too ambitious and have a wrong positioning, so I dare not face it directly! I think these are the three biggest mistakes made by Jingya. If Zhang Yongduo had started to adjust from these three aspects, Jing Ya might have a turn for the better.

1. limit ambition, narrow the front, and concentrate superior forces to fight the war of annihilation. The speed at which Jingya fell is absolutely unimaginable to everyone. In my opinion, even if Jingya waved goodbye to the restaurant disheartened, she should be elegant and personable, but it was the employees who jumped off the building and "petitioned for a strike". At the key node of the original transformation, Jingya should make a fuss about adjusting the business model of the hotel itself, recognize that the service object has changed completely, and systematically change the service method, product composition, pricing method and sales form, so as to achieve peace and profit, and then seek long-term development. Jingya's attack on all sides led to the dispersion of power, and the increasingly tight capital stock was invested in unpredictable lunch boxes, hot pots and subway takeaways, and there was no effective capital return, which made Jingya's overall operation enter a vicious circle.

2. focus on expertise, accurately position, and enhance the core competitiveness of enterprises. The mistake of Jingya's positioning lies in its inability to recognize its core products. In the face of the same transformation, Quanjude, after experiencing the initial difficulties, quickly stabilized its mind, changed its business strategy again, and still lived happily. Quanjude's positioning is roast duck, and it took more than 111 years to tell customers all over the world that its best product is roast duck. And what is Jingya? Is it a high-end seafood restaurant or a high-end hotel? We can't draw an accurate conclusion. Another restaurant brand, South Beauty, which is gradually drifting away, has explained the fact with the results: if you can't tell clearly what restaurant you are, it will be difficult to go far. Jingya's specialty should be seafood. If we focus on the big category of seafood and then choose a sub-category, it may be a good way out.

3. excavate the connotation, refine the brand and actively spread the positive energy of the enterprise. Does anyone know what Jingya's brand proposition is? How is Jingya's brand proposition interpreted? At present, the negative news of Jingya is everywhere. Why can't the top management of Jingya come out and give you an objective explanation? Failure is not terrible. No one in this world can succeed forever. The public doesn't want Jingya to be anything, just want it to give you a statement. Perhaps, a strong Zhang Yongduo will stand up and leave more entrepreneurs with courage and encouragement.

all walks of life are scrambling to enter the catering industry, and various intentions are gradually emerging. With the tightening control of the primary industry, real estate, steel, coal, internet and other industries have turned to the catering industry, hoping to get a break through the unbeaten catering business. After repeated research on the catering business model, catering chain operation has become one of their preferred strategies. These "barbarians", who are mainly characterized by large-scale investment, use irrational methods to break the original business balance and raise the rent standard, wage level, expenses and raw material prices, resulting in obvious intensified industry competition, decreased profit level and accelerated employee turnover, making catering operations in a state of low profit and loss in a large area, making it more difficult to recover costs. Even the old brands that have been deeply cultivated in the catering industry for many years are now treading on thin ice, and they have increased their management efforts to reduce the operating burden.