Doing catering, is it all about focusing on one dish?
This question is very meaningful.
Because, at present, the entire catering industry, a variety of explosive strategy, category strategy, cold strategy, large single product strategy, sharp knife strategy, menu strategy, and so on a variety of theoretical concepts flying all over the place, the actual final presentation to everyone seems to focus on a dish.
For example,
It seems that as long as the resources are focused on a dish, performance can be increased. The brand's potential can be improved, causing many entrepreneurs are in the wait-and-see confidence in self-doubt. Their own home brand in the end should not also go to focus on a dish?
Epistemology determines methodology, first of all, to know the pros and cons of this methodology. Only then know how to use this methodology. Under what conditions is suitable for the use of this method, you have the decision-making criteria. Otherwise it is easy to be cannon fodder.
To know their own business should go to focus a dish?
First of all, what's the point of focusing on a dish?
From the perspective of consumer perception,
In a sloppy market, product focus allows consumers to recognize the value behind your brand more clearly, and when it comes to your brand, you can immediately and clearly say what your signature dish is, and what your unique value is. This reduces the cost of decision-making for consumers.
From the point of view of the mind analysis,
In an era of information explosion, product focus, can let your brand in the minds of consumers to form a clearer memory point, compared to other homogenization of the competitors, when the consumer produces a relevant demand, the brain first thought of your brand. That is, in the level of customer acquisition compared to competitors to occupy priority. The first thing you need to do is to get the best out of your brand and get the best out of your competitors.
From the point of view of internal operation and external communication, the limited resources of the enterprise can be more focused, so as to form a synergy.
Summarized in a sentence, the essence of product focus is that the brand in the minds of consumers under a hook. This hook is finally presented in the form of a slogan, or a set of cognitive approach, that is, an unfamiliar consumer to see this slogan, willing to give you a chance to try. Or will think of you first when a relevant need arises.
Its underlying logic is that the brand's external expression of the value of cognition, from crude to fine a process, the method is to cut from the cognitive end of the consumer, the first to find this hook, and then forced the enterprise to take this hook as the origin, value reconstruction.
So what are the risks and drawbacks of focusing on one dish?
First, the focus of this product to have enough public awareness base, to have roots, mother, to naturally have a sense of value. It has to be a good seed in itself.
So you put in the back of all the packaging, promotion, marketing and a series of resources to support twice the effort. In order to support the single store profit model.
We can understand the product focus as a trademark, but the trademark is to go to the Trademark Office to seize, grab a less one, the product focus is to go to the consumer's mind to grab, grab a less one. The essence is a game theory, in a rough market industry, who first focus on who has the advantage, because the mind is the first to dominate.
But the premise must be a good trademark. Trademarks like tadpoles gnawing on wax are not worth grabbing, and by the same token, hooks like stir-frying bitter linseed are not worth grabbing.
Second, will do but also will sell. Need to rely on a large number of ads to rape the minds of consumers. If the resource investment does not reach a critical mass, the pot of water will not boil.
Third, focusing on a dish is just one of the branding methodologies. It's not a cure-all.
Some categories are still in the primary stage of the rough market, there are many better market opportunities, sometimes overly segmented to focus on a dish, it is likely to do their own market to narrow.
Because after the focus. When consumers think of this dish will think of you, at the same time do not want to eat this dish when you will not choose you, and your brand focus on a dish after the impression in the minds of consumers has been solidified.
So, we all see a lot of focus on a dish of the enterprise, when the consumer demand for this dish dwindled, then the performance of the enterprise will fall off a cliff, so I can also cite a lot of cases.
Fourth, if the street has a large area divided into a variety of single product stores, you are still in this single product excessive segmentation. It is to drill into the alley, the avenue in order to run a big truck.
For example, pickled fish ---- gold soup pickled fish ---- gold soup pickled sea bass ---- small pot gold soup pickled sea bass ----- and so on.
You sharpen this hook so small that you can hook a few customers.
This phenomenon I often laugh that, tossing and turning for several years, finally stuffed themselves into a dead end, because dining is a three-kilometer law. The surrounding three kilometers of the demand base and purchasing power, determines the profitability model of your single store.
Simple summary, methodology is dead, people are alive. Only if you really know the shortcomings of a set of methods, you are considered to have mastered this set of methods. The key to the strategy, who will seek, the key is to break. If you make a mistake in judging the market opportunity and the market competition pattern, then the good method is useless.
So is it true that as long as the product focuses on the performance can grow?
The answer is definitely not.
The proposed program, not because the program has a "reason", because of the future, projected it after the implementation of how it will be. What happens at step one, what happens at step two, and a full analysis of the pros and cons.
All the programs that have not been implemented and verified, are based on the implementation of the future scenarios and projections. The key to the game of shopping malls is that some people can look back one step, some can look five steps, and some people do not look back, but only to look before. Before only "reason", no judgment. It is the easiest mistake to use the past "reason" to meet the future.
Product focus is a hook for customer acquisition. The role of the hook is only to increase the rate of customer acquisition. The solution to the consumer's perception of your value is clear.
Secondly, dining is driven by experience and supported by repurchase. If the value you provide does not support this perception and raises consumer expectations, consumers will spurn you.
Simple explanation, that is, whether you focus on fish head or chili pepper fried meat, you make a product, compared to other competitors, can let consumers get better value perception. If you focus after the product made out is not as good as the next door. That is the air attic.
So the product focus is behind the overwhelming investment of resources. It's better to break a finger than to hurt it. From tableware, copywriting, posters, menus, advertising, stories, ingredients, cooking styles, etc., all the resources have to be added on.
Because this product takes on a strategic mission that requires faith.
Again, all the competition in the business is not the competition of a single value point. It is not that rely on this dish, the fight is still the whole value chain. Whether you can retain customers, or rely on your products, environment, service, operation, marketing, etc., behind the scenes involves the weight of your resource allocation.
How to focus on a dish?
As an example, we have a customer who does Quzhou dishes in Ningbo. Called thirty-nine ways,
The whole Ningbo has more than three hundred Quzhou dishes, almost all of them are called Quzhou local dishes restaurant, everyone is imitating the category boss, and business is not bad.
And through our research, Quzhou cuisine has a huge mental resource called three heads and one claw, which means that basically people who eat Quzhou cuisine, talking about what is special about Quzhou cuisine, everyone is saying three heads and one claw, (fish head, rabbit head, duck head, duck claw.)
And the best seed in the three heads and one claw is the fish head.
And the perception of this big single product, not completely occupied by competitors,
At the same time, it is still a dish with the best sales data in the brand stores,
So, next, change the category product to Quzhou big fish head, the advertisement changed to, eat Quzhou big fish head, go to thirty-nine ways, open file to take the point of sale, the small pot is now burned, all the copywriters, the pile head, the ingredients, the menu, the tableware, the presentation, the whole store. Tableware, presentation, store set of pop, all hit on the fish head. After a line through, focus, performance nearly doubled. Gross profit also increased by five points.
Is not all restaurant brands, to focus on a dish?
The first thing you need to do is to focus on one dish at a time.
The answer is definitely not.
The value of a brand is divided into functional value, emotional value, and social value.
The product focus is to cut the cake in a stock market from the functional value level. It is only suitable for large categories with long product lines. And it's a relatively sloppy competition pattern. And they do not have the competitive advantage of small brands.
If your brand has reached a stage.
For example, Haidilao, what he needs to do is to pull away from the competitors gaping, highlighting the social attributes, providing social value.
Instead of going for differentiation to product focus. So his advertising slogan is called, together high, seabed fishing, rather than appealing to the product level, good hot pot will speak for itself.
Secondly, if you are in a niche single product category with waning demand. You also go to segmentation, focus, cut the cake in a niche market, is to bring themselves to a dead end.
The right thing to do in this situation is to reactivate the category through innovation, and make the demand base of the category bigger.
The first cause of economic development is innovation, because you can't get a railroad by adding up how many carriages. For example, five years ago, Walnut, through the integration of innovation, provides a new experience value. It redefined an industry on its own, and the whole country is a blue ocean.
To summarize, product focus is a hook for customer acquisition at the consumer perception level.
From the perspective of business operation, it is the focus of resources.
From the perspective of the market economy and competitive landscape, it's all about cutting the cake in the stock market.
In addition to focusing on a single dish, what other methodologies can improve performance growth?
We summarized a cross-strategy model table based on years of practice. It is also known as the four hammers, and exactly how to use them should be tailored to the situation. Tailor-made.
But this set of models can explain all the cases in the restaurant industry.
First, the cognitive end,
For example, now the catering industry category strategy, positioning theory, cold strategy, product focus, are cut cognitive end, a simple explanation is to scan the cognition around the mind first, around the cognition to the value of reconstruction. The origin of resource allocation is cognition. Cut from the cognitive end, the method is not only focus on a dish, there are many, such as leaders, pioneers, more, better, more high-end, the first, the largest, etc., the use of consumers on the value of the cognitive differentiation. And the blind thinking of the audience following the crowd. There are many such cases, Barnes & Noble, Le Caesar, A five, nine pots and so on.
Second, the demand side,
Simple explanation, that is, the first to identify and judge the consumer's unsatisfied needs, and then through the value of the restructuring or value innovation to provide a more extreme solution, and then finally the value of the distillation of the conversion of the cognitive advantage of consumers. But the origin of resource allocation is demand. The methodology is innovation. Such cases are Walnut, Neshe, a tear, as well as a variety of Internet enterprises. All are centered on demand, the old resources for a new combination. It is the success of innovation.
Third, the price end,
Value is masculine, price is feminine, pricing is to set the strategy, pricing is the class cut, high price corresponds to experience-driven, value reorganization, low price corresponds to efficiency-driven, process reorganization. The origin is pricing first. Similar to Yunnan Baiyao toothpaste, Wanglaoji, Abin, Xiaoyu tripe and so on. All are pricing success.
Fourth, the cost side,
From the cost side of the cut, that is, by the total cost of business model after the reconstruction of the leading, cutting edge of the customer base to fight. Similar to millet, Pinduoduo, mixing powder Jun, pickled fish fast food and so on. All are the success of cost reconstruction.
All roads lead to Rome, but there is no cure-all methodology, only according to the competitive environment and the company's own genes, according to local conditions, tailored,
No matter from which port cut to break the game.
Behind all need to consider, cognition, demand, cost, price. Four ports,
single only consider a port to value reconstruction,
even if a short period of time to have the effect, either good luck, dark fit this model only. Either that, or you end up having to come back and make up for that tuition or push back and start over.
Finally, methods serve a purpose. No matter what the method, the purpose behind it is how can we provide better value to consumers. Because consumers pay a price and ask for value.