Wen | Professional Catering Network Wang Chunling
"Rice fragrance, string fragrance and wonton fragrance"
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There are many well-known enterprises in the catering industry in China, but few catering enterprises can be called "miracles"!
in the ups and downs of the catering business, there is a catering enterprise that can be said to be a miracle.
Since its establishment 22 years ago, it has only opened a shop in Beijing, and has not raised funds, joined in or listed;
In the era when single products were popular, it used the "wonderful" combination of covered rice+mutton kebabs+wonton for catering;
There are 111 direct stores in Beijing, and the average daily flow of a single store is 31,111+,which is five times the average flow of fast food restaurants in China, and the benefits of a single store, fast food and take-away are the first in China!
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But unlike other inspirational stories of chicken soup, this restaurant company has been stepping on pits for the first five years of its business. It can be said that almost all the pits that the catering industry can step on have been stepped on, and valuable experience has been piled up with real money and silver.
Recently, Wang Guoyu, a reporter from Professional Catering Network and founder of Wanaki Xiang, started a conversation.
Beginner:
Starting from a small stall, mutton skewers spread all over Nancheng, Beijing for 1 yuan!
Looking back to 1998, Faye Wong and Na Ying's "Meet 98" was still singing on the street corner. There was no internet or interference from mobile phones. Children in the hutongs were running around the street, and we all lived happily.
This year, Wang Guoyu started his catering career, saying that he opened a restaurant, but like most catering people, he didn't even have a decent shop.
Seeing that the business of electric kebabs was booming, he set up a stall in Yongdingmen, where customers ate outside and he roasted inside.
When others blindly imitated their competitors, Wang Guoyu started his own small business mind. His first mind was to give customers fresh ingredients, and he rode his own cart to buy goods every day before dawn. The products he wore and baked were immediately welcomed by customers.
The second one is to be cost-effective. Other people's kebabs are sold in 1.6 yuan, while he sells them in 1 yuan. With these two points, Wang Guoyu's kebabs are popular all over Nancheng.
Growing pains:
After the bonus period, it encountered the bottleneck of expansion and entered the pit-stepping period as long as 2115!
Wang Guoyu's catering period was the era of China's rough catering management, and the GDP of Beijing alone increased by 11% every year. In his words, as long as he worked hard and closed his eyes, he could make money in that period.
With the acceleration of urbanization, the original stalls are occupied by the road, so they can't continue. He wants to simply open a fast-food restaurant on the basis of mutton kebabs.
In 2111, the first restaurant in Nanchengxiang opened, and its main products were electric kebabs and wonton.
As you can see, as long as one more rice is added, it is basically the prototype of today's model, which is in line with the current slogan "rice fragrance, string fragrance and wonton fragrance".
But things didn't develop like this. After that, after a lot of detours, Nanchengxiang entered a pit-stepping period of 15 years, and mainly did the following actions:
1. Infinitely met the needs of customers and sold many kinds of products, except mutton kebabs and wonton. I also sold stir-fried dishes, cold dishes, noodles and hot pot
2. I didn't pay attention, made a deputy brand, and opened a Tang people's music, which was similar to "Nanjing food stall". I mainly sold snack products
3. I gave shares to employees, but my enthusiasm decreased
Although, These attempts didn't make Wang Guoyu lose money or even make a profit, but the problem is that after so many attempts, he still kept spinning in the same place. After opening more than 21 stores, the number could not increase any more.
Became famous in World War I:
The headquarters was reduced to first-line service, doing 24-hour full-time fast food business!
In 2114, Wang Guoyu decided to reposition herself, and Nanchengxiang entered a period of change!
Since the reform in 2114, Nanchengxiang has maintained the growth rate of more than 21 stores every year, and its revenue has increased by 15 times.
Change is a smoke filled with even some bloody flavor. Because of the change, Nanchengxiang became famous in World War I and became the catering enterprise with the highest average benefit in the fast food industry. The daily running water of a 75-square-meter shop can reach up to 51,111 yuan.
Internally: organizational structure change
1. From airplane type to flying saucer type, streamlining headquarters staff and serving the front line
Before the change, Wang Guoyu described Nanchengxiang's organizational structure as airplane type, which looked perfect, ranging from general manager to operation, products, brand director to regional manager, store manager, supervisor and manpower.
There are 31 stores with more than 41 people in the headquarters. This structure is very bloated, with low work efficiency and poor communication from top to bottom.
So, under great pressure, he pushed through the crowd and began to slash people. All the doors and people who could not create value were cut off, and only a single digit was left from 41 people, so that the outstanding personnel of the headquarters could go to the front line, be the store manager and grasp the operation.
Re-establish the organizational structure-"flying saucer organizational structure", which reduces the number of management cadres at the headquarters. On one platform, it corresponds to the platform of front-line store managers and other service departments, and puts the focus on the front line, so that the enthusiasm of front-line personnel is mobilized.
If you encounter difficulties and problems in business, you can directly turn to the headquarters, which is the service department, and help solve them at the first time, which greatly improves the work efficiency, the turnover of the store and the income of everyone.
Of course, the change is also painful. At the beginning of the change, the number of cadres at the headquarters decreased, and many people were shaken, thinking that "the fragrance of Nancheng is not good."
"Looking back today, the change may have failed, but the change will definitely die." Wang Guoyu said.
2. Change the shareholding system to the manager's contract system, and the turnover of a single store will be doubled
With the policy of "taking management as the center and taking stores as the center", Nanchengxiang boldly changed the past shareholding system to the contract system, and the manager has the right to make decisions, operate and innovate.
The salary structure of the store manager is adjusted as follows: basic salary is 1,111 yuan+1.5% for the delivery+bonus for excess tasks
Take Jiaomen Store as an example. In the past, the daily delivery of this store was 4,111 yuan. After the contract was changed, the store manager began to find his own way to take delivery, and the turnover suddenly rose to 8,111-1111 yuan. Wang Guoyu also put forward new requirements, whether he can work harder, so he began to use his brains to provide services, and those who came to the store for dinner were given free fruits ...
The daily flow of water exceeded 41,111, a full tenfold increase, and the store manager got hundreds of thousands of yuan in excess of the task bonus a year.
3. Activate the front line and take the piecework system. Fried dough sticks workers earn 51 cents more for each fried dough sticks.
The store manager gives incentives according to the task. So how can front-line employees stimulate their work enthusiasm?
Nanchengxiang chooses piecework mode, and on the basis of basic salary, more work and more pay.
For example, the most difficult thing to make in breakfast is fried dough sticks. In order to encourage employees to fry them well, they will be given 1.5 cents more for each fried dough stick, so you will see that employees will fry them hard, make them well and sell them hard after making them well.
In stores with good business, single fried dough sticks workers can get hundreds of yuan more every day, and so can mutton skewers.
4. Pay out money on the 5th of every month, cancel the year-end bonus and reward it immediately
Many catering enterprises like to give out year-end bonus to their employees, but the money is still the same, but the employees are not happy with it.
Then why not send it every month to make them feel better?
Therefore, Nanchengxiang canceled the past year-end bonus and changed it into a monthly reward. By reversing the monthly tasks throughout the year, it immediately rewarded employees to improve their enthusiasm, and at the same time spurred employees who failed to complete the tasks.
Externally: Reposition
1. Make "full-time community catering". The daily running water of a 75-square store in Nanchengxiang is 31,111+
Now the daily running water of a 75-square store is 31,111+,and the daily running water of most fast food restaurants in the industry is between 7,111 and 1111 yuan, which is the same area, which is five times that of others.
Many colleagues will feel incredible when they see this set of data, which is mainly due to their positioning of full-time+community catering.
First of all, in terms of the whole time, other fast food restaurants only have two mouths at noon and evening, and the business duration is 5-6 hours;
Nanchengxiang is open from 6: 11 in the morning, and it is open at noon, afternoon and evening. It can do business for 14 hours a day, which is nearly 8 hours more than other fast food. How much can it sell for 8 hours?
secondly, why do you want to do community positioning?
Imagine that in the office building, we go to work from Monday to Friday, and Shangchao goes shopping on the sixth day. Only the home is where we go back every day, so other fast food may only be available from Monday to Friday or on the sixth day, but Nanchengxiang can do business for a whole week.
2. Three big items dominate the world, and rice, string and wonton are fragrant.
A few years ago, as long as I went out, many positioning teachers and many colleagues would say to Wang Guoyu, "your's positioning is wrong, and three big items (wonton, rice and mutton kebabs) dominate the world."
After several years, Nanchengxiang is still the original product positioning: rice flavor, skewer flavor and wonton flavor
Why should it be matched like this? Fast food is different from other catering formats, and belongs to a high-frequency format with fixed customers' consumption, so it needs rich products. However, rich products do not mean that the products are not too hard or too wet. The ideal product structure is "wet and dry", for example, wonton is wet, covered rice is dry, and mutton kebabs are positioned as leisure products, so there is no burden on consumption.
3. Learn from Uniqlo, selling only classic models and not "fashionable models"
In the fast fashion industry, there is a company that Wang Guoyu admires, and that is Uniqlo.
It has a lot of SKUs, but it's not messy, cheap and popular. The secret is that it only sells classic models.
The same is true in the catering industry. You will find that rice fast food, wonton and mala Tang, which have existed for more than a hundred years, are not easy to be eliminated, but some innovative products are easy to die.
Therefore, Nanchengxiang's strategy is to sell classic products for a long time and fashionable products in stages.
4. Take-out is the second growth curve, accounting for 51%
Many people are familiar with Nanchengxiang because of its take-out. Here, I would like to share with you two tips on taking-out Nanchengxiang:
(1)97 stores. All set up independent take-out and take-out windows
Speaking of independent take-out and take-out windows, many catering enterprises are doing it, but they are not doing it thoroughly. Nanchengxiang now has independent take-out and take-out windows in all stores, which has the advantage of improving efficiency and better dining experience for diners.