Let's talk about the catering industry today. Let's first look at the business lines of restaurants:

In-house food, take-out, take-out and stew

Let me ask you a question: How many business lines does your restaurant occupy? Doing one less will roughly reduce revenue by 21-25%.

I visited 6 shopping malls in Beijing with my customers today. Many restaurants lined up at noon, and customers asked: Mr. He, these restaurants with good business, business models and corporate strategies should be designed by experts, right?

Answer: I think I haven't looked for a professional company ... Because the restaurant's performance comes from four ways, he only did one of them, wasting the people waiting in line at the door.

It can be seen that there are four kinds of dining needs of users:

when sitting in a shop-delicious;

when sitting at home/in the office-convenient+delicious

when passing by a restaurant-convenient+quick+delicious

when you are lazy-you cook at home and eat delicious

corresponding to the four ways of performance growth of the restaurant:

in-class food: users eat directly in the store

take-out: eat at the designated place

take-out:

most restaurants have in-house food and take-away, and basically pay little attention to take-out and stew. The essence of this phenomenon: kidnapped by chefs' skills.

When creating a project, we pay too much attention to the chef's skills and technology, and take the chef as the core of the restaurant to build a business model and business tactics. When the business of the restaurant is not good or even very good, trying to adjust the dishes will make the chef jump out of the "comfort zone". If you don't keep up with your communication skills, you will often fall into the situation of chef leaving or business declining. This evil result has happened in almost every restaurant.

If we investigate the reasons, it would be too extreme to simply think that the chef team should take full responsibility. You know, the chef team is only a link in the restaurant operation, which is really important, but it is by no means unique.

After deep and calm thinking, it is still necessary for restaurant owners to make a thorough review: Is it correct to build the business model that the lifeblood of the restaurant is based on the chef's skills rather than meeting the needs of users? Is it safe?

how much do traditional restaurants need to lose to understand "your so-called good technology", and users Care completely uncaring ... Users only pay attention to whether my needs are met or not, and they are met beyond expectations.

Look at a case:

How to build a business line for noodle shops:

Traditional restaurants:

In-class food: noodles (71-91% in the menu) and Chinese fast food (11-31%)

Take-out: Chinese fast food

Take-out: No

Take-out: Roasted trotters+roasted sheep scorpions+kebabs (41% in the recipe)

Take-out: rice with trotters, rice with sheep scorpions

Take-out: roasted trotters, roasted sheep scorpions, kebabs

Stewed outside: cut fruit+cold dishes for the meeting (cooperation)

The secret of restaurant business model design lies not in the chef, but in the user!

you don't have to worry about whether the above answers are applicable in this restaurant, but it is fundamental to understand the business logic behind them.

There are four ways of restaurant performance growth and three dimensions of competition (delicious, beautiful and fun). Only when the two business models are linked can they work better.