The ultimate guide to catering investment

She analyzed: "I was really short of money at that time, and I really wanted to have a factory to expand production. Because it is not easy for big bosses to give small traders opportunities. However, I think I am just a peddler without registered brand and patented technology. Once I become a joint venture and hand over the formula and sales channels to others, wouldn't it be difficult to protect my rights and interests? Of course, whenever I encounter resistance in my later venture, I will think how much less I will suffer if I leave my business to the Japanese! However, when I finally made a small success in my career, I realized that this was one of the most correct choices I made. More importantly, I found confidence in it and understood that I could do a big business as a hawker independently. "

Keywords: traditional commerce; filling

A friend, who has never been in the food business, sent 10 tons of famous brand beef to a provincial capital city in northwest China on a whim. The population of this provincial capital city is 6,543.8+00000, so this friend thinks that there should be no problem in selling 654.38+000 tons of beef with a population of 6,543.8+0000. As a result, one year later, less than 654.38+0 tons were sold, and finally the remaining beef had to be shipped back to Xi 'an.

A business friend opened a restaurant on the third floor of a famous brand's home plaza. When designing private rooms, he calculated that there are more than 1 000 merchants in the square, even if only 1/20 merchants entertain guests in 30 private rooms every day, they still have to queue up. After the grand opening, less than 1/3 people can sit in the private room every day.

In the process of catering business decision-making, we should first lock in the target customers, that is, make clear that the market positioning is correct. The problem lies in the authenticity of the target market cognition. In the catering industry, the process of setting goals has been regarded as inevitable by many operators. But how to determine the goal is more guided by feeling. Once the target group misjudges, the subsequent business links can't lead to the ultimate interest goal at all. It can be said that the skin does not exist, and the hair will be attached. The above case takes the imaginary customer group as the starting point of decision-making, and our restaurant is the only choice for customers to carry out business activities. Obviously, there is a lack of deep understanding and rational grasp of the market and customers. In today's increasingly prosperous catering industry, the segmentation of the catering market provides diners with colorful choices, and the unique old shop is just a beautiful vision in the hearts of operators. In addition, the entry threshold of catering is low and reproducible, and the amount of similar catering is increasing. Therefore, the prosperity of quantity and the embarrassment of quality have made it today. Therefore, passively insisting that customers must come obviously ignores the present situation of the catering market.

In addition, from the customer's point of view, factors such as taste fatigue and feeling fatigue make people unable to maintain absolute loyalty to a restaurant, but "seeing a strange smell" has become the pursuit of many diners. The so-called good wine is not afraid of the deep alley, that is, after years of cultivation and brand communication, it has satisfied the customer's dining goals. Instead of quantifying customer expectations from the beginning, as in the above example.

Based on this, the choice of target customers should be a grasp of relative goals, not a vague and conceptual drawing. Of course, determining the target customers is only the first step in catering management. How to retain customers and encourage their loyalty is a subject that needs to be deepened.

For small and medium-sized investors, I am afraid there is no more attractive industry than the catering industry. An investment can be large or small, can be operated independently, can also be jointly operated or joined; Second, the investment cycle is short, and the effect is quick. The whole development process from single store to chain store can be completed in just a few years, realizing rapid capital appreciation; The three thresholds are not high, and you can advance and retreat freely. Therefore, catering has become the best choice for many entrepreneurs to start their first business.

However, any business is a science, as the saying goes, "Interlacing is like a mountain", and the catering industry is not as simple as expected. After many "amateurs" flock to the catering industry, they may soon be able to seize consumers through unique dishes and ideas, but it is difficult to continue to expand their influence and follow the principle of large-scale development. Not only sigh, the water in the catering industry is too deep.

First, the status quo of the catering industry

It is difficult to start a business, it is even harder to stay in business, and it is even harder to make the business bigger and stronger. Entrepreneurs can fight their way through the cracks in the market by virtue of their unique product advantages, but they often fall into the mire of imitation, competition and counterfeiting after a few years of gaining a firm foothold, or they can't get out again because they have stepped into the mire of wrong investment and blind expansion.

Traditional business: making big money as usual

People are used to steamed bread, noodles, steamed buns and jiaozi, which are often considered as low-profit projects with little profit space. Few people are willing to set foot in them and do big business. Through investigation, it is found that some people have identified this field and used modern means to make traditional commerce develop rapidly.

Liu Huiping: Steamed steamed bread earns 1 yuan per minute.

From 65438 to 0998, Liu Huiping, an Anhui rural youth, heard from her sister who was doing business in Shanghai that business in Shanghai was easy, so she opened a steamed bread shop in Shanghai with a loan of 4,000 yuan. Prior to this, Liu Huiping had used the skills he had learned in his hometown to make steamed stuffed buns, and had opened steamed stuffed bun shops in Guiyang, Nanning and other cities, and also gained some experience. He rented a small facade of 10 square meter in Zunyi Road, Changning District, and opened a steamed stuffed bun shop. However, the store was forced to close after only half a month of operation because the products did not meet local tastes. With the help of her sister, Liu Huiping reopened a shop on Fujian North Road. This time, he learned the last lesson and asked his good friend to hire a Yangzhou master in a famous fried chicken shop. He has worked in Shanghai for many years and his craft is very good. The master is very familiar with the tastes of Shanghainese and has done a lot of design. Soon, the small shop business in Liu Huiping began to flourish.

By 2000, there were more and more such fried buns shops. For health reasons, fewer and fewer Shanghainese eat fried food. Liu Huiping, who is already familiar with Shanghainese's eating habits and has accumulated more than RMB 10 million, has a new plan.

In order to find a new taste, Liu Huiping tried all kinds of Shanghai dishes in the Chenghuang Temple. Although there is a steamed stuffed bun shop within three or five steps near hankou road, Liu Huiping reveals their shortcomings in operation and production. Although the stall shop is cheap, the hygiene is poor; For the sake of efficiency, big companies all use machine stirring to make stuffing, which is not crisp enough to eat.

Taking advantage of the shortcomings of big companies and small stalls, Liu Huiping opened two steamed bun shops in the bustling area of Huangpu District, named Master Liu Dabao. Because of its excellent taste, his shop has been recognized by Shanghainese who pay attention to taste. At that time, business was unexpectedly hot, and picky and pretentious Shanghainese lined up to buy steamed buns and steamed buns made in Liu Huiping.

The secret of Liu Huiping's making steamed stuffed buns lies in stuffing. He found that pigs in rural areas eat natural feed, and pork tastes particularly pure. Therefore, the pork he used for stuffing was specially purchased from his hometown in Anhui and shipped to Shanghai. What's more, when cooking stuffing, he also chopped it all by hand, which greatly increased the cost, but this is his uniqueness. Hand-cut vegetables taste very good and crisp, while machine-cut vegetables taste "mushy" and not refreshing.

Liu Huiping only sells such high-cost steamed buns, but even so, Liu Huiping/KLOC-0 earned 600,000 yuan a year. Although the profit of a single product is very low, the net profit of a steamed bread is only 10 cent, but there are 25 steamed buns in one cage, and two cages can be made in five minutes, that is, 50. The net profit is 5 yuan's money, in other words, his net profit at 1 minute is 1 yuan. Based on this calculation, who can say that traditional food is unprofitable?

Chen Shirong: Selling soup dumplings for 7 days, running water is 500,000 yuan.

Like Liu Huiping, Chen Shirong, who specializes in crab-yellow soup dumplings, likes traditional business. Crab-yellow glutinous rice balls have a history of more than 200 years in Jingjiang, Jiangsu, while Chen Shirong has been making glutinous rice balls for only 6 years, but he has become one of the leading figures in Jingjiang glutinous rice balls industry. Mr. Chen has six steamed buns in a cage, each with the highest 50 yuan, and people come to eat them from morning till night.

Eight or nine yuan for a steamed stuffed bun is a bit too expensive in our opinion, but in the local area, people don't think it is expensive at all. The reason is that this is not an ordinary steamed stuffed bun. Tangyuan with crab roe is one of the six famous steamed stuffed buns in China. Different from other steamed buns, it has a thin skin and rich soup stuffing. Other steamed stuffed buns are solid, and you can eat them when you get them. This kind of steamed bread should be skinned after drinking soup.

Chen Shirong's steamed bread sells better than Liu Huiping's. In his place, five or six hundred cages a day are definitely not enough to sell. One year, the National Day was seven days, and I bought more than 1000 cages every day. Each cage in 50 yuan spent seven days running more than 500,000 yuan. A little steamed stuffed bun, why can he sell it so well?

Before 1998, the crab yellow glutinous rice balls were sold in Jingjiang for 80-1a cage in 50 yuan, which most people simply could not afford. Chen Shirong became a monk halfway. He found that the cost of a cage of crab roe soup packets is 25-30 yuan at most, while the general market price is above 100 yuan, so the profit is too great. So after his first steamed stuffed bun came out, he put up a sign to mark the price of a cage in 50 yuan. The crab soup bag was so much cheaper that it immediately caught the attention of the local people. As soon as the restaurant opened, it made a good start.

But then, many colleagues crowded him out in various ways, some said that his raw materials were not good, some directly threatened him, and some maliciously framed him. After a commotion, there were fewer and fewer customers. So Chen Shirong took the initiative to find the Price Bureau and asked the government to lower the price. He showed his cost information to the price department, which proved that there was indeed a large profit margin. Under the intervention of the price bureau, colleagues have nothing to say, and the price of soup packets in the city has also dropped accordingly. This storm was heated in the local area, which happened to be a living advertisement in Chen Shirong. Since then, his crab-yellow soup dumplings have sold better.

Modern consumption promotes traditional commerce.

For traditional catering products, taste maintenance and innovation are equally important. Many people say that steamed buns are not as delicious as before, largely because pork is not fresh enough. Modern urbanites pursue healthy consumption standards, so Liu Huiping caters to people's demands, and does not hesitate to raise costs, using fresh "local pig" meat as stuffing and artificially processed vegetables. Is hand-cut food better than machine-cut food? It doesn't matter how many people can taste the difference. The key is that people who are tired of mechanized assembly line products are eager to get the feeling of following the tradition and pursuing the original fresh taste. With or without gimmicks, Liu Huiping succeeded. People get the message that this product is of high quality and "good quality", which is especially important for the catering industry that deals in "imported" products.

Another key factor of Liu Huiping's success is that his business, especially "import" business, should be localized, and it must conform to local tastes, improve on the basis of "original taste" and find products that conform to local tastes before opening up the market. Here is a negative example. A year ago, Mr. Wang rented a storefront with an area of about 300 square meters in Nanjing with an annual rent of 65,438+10,000 yuan and opened a special restaurant. The business of the hotel was really good at first, but it soon became cold. With the opening of several restaurants in this area, Mr. Wang's business came to an end.

Second, targeted adaptive exploration.

According to the analysis of Science Investment magazine, Nanjing people love face more. If it is social or business, I will definitely go to the hotel to set off my identity. But in normal times, these people usually go to the food stalls in the alley to eat, because they want to save a little and save the last extravagance as much as possible. The positioning of Mr. Wang's restaurant, high or low, naturally lost its popularity.

Taste is very important in traditional food business, but it is not enough to rely solely on taste. It is also necessary to break the traditional thinking and pursue advanced management concepts. For example, the influence of the price in Chen Shirong on the crab soup package industry. It is said that Chen Shirong is a layman, and investing in this industry is likely to fail, but he seized the opportunity to cut in. It's hard to be famous for its price advantage, but it's worth investors' serious consideration to grasp the opportunity to cut into a certain product.

Mode of operation: Choice is a difficult problem.

Once catering is famous, its money-making effect is amazing. But what should we do next, namely, to maintain the benign operation and prudent development of the enterprise, or to open branches and take the road of scale, or to invest and build factories and enter the field of product production, or to attract investment and implement the franchise chain system? Where to go, this is a problem that puzzles many investors.

However, Science Investment magazine believes that people should get some useful enlightenment from the development of enterprises in Zhu Tiancai and Yan Qi.

Failure and conservatism are the main culprits.

From 1989- 1993, the spicy chicken business in Zhu Tiancai experienced explosive growth. Zhu Tiancai has built a three-story restaurant with a total area of more than 1000 square meters-"Lin Zhongle", as opposed to the original small shop with only 1000 square meters. At the same time, he called his third son, Zhu Junfeng, who was doing business planning in an advertising company, back to the store to help.

Zhu Tiancai's spicy chicken is very famous, attracting many restaurants to imitate it. Many restaurants with Chongqing spicy chicken as their signature dish appear around forest music, forming a famous "spicy chicken street". The rise of this new dish has even led to an overall increase in the price of local chickens in Chongqing. Originally, a kilo of live chickens in 6 yuan suddenly rose to 1 1 yuan. The weight of native chicken has also increased from about 0/kg per chicken to 4-5 kg, and the cost price has risen to more than the price of finished spicy chicken dishes.

How can we ensure profits without scaring away consumers? On the one hand, Zhu Junfeng began to establish long-term distributors, on the other hand, it changed the original price from 18 yuan/kg to 18 yuan/kg, and the problem was solved.

In order to cope with the growing business, Zhu Tiancai brought more relatives and friends to do it together. But his son Zhu Junfeng soon discovered this hidden danger. When business is booming, there are at least one or two tables of customers who run orders every day. It's not that people don't want to check out, but when the waiter checks out, he can't find anyone at all and leaves in a fit of pique.

Family workshop management is full of loopholes, which makes Zhu Junfeng, who has many years of experience in enterprise work, decide to transform Lin Zhongle into a standardized company from the inside out. At this time, more and more contradictions between father and son. The difference between the two is mainly reflected in economic expenditure. Zhu Tiancai, an old man, is relatively conservative. He thinks it will cost a lot of money for his son to do your design, and it is also a waste of money to do business so well. Zhu Tiancai suggested living in a big restaurant, but his son thought the surrounding environment was too bad. It's just that the decoration structure of the restaurant is not suitable for accommodation and ventilation, and it is impossible to modify the room type.

Father and son hold their own words. In desperation, Zhu Junfeng chose to leave the restaurant. Subsequently, the fierce competition in the catering industry taught conservative Zhu Tiancai a lesson. He found that no matter how good the restaurant is, it is impossible to stand on its own feet for a long time. From 65438 to 0997, Chongqing established various characteristic food streets. With the overall street environment, lighting facilities, publicity and dishes updated, spicy chicken street, including Lin Zhongle, is in trouble.

Zhu Tiancai thought and thought, and finally blamed the poor restaurant business on its remote location. After three years of hard work, he opened a branch in Wuhan without consulting anyone in his family. However, the catering industry in Wuhan has moved towards a large-scale road. The single store area is 3000 square meters and 5000 square meters. A few hundred square meters store in Zhu Tiancai is too small. He didn't even do the signboard of the store, and he couldn't tolerate small group consumption, which made him look high or low.

In just five months, the Wuhan branch lost more than 200,000 yuan. Looking at the colorless business, Zhu Tiancai got into trouble. Removing the branch means that more than 500,000 funds invested in the early stage are wasted; If we don't withdraw our capital, the restaurant will be unsustainable. A series of blows made the old man who was nearly seventy years old feel unprecedented fatigue.

Finally, Zhu Tiancai decided to give the hotel to his son. The first thing Zhu Junfeng did after he came back was to move his branch in Wuhan. Go back to the forest to practice hard and hire professional managers with high salaries to make suggestions.

Learning from lessons contributes to success.

Of course, Zhu Tiancai is not the only one who is depressed about opening a branch. Yan Qi, who sells snails, also suffered losses on it. From 65438 to 0997, Yan Qi's spicy snails were almost household names in Chongqing. She began to be no longer satisfied with the operation of a small shop, hoping for greater development. So, she opened a franchise store around Chongqing. However, after several franchisees became popular for a while, they closed down one after another. When Yan Qi analyzed the reasons, she found that the key point was that she didn't have a complete franchise management system at that time. She just sent her chef to the franchisee, but the chef didn't know how to manage it, and the franchisee didn't even know. And there is a difference between franchisees and Yan Qi who want to make the enterprise bigger. They only consider making money, and only want to use this brand to create the biggest profit in the shortest time. The existence of these differences leads to the inevitable failure of joining.

The failure of franchise stores prompted Yan Qi to adjust its thinking of expansion and development: less franchise and more joint venture and direct operation. In 2000, she opened a direct store in the center of Chongqing. Because of its reputation as an old shop, many people lined up for dinner as soon as it opened the door.

In order to solve the problem of personnel needed for large-scale development, Yan Qi opened a catering training school near the old store. Provide professional training, rules and regulations and enterprise history education to chefs, waiters and management talents, and improve the discipline of employees through hard military training.

There are too many direct sales stores, will the taste of Chili snails not be authentic? Composition has become another obstacle to Yan Qi's expansion. In 2000, Yan Qi established a batching base in Chongqing. At this time, the snails cultivated by farmers in Chongqing are far from meeting the needs of restaurants. She has established snail breeding bases in Hongfeng Lake and Beihai, Guizhou, which are more suitable for the growth of snails.

200 1 By 2002, Yan Qi had opened four more boutiques in Chongqing. At this time, in addition to spicy snails as the main dish, special dishes such as taro chicken and string rabbits were also introduced. In 2002, Yanqi took Chongqing as the base point and Chongqing's fine products as the model, and quickly expanded to various provinces and cities across the country and achieved success.

Blind expansion is inevitable.

Find the fist products in the store and create a good reason for customers. That's true. But the catering industry is facing a group of consumers who like the new and hate the old. In order to cater to consumers' pursuit of new tastes, many catering enterprises have risen and declined rapidly, some of which stem from complacency, but a large part of them have been defeated because of blind expansion.

In 2004, one of the most famous catering enterprises in Wuhan, Hubei Province settled in Zhongguancun, Beijing, with large-scale decoration and high grade, but the business has been very depressed. Many people who do catering don't understand why. Because no one in Wuhan doesn't know Prince Kang Long, why doesn't Beijing know? Another well-known enterprise, Jin Hu, immediately withdrew its capital and returned to Han. Similarly, in 2003, Sunny Day, another well-known catering enterprise in Hubei, packed up and left in Beijing within three months. It seems very dangerous to rely too much on the blind expansion of regional advantages without in-depth investigation of the market.

"Science Investment" magazine believes that if the expansion of catering enterprises is to be carried out smoothly, it is necessary to plan properly and think thoroughly, how to choose the location, how to station troops and how to command, and "plan before moving" to achieve a reasonable layout, balanced development and successful expansion, just like marching for war. Pay attention to the following points:

1. Carefully lay out and select the target market. For catering enterprises, the study of "local flavor", that is, the investigation of local eating habits and tastes, is the most important. How to adapt to local tastes and introduce improved dishes is of great significance to retain target customers. Yanqi established its own food base and snail breeding base, which first prevented the possible "off-flavor" of dishes and also showed respect for customers in the target market. Zhu Tiancai's blind entry into Wuhan market is a disproof.

There are many examples of chain enterprises' mistakes in choosing the target market. For example, Quanjude Roast Duck, the first brand in China's catering industry, has been going south for several times, but it has always been "struggling", and Shenzhen, Shantou, Chengdu, Hangzhou and Nanjing have suffered a "five-game losing streak". Although there are many reasons, it is not unrelated to its blind development strategic planning. The failure is reasonable because there is no good market research on the target market and the local consumer groups and habits are ignored.

2, people-oriented, cultivate talents. Assign talents according to market characteristics and post characteristics. Only people who are suitable for their personality characteristics can be accepted by them, and the symptoms of "acclimatization" in the restaurant chain can be avoided.

3, according to local conditions, rather than abuse. When catering chain enterprises expand, they can neither blindly develop places that do not meet the requirements of brand positioning, target market positioning and site selection, nor "be hungry for food" in pursuit of "scale effect". The huge scale of McDonald's 30,000 chain stores does not guarantee that it will be "invincible", and general catering enterprises should be more cautious.

Marketing: a profound knowledge

As the saying goes, "If you don't advance, you will retreat." When catering enterprises have completed rapid growth and established their own "Jiangshan", they will enter a "strategic expansion period" to further expand their influence, improve their visibility and promote their brands. At this time, what kind of marketing means can be chosen to maximize the expansion of enterprises, which depends on the marketing ability of operators. The truth of "success or failure" is also applicable when evaluating the marketing means of the catering industry. In other words, as long as the method that can achieve the best effect is a good method.

Zhang Huhai: Borrow Dongfeng.

1from the end of 999 to the beginning of 2000, Zhang Huhai, a vegetarian, felt that it was time for him to become bigger and stronger. After completing the primitive accumulation by running the vegetarian restaurant "Miaoxiangzhai", he found that Chongqing Sichuan cuisine was in an extremely weak stage at that time, and hot pot occupied more than half of Chongqing's catering, while Cantonese cuisine and Hunan cuisine had not yet become a climate. At this time, the competition of Sichuan cuisine in Chengdu has reached a white-hot level, and it is far from Chongqing in terms of scale, taste and cultural gold content. Therefore, Zhang Huhai's first store was chosen in Keyuan Third Street, Nanyuan, Chongqing High-tech Zone. Who knows that the developer he chose is very bullish, only selling and not renting. By this time, Zhang Huhai had no strength to buy the whole floor. He had a brainwave and persuaded a powerful friend to buy one of the floors. In the hesitation of friends, Zhang Huhai promised to rent for at least 5 years, and the venue problem was solved. Zhang Huhai tasted the sweetness of borrowing for the first time.

In the name of the restaurant, Zhang Huhai's approach seems to be not very authentic, because the name "Caigenxiang" was also borrowed by him. Zhang Huhai knows that there is a "Caigenxiang Kimchi Restaurant" in Chengdu, which has a good business and a good reputation, but it has no registered trademark. Zhang Hu Hai boldly named its restaurant "Caigenxiang Folk Restaurant", and its good decoration style and grand opening scene made Chongqing citizens think that Chengdu "Caigenxiang" had "killed" Chongqing and went to eat. However, the subsequent commercial war of "Chengdu-Chongqing vegetable root vying for fragrance" made Zhang Huhai's "vegetable root fragrance" crowded in this "authentic" and "non-authentic" dispute, and the average daily sales of 43 tables was nearly 60,000 yuan.

Full customers must be diverted, so Zhang Huhai opened three branches in less than half a year and opened fire, occupying the most favorable terrain in Chongqing; In the first half of 200 1, "caigenxiang" returned to Chengdu, and the layout was completed in the south, west and east of Chengdu.

With such a fast account opening speed, how can the funds be guaranteed? Zhang Huhai is still a "borrowing" word, this time borrowing money from suppliers. Terms such as "entrance fee" and "monthly knot" are not strange to us today, but in Chongqing at that time, it was invented by Zhang Huhai. When he opened the second branch, he didn't spend a penny: the decoration of 600 thousand yuan was the supplier's entrance fee, the rent was paid monthly, and the payment was paid monthly. But Zhang Huhai's doing this does not mean exploiting suppliers. Because he treats the supplier as a guest, he never defaults on the payment, and the supplier never worries that he will not receive the money when the monthly settlement date comes; Suppliers often receive banquets from "Caigenxiang" to exchange feelings together. As a result of regarding suppliers as gods, their prices are lower, the goods they provide are of better quality, the services are more in place, and they support "entrance fee" and "monthly settlement" more.

Every time a new store opens, Zhang Huhai always has some strange tricks, clever tricks and strange tricks in marketing. When the second branch was still under renovation, Zhang Huhai printed a lot of publicity materials, and everyone who passed by would be invited. As long as they come to join us on the opening day, they can enjoy a very low discount. Three days after the opening, Zhang Huhai advertised in the news media, "I ate it for free: all guests three days before the consumption of vegetable root incense will be fully refunded with the checkout receipt. If there is no ticket, they can also get a full refund as long as they can report the number of units and the amount of consumption. "

Two days after the advertisement went out, there was a long queue of customers who came to refund, and Zhang Hu Hai refunded RMB 6,543,800+0.8 million. After media hype, "Vegetable Root Fragrance" became even more popular, with an average daily turnover of 80,000 yuan, reaching a maximum of 1.2 million yuan, creating a miracle in Chongqing's catering industry.

Redo the First Banquet of the People's Republic of China is a classic of Zhang Huhai. On the National Day of 200 1 949, Zhang Huhai found a recipe to celebrate the founding of People's Republic of China (PRC), followed it and made it the "First Banquet of the Founding of the People's Republic of China", which was sold at a price of 588 yuan per table, attracting countless subscribers and diners.

"Vegetable root fragrance" has set off a wave of "discount" from a minimum of 50% to a minimum of 3.5%. When other restaurants and restaurants lose money again and again, Zhang Huhai always sticks to the bottom line of price; When other catering enterprises closed down because of the price war, Zhang Huhai had the last laugh.

Zheng He: You can see all kinds of dishes.

"This is stewed crab powder lion's head. It used to be the main course of the first banquet after the founding of New China, and it was also the favorite dish of Premier Zhou before his death. "

"This dish is one of the famous three-headed banquets in Yangzhou, which is the head of silver carp."

"What are three heads?"

"The three-head banquet has the stewed crab powder lion head, the first of Yangzhou's famous three-head banquet, which has been served on your table, followed by braised silver carp head and roasted pig head."

"Eat fish head is exquisite. First eat fish lips, fish eye sockets, fish gills, and finally eat fish brains ... "

This is a conversation between several hotel waiters and customers at an ordinary banquet.

Saying dishes is a sales promotion method invented by the boss Zheng He. He asked the waiter to explain very fluently how to cook and eat every dish on the table and the origin of these dishes. .

When it comes to the level of "cooking", the boss Zheng He is second to none. He is not only lively and interesting, but also can tell the allusions and legends related to each dish: "This dish, Jingou Ba Pu cuisine, is one of the four famous dishes in Huai 'an. From Shaohu Lake and Yuehu Lake in Huai 'an, there are general dishes all over the country, but only this kind of general dishes in Huai 'an is the best and looks very expensive. There is a poem that says: Spring vegetables are not as good as our county, regardless of the weight. That is, one by one. According to legend, when Liang Hongyu resisted gold in Song Dynasty, he accidentally pulled out the Pugen of this Pubang and boiled it in water. He thought it was delicious, crisp and white, and then it gradually evolved into chicken soup to steam, becoming one of the four famous dishes in Huaiyang. "

After more than ten years' efforts, Zheng He's hotels have more than 40 million assets. At the beginning of his business, he was engaged in the business of fast food trucks. By 1996, Zhenghe has owned 55 fast food trucks with an annual profit of more than 3 million yuan. However, in 1996, in order to control the urban environment, the state implemented "returning stores" in the open-air business premises of all cities in China. After a storm, Zheng He calculated that his loss was around 4 million, which was a disaster.

Huai 'an, Zheng He's hometown, is a famous cultural ancient city at home and abroad, and the main birthplace of Huaiyang cuisine, the first of the four major cuisines in China. Zheng He believes that Huaiyang cuisine is famous all over the country and has great development prospects in big cities. So he decided to make a comeback. In order to make pure Huaiyang cuisine, Zheng He invited chefs who specialize in Huaiyang cuisine from his hometown of Huai 'an and Yangzhou.

However, after the opening of Beijing Huaiyang Cuisine Hotel, except for some guests who came to congratulate on the opening day, few guests visited the hotel for several days in a row. I used it for three months167,000.

One night, there was only one guest eating in Zheng He's hotel. In the restaurant of 100 square meter, this guest seems a little lonely. Zheng He then took a glass of beer and sat down opposite the guest. Unexpectedly, a chat made a fundamental change in Zheng He's hotel.

Being unfamiliar with the guests, Zheng He found that he didn't know much about Huaiyang cuisine, so he told him about Huaiyang cuisine. Therefore, Zheng He's introduction to Huaiyang cuisine aroused the interest of the guests. A few days later, the guests brought a group of friends to Huaiyang Village for dinner and invited Zheng He to tell you about Huaiyang cuisine.

This incident gave Zheng He a great inspiration. "Saying dishes" has brought unexpected effects to the hotel, and the hotel business has begun to take a turn for the better. In order to make Huaiyang cuisine more authentic, Zheng He made a more detailed study on the historical origins and practices of Huaiyang cuisine.

There were so many guests that Zheng He couldn't say it himself. He taught all the waiters in the hotel to "say dishes" and took "say dishes" as an evaluation index for waiters, which was vigorously promoted.

In the process of "talking about dishes", Zheng He found that some guests were very interested in the origin and allusions of Huaiyang cuisine, and some guests were curious and fresh about the practices and eating methods of Huaiyang cuisine. There are also some guests who come here to talk about business while eating and don't want to be disturbed. In view of these situations, Zheng He further adjusted the way of "saying dishes". He asked the waiter to play it by ear when serving food to the guests, and accept it as soon as possible according to the actual situation of the guests, otherwise it would be meaningless to say the food.

By talking about food, Zheng He's Huaiyang Hotel finally got rid of all the difficulties. Now, he has opened 15 branches in Beijing, Shenyang, Huai 'an and other cities. Business is booming.

Miss Zang: Take a long-term view.

Jiaozi, the "Dumpling Queen" Zang Jianhe's "Wan Chai Wharf", is no longer the product of street vendors. As a big winner of traditional food business, Zang Jianhe deeply felt the cooperation and expansion on the road of enterprise development. After her jiaozi became famous, she knew that fame was not enough, and she had to enter the stage of business development-opening factories and selling them in supermarkets. exist