Internal food, takeaway, takeaway and stew.
Let me ask you a question: How many business lines does your restaurant occupy? Doing one less will probably reduce the income by 20-25%.
Today, my customers and I visited six shopping malls in Beijing. At noon, many restaurants lined up, and customers asked: He Laoshi, these restaurants with good business, good business model and good corporate strategy should be designed by experts, right?
Answer: I don't think I have looked for a professional company ... because the restaurant's performance comes from four ways, and 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 demands of users for dining:
When sitting in the store-delicious;
When sitting at home/office-convenient+delicious
When passing the restaurant-convenient+fast+delicious
When you are lazy-you cook at home, it's delicious.
Four methods to improve the performance of corresponding restaurants;
Dining: users eat directly in the store.
Takeaway: Take it to the designated place and eat it.
Takeaway: the user walks to the door of the store to pick up the meal.
Stewing outside: chef's door-to-door service
How many of the four ways of performance growth do you have?
Most restaurants have internal dishes and take-away, and basically pay no attention to the take-away and stew business. The essence of this phenomenon: kidnapped by the chef's skill.
When building a project, we pay too much attention to the skills and techniques of chefs, and build a business model and management tactics with chefs as the core of the restaurant. When the restaurant business is not good or even very good, trying to adjust the dishes will make the chef jump out of the "comfort zone". If you can't keep up with your communication skills, you will often fall into a situation where chefs leave or business declines. This evil result has happened in almost every restaurant.
If the reason is investigated, it is too extreme to simply think that the chef team should take full responsibility. You know, the chef team is only a link in the operation of the restaurant, which is really important, but it is by no means unique.
After calm and in-depth thinking, the restaurant owner still needs to make a good review: Is it correct to build the lifeblood of the restaurant 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"? Users don't care at all ... Users only care about whether my needs are met, and what they get is more than expected.
Look at a case:
How to build a business line in noodle restaurant;
Traditional restaurant:
Catering food: noodles (70-90% in the menu), Chinese fast food (10-30%).
Takeaway: Chinese fast food
Takeaway: None
External stew: none.
New fashion restaurant:
Catering: Chef's handmade noodles+1 change 1 ready-made (60% in the menu), roasted pig's trotters+roasted sheep scorpion+mutton kebabs (40% in the menu).
Takeaway: rice with trotters and rice with sheep scorpions.
Takeaway: roast pig's trotters, roast lamb scorpions and kebabs.
Stew outside: cut fruit+conference cold dishes (cooperation)
The secret of restaurant business model design is not the chef, but the user!
Regardless of whether the above answers are applicable in this restaurant, understanding the business logic behind it is fundamental.
There are four ways to increase the performance of restaurants, and there are three dimensions of competition (delicious, beautiful and fun). Only by linking the two business models can they play a better role.