This seems to be a more serious topic, especially for industries such as catering companies with serious product homogeneity.

First, let us analyze the products of catering companies (taking high-end catering as an example):

1: Dishes, since it is a restaurant, the dishes are still very important;

2: Environmental decoration, this factor determines the grade of the restaurant, and is also the most important factor in attracting high-end customers;

3: Service quality, the services of many high-end catering companies are very different from the level of their hardware. If there are no matching products, it is difficult to improve this aspect;

1. Good corporate reputation; just like everyone knows to go to Paris Spring to buy high-end products, and to buy low-end products, go to Beijing Dashilar.

2. Reflect the high-end hardware environment;

3. Reflect the high-end raw materials of the dishes, and the taste is secondary (there are indeed some food lovers in economically developed areas who focus on the taste) . But in economically underdeveloped areas, it mainly depends on raw materials);

4. Reflect high-end service quality;

Second, understand the composition of your customer base;

Third, look at your most competitive factors and see if they are irreplaceable. For example, if your customers are most satisfied with your service,

then you should look at whether your service is the leader in your area and whether it cannot be caught up in a short time. If guests are satisfied with your dishes, then your dishes are very unique in the region and difficult to copy.

Fourth, after understanding the above two factors, you should consider how to maintain your competitiveness; to maintain eternal competitiveness in hardware, you must make improvements from time to time; competitiveness in dishes , divided into the following categories: 1. With the same raw materials, what you make is more delicious than other hotels. 2. You always develop some new dishes so that guests can eat them often. 3. You always maintain the quality of raw materials. It has great features and became an instant success, becoming a leader; service competitiveness is difficult to improve in a short period of time. Employees on the front line of service are the benchmark for reflecting service level. The level of the supervisor and foreman only represents your potential. On the above three points, if you have been leading the way, you can gain a good corporate reputation, and because of the reputation, the company will continue to work hard on the above three points to maintain and improve its level. This is a virtuous circle.

As I wrote in my previous article, "

The competition among hotels will definitely be the competition of human resources." Establishing an organizational structure suitable for operation, setting job responsibilities suitable for operation, formulating a perfect work process according to the work content, and formulating a perfect human resources system and management system according to the needs of the enterprise, although this cannot quickly bring benefits to the enterprise. Competitiveness, but its foundation, is a complete cycle of talent recruitment-onboarding-performance appraisal-promotion or demotion-on-the-job work-training or improving employee capabilities-to meet the human resource functions required by the enterprise. And the combination of recruitment-onboarding-making them understand the company's corporate vision and serving it-the company's and employees' simultaneous development of the company's strategic cycle.