The development of chain restaurants in China and the problems in individual cases.

1. The development of chain restaurants in China

1. 1 The overall development of catering industry in China in recent years.

With the steady and rapid growth of China's national economy, the income level of urban and rural residents has improved significantly, and the catering market has shown a strong development momentum. Catering consumption has become an important force driving the steady growth of consumer demand throughout the year. From June to February, 2006, the retail sales of accommodation and catering industry reached1760.2 billion yuan, a year-on-year increase of 13 1%, which was 0.6 percentage points higher than the total retail sales of social consumer goods, accounting for 13.9% of the total retail sales of social consumer goods. In 2006, the development trend of catering industry in China was good.

1.2 Top 2004 Catering Enterprises in China 100

Ranked Enterprise Name Business Type Turnover (10,000 yuan)

1 Western-style fast food and leisure catering of foreign-funded enterprises of China Bai Sheng Catering Group 1 186879

2 Inner Mongolia Little Sheep Restaurant Chain Co., Ltd. Joint-stock Hotpot 433000

4 Shanghai Jinjiang International Hotel Co., Ltd. Joint-stock comprehensive catering 268256

5 Beijing Small Potato Enterprise (Group) Co., Ltd. Private Chinese Dinner and Fast Food 183600

6 Chongqing Little Swan Investment Holding (Group) Co., Ltd. Hot Pot and Hotel Catering 12653 1

7 Chongqing Dezhuang Industry (Group) Co., Ltd. Hotpot 122760

9. China Quanjude (Group) Co., Ltd. State-owned Restaurant 99300.

10 Zhongshan Harbor Catering and Entertainment Management Co., Ltd. Special Restaurant 95290

23 Malan Lamian Noodles fast food chain limited liability company Chinese fast food 48299

52 Tianjin Goubuli Steamed Bun Diet Group State-owned Restaurant and Chinese Fast Food 2 1000

1.3 overall development of chain restaurants

As can be seen from the above rankings, most of the top catering enterprises are chain operations. China catering enterprises began to pay attention to the shaping of brand advantages, the expansion of enterprise scale, and the expansion through chain operation and franchise. The market demand reflected the fashion of scientific diet.

China's large-scale catering chain operation, especially the direct chain operation, has a strong development momentum. Fast food, food delivery, hot pot chain stores and group catering have developed rapidly, and chain operation has become the leading business model of catering industry in many areas.

For example 1.4

1.4. 1 Inner Mongolia Little Sheep Restaurant Chain Co., Ltd. Because China Yum! Catering Group is a foreign-funded enterprise. Little Sheep has been a well-deserved "China Champion" among the top 100 restaurants in China for three consecutive years (2002-2004). Inner Mongolia Little Sheep Restaurant Chain Co., Ltd. was established in August, 1999. By the end of 2004, it had three wholly-owned subsidiaries, five branches, a logistics distribution center, six provincial general agents (representing eight provinces), six municipal agents and 703 chain stores. The "Little Sheep Hotpot Restaurant" directly operated and franchised by the company has spread all over 32 provinces and cities (including Hong Kong). In 2003, it entered the overseas market and opened six chain stores in China, Hongkong, the United States and Southeast Asia. In recent years, it has won more than 30 honors, such as "the second place among the top 100 catering enterprises in China", "the first place among the top 100 growing enterprises in China", "China Marketing Innovation Award", "Famous Food in Inner Mongolia", "China Famous Hot Pot" and "Top 500 Chinese Enterprises", and was selected as one of the growing enterprises in China 100 in 2005, ranking first among catering enterprises.

1.4.2 China quanjude (group) co., ltd. "quanjude" is known as "the first building in the world". It has been more than 40 years since 1864 (three years of Tongzhi in Qing Dynasty) was founded. 1993 in may, China Beijing quanjude roast duck group co., ltd was established, which is a multinational chain enterprise group engaged in Chinese dinner.

Since the establishment of the group, Quanjude has broken the traditional single-store business model of catering industry and taken the lead in introducing the concept of chain operation in China. Through more than ten years of continuous exploration and practice, it has more than 60 chain enterprises at home and abroad. The development direction of today's enterprises is direct return. In mid-May, 2005, China Quanjude (Group) Co., Ltd. and Beijing Union University Tourism College jointly established Quanjude Restaurant Management College to train talents for the group.

1.4.3 Malan Lamian Noodles fast food chain co., ltd 1995, Malan Lamian Noodles fast food chain co., ltd was established. At the 3rd, 4th, 5th and 6th National Chinese Fast Food Seminar, Malan Lamian Noodles was highly praised by the leaders of the Domestic Trade Bureau and the participants, and was regarded as "the Chinese fast food with the largest number of chain stores in China" and "the Chinese fast food that may come out first". In June 2000, Malan Lamian Noodles was awarded as an excellent franchise brand in China and one of the most successful enterprises in developing Chinese fast food in China. By the end of 2002, there were 436 chain stores in China, including 134 direct stores, 302 franchised stores and 3 overseas stores.

1.4.4 The management of Tianjin Goubuli Xiaolongbao Catering Group's franchise store was evacuated, and the brand image of "Goubuli" was seriously damaged. It is an indisputable fact that many franchisees "sell dog meat by hanging sheep's heads". Steamed bread is obviously not that steamed bread. It is reported that customers are very dissatisfied with the services of several "Goubuli" chain stores in Beijing, Henan and other places. As the original Tianjin Goubuli authorized its franchise chain stores to use the brand and signed a long-term "plaque fee" contract, a large number of intangible assets were lost, which seriously affected Goubuli's brand image. New Tianjin Goubuli has taken an important measure to rebuild its image, ordering to take back the business license rights of more than 70 franchise stores nationwide in advance, and is ready to change the franchise mode to direct operation mode.

2. Negative phenomena in the development of chain restaurants in China.

2. 1 Little Sheep

Although Little Sheep was established late, a series of problems appeared in the process of joining. Since 2003, Little Sheep has obviously felt the pressure of scale control brought by rapid expansion. Many franchisees have turned to cheap meat and materials to replace Little Sheep's original products in order to obtain greater profits, which has led to many market disputes. At the same time, due to the lack of experience in brand and trademark management, fake little sheep have also appeared in large numbers all over the country. Due to the arbitrariness of joining control, Little Sheep has many contradictions, such as inconsistent image, poor financial and budget monitoring, too little communication between headquarters and single stores, and vague responsibilities.

In addition, although Little Sheep Hotpot Restaurant is spread all over 32 provinces in China, the business of some stores is not good. For example, I have been to Little Sheep Hotpot Restaurant in Chengdu. Although the preferential activity of eating 100 and getting 50 free was launched, it did not attract many guests. The author believes that it is the difference in diet that makes Little Sheep have no market in Chengdu, and Little Sheep itself is also responsible for improper site selection and publicity.

Strategy: Since the end of 2003, Little Sheep has resisted applications from all over the world and made a comprehensive strategic adjustment. Adjust the expansion mode of pursuing the number of franchisees in the early stage to the direction of specializing in brand reputation and ensuring stable operation. For franchisees who can't do well at the expiration of the contract, Little Sheep will quit and change to direct sales; Shanghai, Beijing, Xi, Shenzhen and Tianjin are identified as direct strategic cities.

2.2 "Quanjude" defeated Shenzhen, and "Goubuli" Hangcheng fell out of favor.

When Quanjude, a century-old brand, opened a shop in Shenzhen, its carved beams and painted building numbers in the downtown area of Shenzhen really made Shenzhen people shine, and the store was once crowded. However, after half a year, the passenger flow decreased, the business gradually faded, and it almost made ends meet. In order to gather guests, they launched a breakfast buffet in 20 yuan, but it ended in failure. A year later, the door of this branch was closed, and it was sued for defaulting on rent, and the court seal was affixed to the door. Although Quanjude Group attached great importance to it, it sent backbone troops to Shenzhen to put out the fire and took some rescue measures, but the loss situation was hard to return. Hou Yuan Xinghua Village Restaurant sued Shenzhen Quanjude on the grounds of rent arrears, and its raw material supplier in Shenzhen also filed a lawsuit after hearing the news. In this case, Shenzhen Quanjude was forced to file for bankruptcy.

When Hangzhou South Hotel set a new record of selling more than 65,438+/kloc-0,000 buns in a single day, Hang Cheng Goubuli Steamed Bun Shop sold two-thirds of the business area downstairs to clothing enterprises. Although the business area has been greatly reduced, there are still "fewer cars and horses" in Hangcheng. Hangzhou Goubuli Steamed Bun Shop is a branch of Tianjin Goubuli Group in Hangzhou, which is located in a prime commercial area and deals in authentic steamed buns.

Strategy: "Goubuli" is famous for its distinctive features in China (thin skin, filling water, delicious taste and full of juice), and the reason why "Goubuli" Hang Cheng was frustrated is precisely its own distinctive features. First of all, "dogs ignore" is not to the taste of Hangzhou citizens. Secondly, "ignoring dogs" does not conform to the living habits of Hang Cheng people. In fact, "it's not because the puppy ignores himself, but because of the wrong market positioning." Only by making a correct market positioning can products open the market. Enterprises should carefully analyze and select public goals according to the characteristics of their own products, so that the characteristics of products and public goals are unified.

3. Noticeable problems in the development of China restaurant chain-accurate market positioning and avoiding blind expansion.

Whether it is the reputation crisis of Little Sheep, Quanjude's defeat in Shenzhen, or falling out of favor with Hangcheng, we can see the problems of blind expansion and inaccurate market positioning.

In market positioning, location is very important. Statler, the originator of modern hotels, has a wise saying when summing up successful experience-"The first is location, the second is location, and the third is location." The same is true of restaurant chain management. The correct positioning of chain stores is not only a prerequisite for its success, but also a prerequisite and foundation for its standardization, simplification and specialization.

3. 1 store location standard

The location of restaurant chain stores must first define the positioning standards. Positioning criteria include standardization of restaurant environment, urban conditions, location of stores and conditions of stores themselves. In order to realize the standardization of restaurant chain stores, we should pay attention to whether the operating area and structure of the stores are conducive to standardization when selecting the site. Urban commercial conditions affect the development of chain operation, such as per capita income level, traffic conditions, technical facilities and people's consumption habits and concepts.

3.2 Business Circle Survey

The business circle is the area where a store attracts customers, that is, the geographical area where customers come to live in the store. The first is to determine the business circle, and draw the business circle with the location of the store as the axis and the customary distance as the radius. Then analyze the business circle, make a comprehensive evaluation of the store location, and make a detailed analysis of the consumption and competition environment. The consumption factors that should be considered are: population size, number of families, income distribution, education level, age distribution, population mobility, consumption habits, etc.

3.3 network layout considerations

The layout of outlets should go deep into scenic spots, commercial areas, residential areas and other areas where consumption is concentrated. In addition, we should also pay attention to uniform distribution, and the branches of the same chain company should not be set too close in the region to reduce internal competition. For other companies, they can also compete, set up branches and increase market share.

3.4 Network allocation method

It can develop from the outside to the inside, from neighboring cities to urban centers, and from neighboring cities to central cities. You can also create momentum by opening several stores from the inside out or at the same time.

References:

[1] Giant Sky Clock. Brand chain [m]. China Economic Publishing House, 2004.

[2] Wu Kexiang. Catering management [m]. Nankai University Press 2000.