In the north of the so-called "milk tea desert", I found another distinctive brand:
It is called "Tea Tai Liang Pin" and has opened more than 130 stores, including 86 in Beijing, covering almost all of Beijing's mainstream business districts.
A signature milk tea that sold 2 million cups a year, accounting for 20% of sales.
Under the pressure of high rent and high manpower, how to sell good milk tea? In this issue of "Coffee Gate Drinking Power Dark Horse 101" column, I chatted with Xiao Rong, the founder of Tea Tai Liang Pin.
The item sells 2 million cups a year
Selling milk tea, what are the new postures today?
In today's tea market, what are the new postures for selling milk tea?
In Beijing, there is a tea brand called Tea Tailiangpin, a "Big Devil Black Diamond Roasted Milk" sells 2 million cups a year, and the praise on public reviews is focused on "sufficient material, delicate entrance, and silky".
What's so special about it?
I went through the ingredient list first:
This piece is mainly a combination of black diamond crystal balls, roasted milk jelly, oolong tea and gold syrup, of which the syrup has been upgraded to 0 caratol syrup -
The concept of low card and low sugar is in line with the trend of the public's pursuit of health.
In addition, I found that another reason for the popularity of this explosive product is that it is "in line with regional tastes".
Northerners like to have a fragrant taste, this milk tea has a caramel roasted flavor plus oolong tea aroma, and has a memory point in terms of "fragrant".
The pricing of about 15 yuan is also obvious in the cost-effective advantage in the Beijing market.
In addition, the menu of tea Tai Liang products is also relatively rich, as well as fruit tea, coconut, grains, milk and other series, popular in the market such as poplar manna, raw coconut coconut, strawberry jasmine tea jelly and so on.
In order to play the emotional card, they have also joined hands with the Arctic Ocean, and then plan to do product innovation around Beijing's hawthorn, Changping's strawberries, tea soup, cheese, jasmine tea and so on.
Tea Tai Liang Pin and Arctic Ocean joint model
The main products are in line with local preferences, and the hot-selling products are in line with popular demand - the product logic is correct, but based on the beijing market with dense brands, high rents and high labor, it is obvious that more "long boards" are needed.
After interviewing Xiao Rong, the founder of Cha Tai Liang Pin, I found that they also had some of their own experience in expanding the store.
Regional expansion stores, they groped out the "145" model
Breaking through an area, direct stores and franchise stores "playing cooperation" is a common practice in the industry.
In the Beijing market, where it is difficult to open a store, Tea Tai Liang Pin has explored a "145 store expansion model":
"1" refers to a directly operated flagship store of more than 60 square meters;
"4" refers to the matrix of 4 directly operated small shops of about 20 square meters that are quickly opened around it;
"5" refers to franchisees, as close as possible to this proportion.
Xiao Rong believes that within a regional scope, every 10 stores must have 1 flagship store, just like a big ship taking the lead, surrounding 4 small direct stores, the rest left to franchise stores, and finally the number of direct sales and franchise stores is roughly maintained at 1:1.
The driving role of the flagship store is obvious, Xiao Rong told me that the Hopson Hui store of Tea Tai Liang Pin has become a direct flagship store:
Tea Tara-ryo-ryo-shui-shuten
Located on the corner, 3 facing customers, 2 cash registers, in the middle is the brand image, surrounding display, every weekend, the daily turnover of this store is more than 30,000 yuan.
"For flagship stores, we will also do more traffic support on platforms such as Xiaohongshu and Dianping, and for surrounding communities and commercial street stores, the traffic of large stores will 'overflow', and customers will choose the nearest store to order." Xiao Rong said.
Directly operated stores and franchise stores "five or five points", the driving effect on franchise stores is also obvious. For example, pushing an activity, the early franchise store may be hesitant, generally by the direct store to try first, so that consumers can establish awareness of the activity.
When there are constant inquiries from customers in an area, franchisees are more willing to take the initiative to join in. To a certain extent, this avoids the problem that the franchise store's execution cannot keep up, or the communication cost is too high.
Under the pressure of high costs, people maximize efficiency
Opening stores in first-tier cities, there is also a competitive pressure: the operation level of surrounding rivals is generally higher, whether it is service details, or internal management, personnel training, a more competitive set of methods is needed.
Tea Tai Liang pin does this:
1. Transfer in hours, using "productivity"
Most of the stores of Chatai Liangpin are in Beijing, and most of them are located in shopping malls or commercial streets, and the rent of some stores even reaches 30,000 yuan per month.
Most of the Cha Tai Liang Pin stores are located in shopping malls or commercial streets
Moreover, in many beverage shops in Beijing, the average salary of employees can reach 7,000 yuan. Rent + labor costs are at a high level, how to solve the cost problem of tea taihao?
Their approach is to maximize efficiency and implement a flexible transfer system.
The tea tai liang pin scheduling system is measured in hours, if the weather is bad that day, the store does not need so many employees, employees can go home to make up the next day.
In addition, some stores are short of manpower every weekend, and they can mobilize personnel support from the surrounding areas to maximize the effectiveness of people.
Maximize human effectiveness
How to rationally plan the allocation of personnel?
The practice of tea tailiang is to plan the distribution of personnel according to "productivity", that is, to divide the total number of cups by the total working hours to obtain productivity.
Stores with low productivity can deploy personnel to high-productivity stores on demand, so that people can be reasonably effective.
2. Establish an internal platform for young employees to "express themselves"
At the beginning, they created a "Tea Tai Academy" in the enterprise WeChat, which mainly recorded courses, including live broadcasts, cloud classes, tests, etc., so that partners can learn new product operations and business methods.
Later, they found that whether it is a direct store or a franchise store, this generation of post-95 and post-00 employees have the need to "express themselves", so this platform has become a place for employees to record growth, express their feelings, and experiences.
"Build the self-confidence of employees and give everyone a voice." In addition, through the summary, you can also cultivate the internal driving force of employees and urge yourself to make progress. Xiao Rong said.
3. The store received 5-star praise, and the headquarters rewarded it with materials
For takeaway, tea Tai Liangpin has a practice: if the store gets a certain number of praise, the headquarters will reward the store with materials, which may be two boxes of cups, straws, or peripheral materials.
Xiao Rong believes that for franchisees or store partners, the reward is to urge everyone to improve their service awareness, let the store think for itself, and in what ways to get 5-star praise.
"Sometimes we supervise franchisees ourselves, we use internal thinking to do management, but from an external perspective, the information obtained by using the praise of third-party platforms is more real, encouraging franchisees to do things that are meaningful to the store, and forcing the improvement of service quality from external thinking." Xiao Rong said.
For regional brands, the "portrait" of regional flavor is the foundation, and the operational strength is a necessary condition for further development.
To some extent, the fierce competition and high cost pressure in first-tier cities may be a good thing:
From the beginning, "force" brands to polish products, improve efficiency, and find ways to do a good job in the basic skills of operation.
This year, Curry gate will continue to launch the "Drinking Dark Horse 101" column, discover a number of brands scattered across the country, and discover new developments in the regional market.
If you have such a brand around you, welcome to recommend (or self-recommend), please contact the reporter/comment area to leave a message.