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Jingya Grand Hotel closed at the end of 2016.
Who "killed" the 28-year-old restaurant giant?
The collapse of Jingya shocked the entire catering industry at that time. Why did it die, and should it die?
I have always believed that Jingya Group is the benchmark of China's catering industry, and President Zhang Yongduo is a hero of catering entrepreneurs. How to say that collapse is collapse? Recently, many people have asked me what I think, and I have said: Jingya is worthy of respect.
<h1 class="article-title" >1. The former industry benchmark has caused countless people to run to steal teachers</h1>
Dishes per capita 1000, plus wine directly doubled, single table consumption often more than 20,000, so high consumption, jingya but still has a large number of card members.
More than a decade ago, Jingya's every move began to become a specimen for me to pay attention to and study high-end catering. In my impression, Jingya's style is conservative and does not like others to observe him. Its business philosophy and operating methods are not secretly passed on. It seems that several sticky notes of the group need to be checked and strictly examined by the relevant leadership levels.
What about the profitability of Jingya? Why can dishes be sold so expensive? How is the product line designed? What exactly is being sold? Who are the customers?
Why is the pure and elegant environment always kept as clean as new? Why can service details be done so well? Why has the management system been effectively implemented?
How does Jingya change the working attitude of employees? Why are employees' salaries so high? Why is the welfare treatment so good?
Why does Jingya not like to do brand communication? Why is Chairman Zhang Yongduo so low-key? Can it become a century-old store? ......
Unfortunately, when many people have not yet understood and understood, they have received the news that the last store is about to close.
<h1 class="article-title" >2. For the listing dream, the pursuit of the "Great Leap Forward" hides harm</h1>
In 1988, Jingya, which was officially opened in Weihai, Shandong Province, mainly engaged in beef buns, and then switched to live seafood. In 1998, into Jinan, the price is somewhat expensive, but the family consumption seems to be bearable, but later into Beijing, Jingya began to pursue tall, mid-range consumers gradually moved away from the jingya table.
Perhaps having tapped the first bucket of gold in his life, Zhang Yongduo is very willing to invest in strategic consulting. Under the influence of those consulting think tanks, Jingya's strategy has changed, and it has begun to have "international thinking", and how many stores to open in a year has become the main line of planning.
But I have always expressed my confusion about this practice, and on August 5, 2009, I published an article entitled "The Hidden Worries of the Great Leap Forward of the Jingya Group", thinking of reminding Jingya. Unfortunately, such a text Zhang Yongruo is not expected to see.
In 2009, Jingya Group plans to open 17 branches in first, second, and third-tier cities within half a year to expand the scale of enterprises and lay the foundation for the upcoming listing of enterprises. But I have always thought in my heart that it is extremely difficult for the large-scale Chinese food business model to do chain operations.
1. Is it realistic for Chinese food to carry out chain operations in a large area?
If it is a bun shop that Zhang Dong originally started, I would approve of doing such a large-scale attack with both hands. How can the chain operation of Chinese food, quality, price, management, service and other elements be completely unified? At present, China's chain operation is relatively smooth enterprises, either fast food, or hot pot, which Chinese food really sits firmly in the chain Jiangshan?
2. Integrate into second- and third-tier cities, can these problems be solved?
If jingya, a giant, opens a store in a second- or third-tier city, how should it live in harmony with some local vested interests? Moreover, the payment of water, electricity and taxes in these places is often gray operation, and if it is strictly handled in accordance with the policy regulations, catering enterprises have almost no living space.
3. How to deal with the acquisition of fixed assets?
Within half a year, 17 new branches are opened, and it is necessary to continuously find stores, decorate, install equipment, train, open, promote and other work, and open three to four stores per month, how is it possible?
4. How to ensure the logistics of seafood?
Jingya became famous, on the one hand, relying on its modest service, on the other hand, relying on its quality. Jingya opened a branch, no doubt, to be a seafood store. And seafood restaurants, how can they be fresh? Even in terms of supply, there will be merchants taking the initiative to come to the door, but the biggest difficulty, how to ensure the quality of raw materials in each hotel?
Later, I knew that Zhang Yongduo was working hard to promote the standardization of Chinese dishes, but also constantly recruiting troops, strengthening training, and using innovations that were difficult for many industry insiders to understand, creating many legends that could not be understood by previous catering operations.
It is said that in the Jingya Beijing Huangsi store, the per capita consumption is more than 700 yuan, and the operating area of 10,000 square meters has created a myth of selling 1 million yuan a day. The sales revenue per square meter reached 100 yuan! You know, for ordinary restaurants, it is rare to be able to sell for 30 yuan per square meter a day.
However, judging from the current situation of Jingya, the hidden worries I had worried about really happened. Jingya is constantly moving closer to the listing, but there are many hidden crises.
<h1 class="article-title" > 3. Dreaming but encountering the "Eight Articles of the Nation", the illness is rushed to the medical rush transformation</h1>
Jingya's listing dream is still continuing to build, but it was not expected that the "National Eight Articles" came, high-end catering was greatly impacted, and many brands fell to the ground in response. Jing Ya was no exception, suddenly changing from the emperor's daughter to a village girl who was worried about marriage, dazed and overwhelmed.
What most troubled Jingya was that at that time, the top level did not make adjustments in time, but instead held a wait-and-see state of policy. Zhang Guijin, the person in charge, said in an interview with the media, "After the introduction of relevant national policies, the group's senior management misjudged that the high-end catering market will not be killed by a stick, the brand accumulation and business ideas of Jingya Hotel for many years cannot be easily denied, and the future of government hospitality and business hospitality is still the main income point of Jingya Hotel."
By the time I realized that I had to turn around, it was obviously too late. Then, Jingya's illness rushed to the doctor, hastily transformed, developed a new brand "Mo Dou Lao", and also acquired an economic hot pot brand and a subway catering company, and acquired 4 catering companies such as tuan catering, low-end Chinese food, and airport catering, and did a "daily meeting" subway dining car.
It should be said that at that time, jingya's transformation became the driving force for the jingya dominoes to begin to fall. That Luo Hege expert panicked to implement the strategy of "encircling Wei and saving Zhao", and the strategy can be roughly summarized as:
1. Strategically shift from high-end to volkswagen
2. Use O2O to form online transactions and offline consumption
3. Make a business box lunch
4. Food delivery
5. Switch from seafood to hot pot
6. Mainly focus on the wedding banquet market
These strategies may seem feasible, but they hide many problems that are difficult to implement.
1. Rent, decoration, facilities, equipment, wages and storefronts are all planned according to high-end catering standards, can mass catering, box lunches, and wedding banquets bring enough gross profit margins to pay for expenses?
2. Are the management, technical and service personnel of high-end catering willing to tide over difficulties with enterprises? What about marketers who specialize in high-end dining? Are employees' welfare benefits and accommodation standards lowered?
3. What should I do if I buy low-grade raw materials and sell reserve-priced products, and the original high-end brand image is damaged? Even if it is aimed at the low-end consumer market, what should I do if customers are afraid to enter?
4. The low-end market pays attention to the frequency of consumption, and high-end catering pays attention to the consumer experience. The whole pattern has changed, what to do? Has the huge logistics system of the original high-end catering been abandoned?
<h1 class= "article-title" >4. If you can do it all over again, you are willing to prescribe three pills for Jingya</h1>
Too ambitious, wrong positioning, dare not face it! I think these are the three biggest mistakes That Jingya has made.
If we come to prescribe medicine for Jingya today, perhaps Zhang Yongruo will start to adjust from these three aspects, and there may be obvious improvement:
1. Limit ambitions, narrow the front, and concentrate superior forces to fight a war of annihilation.
The speed with which Jingya fell was absolutely unimaginable to everyone. I thought that even if Jing ya waved goodbye to the restaurant in frustration, it should be elegant and personable, who knows that it is employees who jump off the building and petition strike.
At the key node of the original transformation, Jingya should be making a fuss about adjusting the business model of the hotel itself, recognizing that the service object has undergone complete changes, and systematically changing the service method, product composition, pricing method and sales form, so as to achieve a flat and profitable, and then seek long-term development.
Jingya's four-sided attack led to the dispersion of power, and the increasingly tight capital stock was invested in box lunches, hot pots and subway takeaways with unpredictable results. The inability to effectively return funds has made the overall operation of Jingya enter a vicious circle.
2. Focus on expertise, accurate positioning, enhance the core competitiveness of enterprises.
The mistake of Jingya's positioning lies in the inability to recognize its core products. Also in the face of transformation, Quanjude after experiencing the initial difficulties, quickly stabilized the mind, re-changed the business strategy, still live a tasteful, Quanjude positioning is roast duck, it spent more than a hundred years to tell customers around the world that their best product is roast duck.
And what is Pure Ya? Is it premium seafood? Or a high-end hotel? We cannot draw accurate conclusions. Another fading restaurant brand, Pretty Jiangnan, has used the results to explain the fact that it is difficult to say what kind of restaurant it is, and it must be difficult to go far.
Jingya's specialty should be seafood, if you focus on the large category of seafood, and then choose a subdivision, it may be a good way out.
3. Excavate the connotation, refine the brand, and actively spread the positive energy of the enterprise.
Does anyone know what the brand proposition of Jingya is? How is the brand proposition of Jingya interpreted? At present, the negative news of Jingya is everywhere, why can't the top level of Jingya come out to give everyone an objective explanation?
Failure is not terrible, and no one in this world can succeed forever. The public doesn't want to make a difference, just to give everyone an explanation. Perhaps, a strong Zhang Yongruo will stand up and give us more entrepreneurs, leaving the faith and encouragement to go forward bravely.
< h1 class="article-title" > epilogue</h1>
It is said that when the transformation encountered many difficulties at that time, Zhang Yongruo was fierce, saying that even if he re-sold buns, he would have to survive this hurdle. Watching the collapse of high-rise buildings, we all hope that Jingya can support thousands of catering entrepreneurs spiritually.
To be a boss, you must dare to divide money, dare to divide power, dare to use people, and the division of money determines to make money, and scientific good money can make the company make a lot of money. Therefore, designing a good company's interest distribution mechanism is to design the future of the company, design an incentive mechanism, and design a good fortune mechanism! Please read this article carefully!
When enterprise leaders complain that enterprises have no talents and cannot recruit talents, they must first understand a problem: what enterprises may lack is not talents, but the mechanism of talent. How to motivate employees to work more actively and creatively has always been a problem that various small and medium-sized enterprises have been tirelessly pursuing. As an incentive and value-oriented mechanism, how should enterprise managers design a reasonable distribution system?
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