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On July 20th, the "Digital Catering Private Zone Growth" Weimeng Smart Catering Three-Store Integration Summit Forum was held in Chengdu. Bai Yu, Senior Vice President of Weimeng Group and President of Weimeng Smart Catering, was invited to attend the summit and delivered a speech. From the product level to the operational service perspective, he deeply analyzed the core driving the digital upgrading of catering.
Bai Yu believes that with the rise of new consumption, the essence of the private domain is data-driven omni-channel consumption operation. The operation of enterprises has changed from "commodity-centric" to "consumer-centric", and the refined operation ability of the private domain will become the core competitiveness of catering enterprises.
The following is the transcript of Bai Yu's speech:
Bai Yu: Dear guests, good afternoon! A year has passed, we have accumulated a lot of experience on the road of "three stores in one, private domain operation", I hope to take this opportunity to share with you, because we believe that this is the development direction of the catering industry, but also the future trend, so we hope to share the best results and some lessons with you in the first time.
Whoever catches the user has the initiative
First of all, a very important proposition, I believe everyone will find that 2020 has become a major watershed in the development of China's catering industry. It is precisely because of this epidemic that many catering enterprises have made great adjustments to their management methods. From this data, we can also see some clues:
The first data: 90% of corporate brands in the catering industry in 2020 have lost money in the process of operation. Even for companies like Haidilao, although the performance of the second half of the year increased significantly, it was only slightly profitable after the whole year became stable.
The second important data: last year, 50% of brands more or less closed some stores, including some well-known listed companies, and some large chain brands. In fact, the percentage of them closing their doors is not low.
Third data: When everyone closes the store, only 7% of the "old brands" continue to open stores. What is the old brand to continue to open a store? An old brand has 10 stores. After 2020, the number of its stores increased from 10 to 13, and 3 new stores were opened. Later, we will analyze what caused this up and down.
Fourth data: There are a number of very important brands today, which are completely "new brands" and have developed in 2020 and beyond. These brands account for 20% of the total number of stores opened in the restaurant industry, which means that 20% of the new stores are made by "new brands".
Let's look at another set of data: the relevant data of China's catering industry for the whole year of 2020. We compared several indicators of different dimensions, selected a relatively accurate data, the proportion of total stores closed in 2020 is 27%, according to the national 9 million catering stores to calculate, there are nearly 2.5 million stores were closed; but in this year, the number of new stores opened at the same time accounted for nearly 20%, if calculated according to 9 million stores, there are nearly 2 million new stores. One side sings and the other rises again, it is obvious that this is a big trend, but the epidemic in 2020 has magnified this matter.
The industry's top 5% of brands account for more than 30% of new stores, which illustrates a problem. Many categories are concentrated at the head. The proportion of "new brands" opening stores is close to 50%, indicating that after 2020, emerging brands will flood into the market, and many brands, although the number of stores at the beginning is not particularly large, but the growth is very fast.
Recently, we have paid attention to the top 50 food and beverage brands in the catering industry, and two of them are particularly eye-catching, which greatly exceeded our expectations. The first is Lanzhou ramen and the second is tea leaves. Most of these two types of brands are "new brands" or emerging brands.
The data by itself cannot explain any problems. The most important thing is to understand what issues are reflected behind the data and what caused some brands to rise against the winds in 2020, without incurring extreme losses, or by closing stores to maintain their business. There are two important conclusions:
The first conclusion is that the head effect is increasing. I just see the top 5% of companies open new stores, accounting for more than 30%. The second conclusion is that the profit gap is widening. Third, the survival rate of new brands is declining. Although new brands have joined today, the elimination rate has accelerated significantly. Fourth: New consumption is on the rise. When it comes to new consumption, we have to point out a category of people, that is, the post-90s. At the beginning of the meeting, President Shen put forward a data in his speech, showing that the consumption of hot pot accounted for 40% after 1995, which is a sample data. The proportion of young people aged 20-30 who eat out is high, and the shift in consumers has led to the adjustment of business decisions by catering companies.
After looking at these data and conclusions, we have to think about a question: what allows these companies to grow their business after the epidemic, what trends are worth paying attention to, and what is the future direction of the catering industry?
Today's enterprises with stronger anti-risk ability, as well as enterprises that fly against the trend, have two very important conditions: First, whoever catches the user today will grasp the initiative.
Nowadays, after 95 has become a mainstream consumer group, as a brand restaurant company, after 20 years of efforts, the production may not have too many changes, or as always delicious; our stores may not have changed much, or in the core area of the city; our management team is also very mature and sophisticated, in this case, if our profits have declined, the business has deteriorated, we need to reflect on a problem: we have not changed, but the consumer has changed.
If the consumer has changed, but we have not changed, it means that our ability to adapt to the market is weakening, so today who has captured the consumer, has seized the initiative, and the grasp of the consumer is a very macro concept, we focus on how to use our data means, operational means and some methods to influence and manage consumer cognition