Problems and development approaches of restaurant chain enterprises--taking 85 degrees c as an example.

I'll give you an article for your reference, which should be very helpful:

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 5438 to February 2006, the total retail sales of accommodation and catering industry was1760.2 billion yuan, up 13 1% year-on-year, 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 Special Restaurant 99300

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

23 Malan Lamian Noodles fast food chain limited liability 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, and 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, and Little Sheep has been the "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 has 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 joined 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, USA 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 a growing enterprise 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 140 years since 1864 (three years of Tongzhi in Qing Dynasty) was founded. 1in may, 993, China Beijing quanjude roast duck group co., ltd was established, which is an enterprise group with transnational chain operation of 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 praised 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 165438+ 10, "Malan Lamian Noodles" was rated 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 34 direct stores/KLOC-0, 302 franchised stores and 3 overseas stores.

1.4.4 The withdrawal of the management of Tianjin Goubuli Steamed Bun Restaurant Group has seriously damaged the brand image of "Goubuli". It is an indisputable fact that many franchisees "sell dog meat by hanging sheep's heads", and the steamed stuffed bun is obviously not that steamed stuffed bun. 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, ordered to withdraw 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 founded 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 replaced Little Sheep's original products with cheap meat and materials for greater profits, which has caused many market disputes. At the same time, due to the lack of experience in brand and trademark management, a large number of fake little sheep have appeared 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 leads to the lack of market for Little Sheep 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 focusing on brand reputation and ensuring stable operation. For franchisees whose contracts expire and can't do well, Little Sheep will quit and switch to direct sales; Five major cities, including Shanghai, Beijing, Xi, Shenzhen and Tianjin, have been identified as directly affiliated strategic cities.

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

When Quanjude, a century-old brand, opened a shop in Shenzhen, the number of its carved beams and painted buildings in the central area of Shenzhen really made Shenzhen people shine, and it was once packed. But 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, sent backbone troops to fight the fire in Shenzhen and took some rescue measures, 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 a 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, Hang Cheng is still "less and less cars and horses at home". Hangzhou Goubuli Steamed Bun Shop, a branch of Tianjin Goubuli Group in Hangzhou, is located in a prime commercial area with authentic steamed buns.

Introduction: "Goubuli" is a household name in China with its distinctive features (thin skin, filling water, delicious taste and extra juice), and the frustration of "Goubuli" Hang Cheng 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 is not because dogs ignore themselves, 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 to avoid blind expansion.

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

Location is very important in market positioning. 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 the premise of its success, but also the premise and foundation of 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 the standardization of restaurant environment, urban conditions, the location of the store and the conditions of the store itself. 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 the 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, comprehensively evaluate the store location, and analyze the consumption and competition environment in detail. The consumption factors that should be considered are: population size, number of households, income distribution, education level, age distribution, population mobility, consumption habits and so on.

3.3 network layout considerations

The layout of outlets should go deep into areas where consumption is concentrated, such as scenic spots, commercial areas and residential areas. In addition, we should pay attention to the unity of 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 participate in the competition and set up branches to increase market share.

3.4 Network distribution method

It can develop from outside to inside, from surrounding cities to downtown, and from surrounding cities to central cities. You can also open several stores from the inside out or at the same time to create momentum.

References:

[1] Jutian. Brand chain [M]. China Economic Publishing House, 2004.

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