General manager of Quanjude: Haidilao doesn't charge service fees, and neither should we.

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"Quanjude needs surgery." On the morning of March 17, Zhou Yanlong, Party Secretary and General Manager of China Quanjude Group, said at the 6th China Catering Innovation Conference: "I am the only one running on our track, and I will be exhausted in the end. We must return to the track of other players. "

The theme of Zhou Yanlong's speech is "Activating old brands, while the operating room revolution is going on". He bluntly said that the old brand is not a crime. No matter whether it is a new brand or an old brand, no enterprise does not want its own brand name, that is, its own brand; However, time-honored brands cannot rely on the old to sell the old.

Quanjude has begun to face up to its own problems. Zhou Yanlong described the future direction of Quanjude with the words "live and become better", which actually explained the current grim situation.

Zhou Yanlong (right), general manager of Quanjude, attended the 6th China Catering Innovation Conference. Photography/Yang

In 2020, Quanjude expects to achieve an operating income of 760-800 million yuan, a decrease of nearly half compared with the previous year, and a net profit loss of 240-264 million yuan. Understandably, the epidemic in 2020 made all catering enterprises feel bad, but the performance of Quanjude in 20 19 was not satisfactory: the annual revenue was156.6 billion yuan, down1.87% year-on-year; The net profit of returning to the mother was 44.628 million yuan, a year-on-year decrease of 38.9%. In fact, Quanjude's revenue rushed from 20 1 1 to1800 million yuan. After reaching the historical peak, it fell into the downward channel and became farther and farther away from the dream of "revenue of 2 billion yuan".

Quanjude has undergone some changes after the epidemic. On July 24th, 2020, on the occasion of Quanjude156th birthday, Zhou Yanlong announced three major business adjustment measures, including lowering the price of roast duck, adjusting the Beijing menu and completely canceling the service fee. Previously, Quanjude's private room service charge was 15% of the total consumption, while the lobby charge was 10%, which was criticized by consumers.

Zhou Yanlong said frankly that in the past, during the busiest period of the Golden Week holiday, "we have no service", so we should not charge a service fee. "I have read the book" You can't learn from Haidilao "several times, but I still can't learn. Haidilao's services are implanted into companies and employees like genes, which we can't do. There is no service charge for Haidilao, so we can't charge. "

Regarding the downward adjustment of food prices, Zhou Yanlong said: "From the perspective of Quanjude alone, there is no problem, but compared with our competitors, we find that their cost performance is better than ours. We reduce the price in order to make friends with consumers. This is the measure we took after we found the problem. "

Quanjude realized that her old friend had abandoned it, but at the same time she didn't make new friends. In the past, Quanjude was indeed a roast duck brand representing Beijing and even China. When foreign tourists come to Beijing, eating Quanjude once is almost as important as climbing the Great Wall once. But now, the younger generation of tourists, more and more "will eat", will never be limited to "old brands." Dadong, the happiness of Four Seasons people, Jardine's restaurant and so on are all their choices. The understanding of roast duck restaurant has also developed from interpersonal communication among local friends in Beijing to social media such as public comments and little red books.

"Quanjude has three major stores in Beijing, including Heping Store, with an area of several thousand and tens of thousands of square meters. A considerable customer base is foreign tourists.

We are thinking about whether we can serve people around us well except tourists. "Zhou Yanlong said:" First of all, we should do a good job in catering for Beijingers and take good care of the names of the bosses around us. When we get to their home, we will take them to Quanjude.

Zhou Yanlong also shared two "dangerous data" of Quanjude. "We have two dangerous data. One is that our main consumers are 8- 10 years older than our main competitors; The second is that our operation team is also older than our competitors 10 years old. " Both data show that Quanjude is trapped by an "old" word.

"We are old-school gossip teenagers. When it's really time to take a chance, you have to put down your posture. The rejuvenation of consumers is a trend, and there is only a dead end against the trend. " Zhou Yanlong said that Quanjude needs such channels as public comment and contact with young people.

He believes that catering is similar to retail, and the concept of "people, goods and fields" can also be applied. Quanjude needs to know how the post-90s and even younger groups view "people, goods and fields" and re-understand the expectations of young people for time-honored brands.

Regarding the route that the Forbidden City has been transformed from an "old brand" into a national trend in recent years, Zhou Yanlong said that this is also the road of Quanjude. "This is not a question to study, but a matter of determination." This year, Quanjude will conduct nationwide experiments on the business models of three types of stores, uniformly upgrade the promotion, decoration and dishes, and reposition the brand.

Zhou Yanlong's statement shows Quanjude's profound reflection on his own situation in recent years. Zhou Yanlong belongs to the "critical moment". 20 19 February, Zhang Li, former general manager of Quanjude, resigned and Zhou Yanlong, then general manager of Donglaishun, took over.

Previously, on 20 18, the leading group at that time was Zhang Li as the general manager of Quanjude Group and Ying Xing as the chairman. At that time, Ying Xing admitted in an exclusive interview with Caijing reporter: "2 billion (revenue) is a dream of the board of directors and management in recent years." However, this dream has never come true. "In order to bite for a year and reach the current level, great efforts have been made."

For the termination and failure of several attempts, Ying Xing thinks that the outside world is still a "hero with results", but he thinks that for an old state-owned enterprise like Quanjude, summing up experiences and lessons is far more important than drawing conclusions.

At the same time, he also proposed, "How does a duck 154 adapt to the post-80 s, post-90 s and post-90 s? Is it necessary to keep our 100 old duck unchanged and adapt to new consumers? " It can be seen that Quanjude has been thinking about these issues in recent years, but it seems that it only stays in the thinking stage and there is no obvious progress in action.

Ying Xing insisted at that time that in the fierce and changeable situation of the catering industry, walking slowly could avoid making mistakes. However, fierce and cruel market competition will not give extra care to a century-old brand, and Quanjude has no time to take it slow.