Recently, high-quality, high-customer brands such as celebrity hot pot, high-end Japanese food, high-quality dinners, and old-fashioned cities have appeared on the take-out platform. This seems to be a “extremely unfair” dimensionality reduction blow. For some purely takeaway brands, including some “weak” stores that have been in the middle and lower ranks earlier and rely on low prices and subsidies for takeaways, Their lives are getting worse. For these “new” brands that have just entered the take-out battlefield, how to do good take-away? How to more objectively weigh the relationship between takeaway and meals after the epidemic? How to make the two match and complement each other? These issues are worth pondering.
Multiple rounds of elimination in the catering industry kicked off
The so-called crisis refers to the turning point of comprehensive environmental development, with crisis as the first and opportunity as the second. For groups that lack capacity and do not know how to survive, there is basically no danger but no opportunity, and for groups that actively seek change, the crisis is a fortune.
A crisis usually begins with elimination. In December 2019, after taking stock and summarizing, some catering people found that they had made no achievements in the industry and gained nothing in assets and property. These people determined to leave the catering industry after recognizing the facts, which is the normal metabolism of the industry. Even if the timeline coincides with the origin of the epidemic, the two have nothing to do with it. It is not the epidemic that eliminated them, but the boss’s own actions.
Chengdu has a dessert brand called “Rotten Plums”. The owner uses a private WeChat to take orders and personally drives to deliver in Chengdu. Such cases are not uncommon at the moment. From the online perspective, there is also a lot of differentiation in a single product display page. The boss who will come will write a security card, upload a disinfection photo, announce the employee’s health certificate, and even update the disinfection video and start a live broadcast in a circle of friends. .
However, there are also a large number of bosses who are “moving like a mountain”. How to do takeaways before, and still do it now, even if the platform lowers commissions, they have nothing to do. Some even have no takeaway relief card. Once the conventional method causes the take-out to fail to receive the order, or the security measures are not in place, which leads to a security incident, it is impossible to break the situation after personal operation. After being hit by reality, these stores must also withdraw from the industry after the start of construction. Eliminate the tide again.
Following this trend, it will be derived later. As some bosses run out of funds or their business confidence continues to decline, the next wave of elimination will come as scheduled. It is undeniable that after many reshuffles, the overall quality of the catering industry will be pulled to a very high level.
Force catering brands to reconstruct business models and profit methods
From the basic path of multiple rounds of elimination, it can be seen that the most basic welfare of the epidemic is the baptism of the survival of the fittest in the industry. After the epidemic is over, it will take some time to refill the previously eliminated locations. It also requires potential practitioners to have The courage to rebuild, at this time more people will focus on the brand that has survived the epidemic.
For these brands, customers have more trust and the industry is more dependent. In the post-epidemic reconstruction phase, these star brands will enter the peak of passenger flow, peak of word of mouth, peak of brand expansion, and even peak of franchisees. We call this the “bottom dividend”, which is almost the same as the rebound dividend of the catering industry in the later period of SARS.
It can be seen from the moment that the new crown epidemic cut off the catering industry’s business idea of catering first. What’s more serious is that under great competition and weak demand, takeaways have also been blocked. For catering people, the hardest thing is not that there is no cash flow, but that many people do not know how to find new ways to make money out of catering and takeaway platforms. But often, behind problems and crises, there may also be a potential fortune.
Looking back at the moment, branding and chaining are the development bonuses that SARS has left for the catering industry. If we never look back, we will find a new path beyond catering and take-out outside the catering industry to manage catering products. It is the potential dividend left by the new crown epidemic for the catering industry.
In other words, when the new crown epidemic is over, the profit-making mode and business model of the catering industry will usher in a new round of revolutionary changes, and the industry will move from a dual-growth form of canteen and takeaway to a new situation of multi-channel and multi-dimensional growth .
Catering industry will usher in structural upgrades and dividends
Let’s first compare the differences between traditional dining and new dining. Traditional catering is to provide customers with a food scene, and the relationship between the host and the guest ends immediately after the customer has finished the meal. The key word of new catering is IP-based communication. Simply speaking, in the traditional catering era, people are looking for restaurants, and in the early stage of new catering, restaurants are looking for people. To achieve this, restaurants need to have a brand building, form a unique memory IP, and communicate with customers in the form of customer interception. After that, online became a prominent label for new restaurants. The basic reason is that the so-called new restaurants are simply information exchanges, the purpose of which is to achieve customer-to-store consumption through information exchanges, or to actively search for brands when customers order takeaways. square.
At present, the epidemic has almost cut off more than 90% of the dine-in entrances, causing practitioners to concentrate on takeaway platforms. Under fierce competition, it seems that takeaway is not a good way out.
Biology tells us that almost all environmental changes will inevitably force passive changes in the living structure of the organism itself.
1. Three Structural Changes in the Late Stage of New Catering
New catering is a concept of previous years. We divide it into two stages. If it belongs to the early stage of the new catering era, then it belongs to the late stage of the new catering era.
We have observed three structural changes in the restaurant industry under the epidemic.
First, from simple information exchange to the following single product communication.
The so-called information exchange refers to telling customers an information, and then using the information as a guide to divert customers to offline consumption. Take the opening as an example. Generally, restaurants will be promoted in major public accounts before and after opening, and then they will attract consumption by issuing coupons and red envelopes.
However, the epidemic cut off the road to dine, and the entire industry ’s consumption logic has been upgraded from providing information to a new pattern of information and orders. It has also emphasized the possibility of retail products, such as semi-finished products, fresh food, cooking bags, special spices, and derivatives. Goods and so on.
Information that is the order brings two upgrades: one is the industry’s large-scale upgrade from a single meal to the overlay of retail products; the other is that the industry’s customer acquisition path is upgraded from a single takeaway platform to multi-dimensional coexistence. For example, from the public account, Mini-programs, circles of friends and other channels can see the sales entrance of the catering brand. With the supplement of retail products, almost every communication page supports users to place orders instantly.
Second, upgrade from product competition to order competition.
If everyone is pushing products, the industry is bound to enter more fierce competition for product orders. There is an essential difference from product competition to product order competition. Product competition looks at value overflow beyond price, and product order competition, in addition to looking at value overflow, users are more concerned about order trust.
For example, the back kitchen of a restaurant is closed. Although customers think the dishes are good, there may be some simple questions. For closed back kitchens, hygiene questions are one of the two. The products of the two restaurants compete, assuming the prices are different. Few, one would run the business routinely, and the other made a product security card. What would customers choose? The answer is inevitable.
In terms of product trust and order trust, the full Ming file kitchen, live kitchen operation live broadcast, background real-time uploading of clean content records, public announcements, etc. are also strong proofs. These actions have indeed made the brand side harvest a lot in the new crown epidemic (order volume, credibility Wait).
Third, the relationship between the subject and the guest has been upgraded from a single communication to a multi-dimensional communication.
Communication and exchange are progressive scenarios that are conducted through information in the subject-guest relationship.
From the perspective of the restaurant industry, early communication was extremely simple and rude. Also taking the opening as an example, the usual operation is to put a firecracker or some flower baskets to represent the store’s opening declaration. The boss at most sends some coupons online or reviews online.
We call this kind of spreading information as a single or one-way communication, which is just to provide a scene information, or to achieve drainage in the form of coupons.
In the moment affected by the epidemic, we have seen that most restaurant employees have begun to send friends to sell restaurant products, such as group meal orders, retail products, etc., employees are both operators and customer service, but also salespeople . This behavior of returning information between the host and the guest (customer and restaurant, including restaurant and staff, etc.) is called communication.
Let’s look at another change. A few months ago, a customer ordered a shiitake mushroom chicken, and wrote in a note, “I ordered 2 yuan for a braised egg, and gave me 2 yuan of shiitake mushrooms.” Merchants provided customers with marinated eggs and apologized, “Our shiitake chicken is standardized and we cannot add shiitake mushrooms to you.” In the past, money was not added to shiitake mushrooms, but now there are obvious changes. Customers have noted the same Content, the merchant not only delivered the brined eggs, but also added shiitake mushrooms to the customer, replying to the customer: “It’s rare that you really like shiitake mushrooms, as long as you order them, they will be added for free.”
Why is there such an obvious change? One is that the current order is hard to come by, and the other is that the repurchase and relationship progression of old customers are more valuable than using coupons to pull new ones. So it is very clear. The so-called communication is to clear customer opinions and use this as a “weight” to form a certain order increase.
2. Dividends are fleeting, and brands need to take the initiative
The three structural upgrades brought to the restaurant industry by the epidemic crisis mentioned above may be the standard for the operation of the restaurant industry in the future. But the question is: do the brands that still stay in the industry during the epidemic period and use the cost to try out new gameplay methods do not have exclusive bonuses?
First back to the middle and late stages of the SARS period in 2003, when the restaurant industry was still slowly recovering, and most potential entrants were still waiting to see. At this time, KFC opened two stores in adversity and won a lot.
why? It turned out that KFC was one of the few reassuring meals during the SARS period. In addition, KFC ’s donations of money and coupons to fulfill social responsibilities have brought extremely rich returns to the brand itself. To achieve these prerequisites is to make information public .
Through the epidemic situation, we saw the brands that came out of Meizhou Dongpo, Laoxiangji, Xibei, etc. They made their ideas, what they were doing, and what they were going to do public through the media. Through the distribution of media information, we have only seen these flesh-and-blood brands, including the outstanding behavior of left-behind brands in epidemic situations, such as the transparency of live broadcast, cleaning and disinfection.
Actively transforming the brand and empowering the industry through the epidemic not only allows customers to see the courage and wisdom of these left-behind brands, but also represents market credibility and brand responsibility, which other latecomers can never compare.
It can be seen that in the middle and late stages of the epidemic, these brands will become the first choice of customers for consumption, and will also become the first choice of franchisees. There will even be incomparable brand heights and market affinity. This is the epidemic situation for left-behind brands. Exclusive bonus.
It has to be said that for some brands with sufficient cash flow, the early stage of the epidemic can be regarded as a good time to “make cars behind closed doors.”
The early customers are slightly conservative about the catering industry, which will inevitably promote the innovative behavior of catering owners, but innovation also means the waste of costs and the uncertainty of future exploration.
Some smart bosses stopped work in the early stages of the epidemic, and then began employee training, optimization of internal organizational structure, and restructuring of work processes. In the middle and late stages of the epidemic, after some trial-and-error brands are finished and a better routine is available, it may be a smarter response to directly introduce and start construction at this time.
But it is undeniable that with the optimization and upgrading of the catering industry by the epidemic situation, the entry threshold for the entire industry will be raised again, and cooking alone is no longer suitable for opening restaurants. This is “bad news” for potential practitioners, but good news for the overall industry landscape.