At the same time, the Chinese food chain in the head released a signal, which is to slow down the expansion of dinner shops and create a second curve: fast food, single products, retail and so on.
Yin Jiangbo believes that we must respect the essence of Chinese food, that is, a hundred flowers blossom, a hundred schools of thought contend, and each family has its own flavor. Because it is inseparable from handwork, it is bound to go against the trend. It will cost a lot to standardize those who rely on handwork and technology and master and establish a central factory.
Because of his experience, he knows better what can and can't be done. "I don't think Chinese food should be combined with capital." Yin Jiangbo said.
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The catering boss wears it internally | finishing
Yin Jiangbo talked about opening a store: "Every time you open a store, you must become a store and create profits."
Qin Dynasty: The epidemic situation in the past six months had little influence on Taotaoju. How is the recovery now?
Yin Jiangbo: The epidemic is a heavy blow not only to Taotaoju, but also to the catering in the whole country and even the whole world. Fortunately, our store in Shanghai is in Huangpu District, and we are allowed to eat in the lobby, so we didn't enter the door. That store is not bad.
It takes about 10 days for stores in Guangzhou to stop eating, and insist on stopping eating in each district until the last one. During the closing of the canteen, we also did group meals, take-out and other businesses. Doing these things may not be of much benefit to the operation of the restaurant. If we are not allowed to operate, the restaurant may not last for a month.
Affected by the epidemic, Taotaoju's revenue in the first half of the year was less than one billion yuan. There was basically no cash flow deficit in February, and cash flow began to come back in March, and gradually improved in April, May and June.
We don't open many stores every year, and we plan to open 6-8. This was signed last year or the year before last. We can't break the contract. We can't move in the first half of the year, and we will open these stores in the second half, so the task in the second half is very heavy.
At present, Taotaoju has not recovered to the level of last year, but it is basically close to 90%.
Qin dynasty: if we follow this progress, will it be the same as last year's expected goal by the end of the year? Or will it make a difference?
Yin Jiangbo: This epidemic has not changed our development layout. Our current production capacity is to open 6-8 stores every year, and we plan to open new stores in Guangzhou, Shenzhen, Shanghai and Beijing this year.
Because I am a marathon runner and a long-term activist, we will speed up without saying that the market is good. All the good shopping malls in Shanghai are talking to us. We are full of plans to open a store this year and next year, and now we are talking about 2022. The overall development of the enterprise is not fast, but every time we open a store, we must become a store and create profits.
I respect catering enterprises, such as Hong Kong's Liyuan, which is very stable, and Macau's Jinyuexuan Group operates well every time it opens a store. For example, a store in Zhuhai has 46 rooms, with annual sales of 300-400 million and daily turnover of millions. The turnover of a store can be comparable to that of hundreds of small shops. This is really worth thinking about, whether it is the scale of our business or the income of a single store.
Yin Jiangbo talks about Chinese food: "Handwork is indispensable. If you have to standardize it and build a factory, it will be against the trend and pay a huge price. "
Qin dynasty: from the data point of view, people have been reflecting two problems. The first problem is that the restaurant chain rate in China is less than 5%, which is very low, and most catering enterprises go it alone. At the same time, there is another problem, that is to say, it is difficult for Chinese food to appear as a giant chain enterprise like Haidilao.
What kind of development path should Chinese food take, or take the chain scale like western food? Or is it like Taotaoju, where each store has high output value and high profit, going in this direction?
Yin Jiangbo: This issue is very worthy of our consideration. We can learn the western standardization of McDonald's and KFC, mainly depending on the category. For hot pot, fast food, tea and other categories, the degree of standardization can be improved to 80%-90%. The higher the degree of standardization, it means that there will be industrialization and factory support, and only with industrialization can there be large-scale development. Therefore, to solve the problems of standardization, industrialization and scale, western-style fast food is based on these three foundations, so it can develop globally.
What are the characteristics of chinese dinner table? What is the essence?
I think Chinese food should never be combined with capital. Because I took this road, I got the first batch of venture capital in June, 20 1 year1month, 65438+June, when I invested 80 million yuan. 20 12 I felt that I couldn't do it anymore, so I talked to the organization about buying back all the shares. At that time, I built a central kitchen to reduce the cost of human resources in the store and reduce the dependence on technology and masters. But later, the store's performance fell sharply. What is the reason for the decline? Because the food tastes bad.
That was the most anxious time for me to run a business. The capital invested in you is cyclical. We agreed to go public in five years, and we planned to go public in Hong Kong at that time. After walking for a year and a half, I said it would kill people. On March 3, 20 1 year, I bought back all my shares at one time. After I bought it back, I felt that I owed nobody, and the pressure was instantly released. Of course, many shops were closed at that time.
People are relaxed even when they are heavily in debt. When they relax, they will think quietly about what to do, otherwise they will always be anxious. 20 13 I first solved the equity problem and the company structure problem, and began to ponder how to do Taotaoju. After more than a year of preparation, we opened our first store on 20 15, because you have been through that, and you know what you can and can't do.
We must respect the essence of Chinese food, that is, a hundred flowers blossom, a hundred schools of thought contend, and each family has its own flavor. Because it is inseparable from handwork, we must go against the trend, standardize those who rely on handwork and technology to master, and build a central factory, which will cost a huge price. Chinese food is all by hand, and every chef has a different taste. Actually, this is very interesting Why should we unify the whole country? We can't.
Qin dynasty: in recent years, the standardization of Chinese food has made great progress, and "de-chef" seems to have become the knowledge of many catering entrepreneurs. But this year we have also seen some subtle changes.
Yesterday, Mr. Du of Banu Maodu Hot Pot also said that cooking is actually very dangerous. As Mr. Yin said just now, the essence of Chinese food is to let a hundred flowers blossom, which is inseparable from handicraft. If we insist on some industrial transformation, it may be against the trend.
This reminds me of Chinese dinners in previous years, such as South Beauty, Hunan and Hubei. Many Chinese food companies and capital have joined forces and have no good results. Some head catering brands that have standardized Chinese food for more than ten years, such as Grandma's, Xibei, Jiumaojiu, etc., also have a more obvious phenomenon, that is, everyone seems to slow down or even stagnate in the Chinese food and dinner sector.
Grandma Wu Guoping also mentioned that this brand will not expand greatly in the future, because it is a form of chinese dinner table. He pinned his hopes on the collection of fast-food old ducks.
This phenomenon also exists in Xibei. Xibei Dinner has experienced rapid growth in the past few years, such as 500 stores, but obviously there are not many plans to open stores this year or even in the next two years. Mr. Jia is also trying some fast food. Let's not discuss why they cook fast food for the time being. I think it must be a large-scale consideration.
The market value of 99.9 cents has been increasing. These two years are driven by the single product category of Taier pickled fish. The dinner part of Meizhou Dongpo is actually slowing down, and now it is also making efforts in the retail sector.
You will find a * * * phenomenon, that is, these head brands that started with Chinese food in the past have experienced the process of standardization and chain scale of Chinese food. However, it seems to be back to what General Yin predicted at 20 12.
On the whole, this will really make us reflect on the way to Chinese food. This issue may require us to spend more time to discuss, and it will really affect many things, including whether the direction of de-cooking, standardization and industrialization is really going to change.
Yin Jiangbo talks about time-honored brands:
"The best inheritance must be to keep pace with the times."
Qin Dynasty: Next, I want to discuss an old brand. Taotaoju is the time-honored brand of 140, but we also see that some time-honored brands have had a hard time these two years, such as Quanjude in Beijing, Goubuli in Tianjin, and even some time-honored brands are still closing down and disappearing.
This is actually a problem. Why do many of us catering people dream of being a century-old shop at first, but those old shops with a history of hundreds of years have encountered such great adversity in today's environment? I'd like to ask Mr. Yin, who is also the head of an old brand, to talk about why this happens in these old brands.
Yin Jiangbo: I dare not comment on why this happens to other time-honored brands. I can only say, what is an old name? It seems that the time-honored brand represents tradition, so we should write a big no.
What are the best brands in fashion? For example, Louis Vuitton (1854), Hermes (1837), Chanel (19 10), Gucci (1927) and so on, are all old brands? What are they doing? They are leading the fashion trend, so time-honored brands are not equal to tradition.
It is precisely because of its profound historical and cultural accumulation that it can flourish. The key is how do we carry it forward and lead the fashion and trend?
With the development of the times, our needs are also changing, not only to eat well, but also to eat well and healthily. This is actually the trend, that is, fashion.
The best inheritance must be to keep pace with the times. What is a head enterprise? What the head enterprise looks at is not the scale, but the leading position in this industry, whether it can lead this industry.
World-class time-honored brands lead the trend. Guided by what? This depends on the innovative ability to keep pace with the times.
Gucci once fell sharply because its innovation ability was declining. Later, a new designer created a completely different style and suddenly got up again.
Our pursuit of these fashions, I read the posts posted by friends circle these two days, saying that the economy is dying, or your own economy is dying? The picture shows those luxury goods waiting in line. In fact, people's pursuit of fashion and trends has always been there.
How can our catering industry become our fashion industry like the traditional clothing industry? Innovating what? Innovation doesn't mean making restaurants full of graffiti, engaging in industrial style or juggling. It has everything, and you can't tell the priorities.
How do we play big-name time-honored brands? They played very professionally. For example, LV first made bags, and then made them step by step, but the most powerful gene of LV is its bags. Chanel makes perfume. Although it also makes jewelry and clothing, its perfume is still famous. For example, if you buy perfume, we are in a cosmetics store or a counter. It is very professional, and it must have an environment that matches its things, not that I have a cultured restaurant and put all the cultures in it. We should understand the genes and stories behind a brand, and don't leave this main line in the process of inheritance and development.
Yin Jiangbo on Tao Taoju;
"Heavy human resources are moats"
Back to Taotaoju, it is a place to drink morning tea. What is morning tea? It is the way of life of Guangzhou people. So Tao Taoju exported the lifestyle of Guangzhou people.
I said there is no real Cantonese food in Shanghai. Although Liyuan, Cuiyuan and Daoxiang all opened stores here, this is Cantonese cuisine from Hong Kong, which is different from that in Guangzhou. The products are very different. Guangzhou Cantonese cuisine has different pursuits for ingredients, so it is necessary to kill the chicken in the early morning that night. Chicken smells like chicken and fish smells like fish. Pay attention to the freshness of ingredients. Why can't Cantonese food go out? Because the ingredients are difficult to take out.
When we opened a shop in Shanghai, we spent a year looking for a supply chain. Open an 800-square-meter store in Shanghai, with 135 employees, 90% of whom are from Guangzhou, and the working language of the waiters is Cantonese, which is the output of a whole culture.
In the past, restaurants that cooked Cantonese food in other cities usually hired a few Cantonese chefs and then recruited some local chefs. This combination can reduce the cost. The cost is reduced, but the product can't be fooled.
That's not how we do it. I told the team to open slowly, and every store opened should be prosperous. It turns out that we currently have 19 stores. According to the data provided by the shopping mall, the floor efficiency and manpower efficiency of each store are the first. With an area of 800 square meters, it can achieve a turnover of more than 6 million yuan and a customer unit price of more than 100 yuan.
However, our labor cost is very heavy. Generally, 50-60 employees are enough to open an 800-square-meter store. But I used more than twice as many employees and sent them from Guangzhou to Shanghai, so the cost was extremely high.
Some colleagues visited Guangzhou before, but after reading it, they said they couldn't learn because they didn't dare to use so many people. Our products do not cut corners, do not cut corners, and must be done slowly by hand. Only when there are enough people to serve, can the service be considered good. Our most important human resource is the moat, which is the blue ocean. So where to open a shop, we will not consider whether there are other restaurants or similar refreshments.
We don't consider competition. Competition comes from our understanding of products and from our own team, so we are not afraid of competition and have not slowed down the pace of development.
In this process, as an old Taotaoju, what should I do? I said that I will always be a productist, and don't say anything if the product is not good. How good is the product? It's just the ingredients and the skills of the chef.
I once opened a seafood shop in Yantai. There was also Cantonese food at that time. Master makes waves, but he can't do it well. Later, he looked for reasons from ingredients, dry goods and sauces.
80% of the sauces we used to buy Cantonese food in Shandong were fake, which was different from what we used in Guangzhou. So ingredients are very important for chefs to make good things. For example, gold's requirements for ingredients are extremely extreme, so its high consumption and high consumption make sense.
Why did a restaurant close down? This question should be asked in reverse. Have any delicious restaurants closed down? A delicious restaurant doesn't necessarily mean cheap, but good ingredients are expensive. Good quality and low price is a paradox, and it should be good quality and low price.
Yin Jiangbo talked about management: "I only look at cash flow. No matter how much cost this store has invested, it is impossible to have no cash flow for three months. "
Qin dynasty: just now, I talked a lot about Tao Taoju's strategy. The moat is really deep. I believe that it is really difficult for a large number of catering enterprises or small and medium-sized catering enterprises to learn Tao Taoju, because Tao Taoju really can't learn it.
Can Yin Zong give some suggestions to most small and medium-sized catering enterprises from the perspective of the industry and the current environment?
Yin Jiangbo:
Direction is more important than effort.
My business has also developed step by step from a small shop. It has been developed for 22 years. It opened on June 22nd, 1998, 13. I started from my hometown in Shandong step by step. Large enterprises must have developed from small and medium-sized enterprises.
I prefer this sentence: direction is more important than effort. When a direction is right, every step you take is a kind of accumulation, but your direction is wrong, that is, for a while east, for a while west, and in the end there is nothing.
Our first enterprise is the brand of our hometown in Shandong, which has grown up step by step. Of course, the focus almost turned wrong, but we came back in time and returned to the product itself. Because we are cooking Chinese food, it cannot be combined with capital, and it is not suitable for excessive scale. For example, if we open 10, 20 stores, it will become uncontrollable if we manage more production.
2) Assessment indicator: cash flow
As far as I'm concerned, I'm not asking for any corporate strategy. How many stores will Taotaoju open? As soon as I open it, the executives at the headquarters have the right to invest, and the managers of each store also have the right to invest in other stores. The first is to see if the team is willing to drive, and the second is whether they have the ability to drive. If an agreement is reached, my requirement is the assessment index.
Our group has many industries, and catering is just one of our catering, as well as tea and biotechnology. My requirements for the catering staff are simple. I only look at cash flow. No matter how much this store costs, I can't be without cash flow for three months.
If you want to focus on the catering field, you must honestly make products and consumers pay the bill. Do a good job in products, match the environment, and do not have major problems in services. Then the price is reasonable, and we must not fight price wars.
The guest list is very important. Tao Taoju is innovative because he can really make money. Why make money? Unit price is very important. The unit price of grandma's house and green tea is 60 to 70 yuan, which makes many restaurants in the country feel great pressure because its profit is very thin. How to hire excellent masters and how to innovate? Unit price of Taotaoju Guangzhou Store 100- 120 yuan, Shanghai 150 yuan. With the guest list, our profit margin will be good, and then we can pay all the costs, and we also have funds to invest in innovation.
3) The organizational structure and responsibilities are clear.
I am a person who pursues rules very much. I go to every store, even if I drink a bottle of water, I have to pay in cash. No one in our company has the right to sign the bill for any private banquet. The rules of the game are clear and the responsibilities are clear, so I won't be so tired.
A friend asked me, I run ten marathons every year, still open so many stores, make so many brands, and invest in tea factories and medical care. How do I allocate my time? I say it's because it's a team matter, and power is divided into interests and responsibilities.
Organizational structure, responsibilities and rights should be very clear. Only in this way can we mobilize more people, instead of just saying that my vision is to be a century-old shop. That's your vision. What does it have to do with employees? What we do has something to do with them and is what they want to do.