Coffee shop operation case sharing

A cafe where a student works (hereinafter referred to as A shop) is about to open a second shop, and the decoration is also in the final stage. After looking at the address of the new store, the first reaction was that it was very close to the original store, and it was only about 20 minutes' walk. Then I suddenly remembered that there was a cafe that had been open for almost two years (hereinafter referred to as "B") near there, and I was quite familiar with that owner. I learned something about the two cafes a long time ago and gave some advice.

Restaurant An itself is very focused on coffee drinks. 80% of Menu is coffee drinks, with only a few pastries and light meals and no rice. After many guests entered the shop, they sat down and left immediately because they wanted to eat. The owner of A restaurant also knew that the biggest demand was to eat, but he insisted on not cooking and paid a high price to buy a coffee roaster to make good coffee. In addition to coffee, Hall A will also have regular salon activities, bean tasting, and so on. After the hardships of the start-up period, the store survived and lived very well.

The style of Pavilion B is completely opposite. The owner used to be a franchisee of a Taiwanese coffee chain, so Pavilion B left a lot of traces of that chain store. At first, restaurant B also planned to concentrate on making coffee, but later found that not many people were willing to drink it at all, and food was still the biggest demand. So, slowly, restaurant B began to have western food, followed by Chinese food, beer, red wine and cocktails. At this time, Library B already had everything, and the chef suggested learning KFC and doing white-collar workers with take-out Pizza supply nearby.

The Menu of Hall B is very thick, the terrible thing is that the bar division of this store, a person can do 95% of the products on this Menu! At that time, the business of Library B was passable, because there was everything, and the requirements of any guests could be met. But the problem is that none of these products is good, and all of them are very mediocre. There is nothing here but a lot of products. When I saw that the new store in Hall A was next to Hall B, my second reaction was that Hall B might soon be defeated by Hall A, because A was so powerful.

After getting in touch with both sides, I strengthened this idea. Side A said that it had figured out B in advance, knew where B's defects were, and even said bluntly that B could survive for two years because there was no competitor nearby. On the other hand, the owner of Library B told me that he only knew that there was a new store to open nearby, but he could not find a channel to inquire about the situation of his opponent. Then the owner of Museum B also said that I was very happy to hear about the transformation recently, and finally made the transition. But when I heard the direction of the transformation, three black lines appeared on the back of my head-Hall B was ready to launch wonton!

When I communicated with the owner of Library B at that time, I suggested that we should streamline the Menu and reduce the number of products, focus on one product and do it with our heart. Now unexpectedly, reduced to compete with Shaxian snacks. When I think of the romantic western-style poster on the outer wall of Hall B, a big "Cafe" word, I can eat wonton inside, and my noodles are covered with beef.