Catering enterprises discuss how to solve the problem of fierce competition in restaurants.

Last week, Suzhou Wujiang Diamond's well-known chain food square went to Hangzhou to attract investment. Dr. Communication University Of China and Luo Zhenyu, former producer of Dialogue on CCTV, were invited to discuss the hot issues facing the catering industry with the heads of well-known Hangzhou catering enterprises, such as Jin Linglong, Kanda Chuan and Liu Jia Restaurant. It is difficult to open a chain of Chinese food, there is not enough talent, and the house can not afford to rent, what should we do? Let's listen to Luo Zhenyu one by one.

How to keep talents?

Some boss complained: my thoughts can only affect the employees who have the most contact with me. How can I make every employee understand my pursuit? Luo Zhenyu used what Chen Tianqiao recently announced to inspire everyone: first, 20% of the profits of the new project are owned by the development team; second, on the 18th of each month, all senior executives, including Chen Tianqiao, are at home, as long as anyone inside and outside the company is creative, you can talk to senior executives. Third, turn the company into a "big game." the work of each employee can be converted into experience just like playing a game. Whether you can get a raise or promotion, you don't have to go to your superiors and just check your own experience on the computer.

Let every employee see the hope of promotion, let each store manager cultivate a reserve force that can take over his post, each post is dynamic, and carry out the core values of the enterprise into the hearts of every employee with a visible system. The important thing is not to complain about why the employee left, but to think about what you have given the employee.

Should we open a chain?

Chinese food chain is so difficult that it cannot be explained in one or two words. What worries Hangzhou catering bosses most is that the cost of rent in Hangzhou has been rising in recent years. Some restaurant owners plan to withdraw to second-and third-rate areas and downsize, while others are hesitant about whether to continue to open chain stores. Many people complain that "a hard year is basically working for the landlord".

Luo Zhenyu believes that it is not necessary to open a chain to make money. Lanzhou has an old horse ramen who only makes a pot of noodles and does not open a branch, but the business is surprisingly good-the scarcity of resources can also increase the added value.

If it is necessary to open a chain, Luo Zhenyu tends to own property rights: the industry can be unprofitable, as long as the value-added of the shops is also successful. McDonald's, Carrefour, these internationally renowned chain enterprises, in fact, on the other hand, they are also real estate developers. Especially at a time when China's economy is developing rapidly, location is everything. "No matter how advanced science and technology is, you can't make the earth bigger." therefore, what real estate owners share now is not a simple appreciation of property floors. it's the result of China's economic growth.

What is low-cost differentiation

For the fierce competition in the Chinese food industry, Luo Zhenyu put forward the "low-cost differentiation"-- that is, the blue ocean strategy. Many bosses feel confused: how can low-cost differentiation be made?

Luo Zhenyu used the example of Cirque du Soleil to explain: circuses are a declining industry because raising many carnivores is costly, risky and inconvenient to transport. As a result, Cirque du Soleil carried out a low-cost differentiation reform, cutting off the animals that accounted for the highest cost, leaving only people. However, it has carefully redesigned all the music and performance details, making it more exquisite than opera-although the actors are still those of the circus and the performance is still the same shed of the circus, in fact, the circus has quietly changed its profession, the audience has changed, the characteristics of the industry have changed, and the cost has come down.

"so, low-cost differentiation is actually a gimmick, cutting off visible costs, and Cirque du Soleil is actually a new idea. Blue Ocean strategy is to let you change careers, cut off the most expensive part of existing resources, transfer to a new industry, rely on innovation, essentially creative ability.

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