In 11 years, this curry opened the door of 300 billion coffee bean market.

1. Differentiated products enter the market

The flower house, founded in November 2004, aims at women between the ages of 25 and 40 in an attempt to create a differentiated business model. Women of this age should not only be fashionable and delicate, but also healthy and beautiful, not too bound, but also high-end to the end.

Although the coffee shop can represent the trend, it is not healthy and can not provide meals. At that time, fruit sneaked into the mainland from Hong Kong to become the new favorite of the dinner table, highlighting the light extravagance of urban white-collar workers.

Above the tuyere, the flower house used coffee and fruit to create the prototype of the Beijing area curry restaurant, and began to carefully cultivate this unknown market.

Zheng Jinyan, Chairman of △ Flower House Group

Zheng Jinyan said that the original fruit of the Huashe caf é restaurant was paired with mango and papaya, which was the most popular tropical series in the south at that time. For the north, it was difficult for southern fruits to maintain a good taste in winter. In order to improve the quality of taste, the flower house paid the price.

"I took my team to Hong Kong and Taiwan to consult local farmers. Coupled with my own constant exploration, I finally found a way to preserve it, which is also our core secret." Zheng Jinyan recalled.

Sure enough, the coffee plus fruit plus meal model was very popular in Beijing. Under the popularity, the flower house put forward the concept of "curry meal", which strengthened this innovative position and made full-time coverage into a flower house with obvious advantages.

In the more than a decade since the outbreak of the big health industry, people are no longer simply asking for enough to eat, but are more willing to pursue a healthy and nutritious diet.

As the curry food is both fashionable and healthy, white-collar consumers are becoming more and more receptive to it, which enables the flower house professional team to analyze their customers in terms of age, sex, constellation, blood type, frequency of coming to the store, preferences, spending power, and so on. The result of the flower house is that the user's viscosity is getting higher and higher.

Through the excavation of customer demand, the flower house also launched a lot of targeted products, for spring, summer, autumn, winter different seasons and 24 solar terms products, which makes the flower house healthy diet more up-to-date, subdivided and three-dimensional.

2. Innovation iteration leads the market

More than a decade is long enough for an enterprise, but a little short for an industry.

Although the young people in the restaurant have changed a whole generation, it is still in the stage of growth in the field of flower houses or caf é restaurants. Zheng Jinyan said:

"although this market is young, but the growth is very good, we are now laying out the national market, opening some stores in second-and third-tier cities, and the effect is very good."

As mentioned at the beginning of the article, once emerging markets are opened, a lot of capital will be invested quickly, with restaurants opening and restaurants closing every day.

In the past ten years, many curry restaurants similar to flower houses have been announced to open, but they do not necessarily live as well as flower houses for as long as they do. Zheng Jinyan believes that:

"others can copy our model, but corporate culture and core competencies cannot be replicated. What they can copy is always out of date, and the flower house happens to be a brand on the road to innovation every day. "

Innovation is the core competitiveness of the flower house, and the flower house team is innovating from products to models. In the face of competition, the flower house derives the corresponding brand according to the needs of different customer groups.

The second brand of flower house, "Hua she Xing Yu", is a constellation themed coffee shop combining fashion and constellation culture elements on the basis of main coffee, fruit fishing and Michelin West Point.

Not long ago, the Hua she Ka Restaurant, which opened in Beijing's No. 8 mansion, became the first female-themed coffee restaurant in the country.

In addition to bold innovation in brands and products, flower houses even open franchise opportunities, but strictly control the quantity and quality of franchisees and seek win-win results with franchisees.

Outside the catering industry, the flower house has also witnessed the changes from the Internet to the mobile Internet era. The era of "Internet +" has come. Zheng Jinyan said that the flower house will embrace change and carry out online marketing through effective means, so as to improve brand awareness and reach more young people.

But Zheng Jinyan is very soberly aware that the core of the restaurant is still the product, is the user first.

"for example, if we make takeout, if the taste of a product will decline after 20 minutes, then we will not provide this product to takeout customers. We upgrade raw materials regularly every month, find the best raw materials from all over the world, and provide them to our customers at a relatively low price, because we must look at the long-term future. Our benchmark is Tongrentang, which has also laid down a century-old strategy. "

Some people have calculated that by 2020, if everyone in China drinks a cup of coffee every day, the coffee bean market alone will reach 50 billion US dollars, the entire industrial chain will generate a market of hundreds of billions of US dollars, and China will become the largest coffee consumer in the world.

This is an attractive industrial chain, and there are always new business models to convince customers in this market.

Throughout today's many familiar and immature coffee brands, their business models are almost the same, all with meals with coffee, but blindly following the trend is tantamount to following the trend blindly. This is the business advice given to us by the law of the development of the market economy. I believe that even in a huge market, there will be a day of maturity and saturation.

We predict that who innovates first, who can win at the starting line, who can lead the future coffee culture, who will be the future leader in this field.