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记事本2020
2021-08-30

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Why did Haidilao "attack" Zhang Yong's wife and founder?

这些年，作为火锅界的大哥，海底捞的日子过得并不太顺利。 6月15日，在股东大会上，有人问，海底捞能否持续增长？董事长张勇耿直地回答：“大家神话海底捞了，我本人非常反感。我作为海底捞最大的股东，我是不抱

Why did Haidilao "attack" Zhang Yong's wife and founder?

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{"i18n":{"language":"en_US"},"data":{"magic":2,"id":811109949,"tweetId":"811109949","gmtCreate":1630293486281,"gmtModify":1676530259693,"author":{"id":3550828792714737,"idStr":"3550828792714737","authorId":3550828792714737,"authorIdStr":"3550828792714737","name":"记事本2020","avatar":"https://static.tigerbbs.com/f529f483c65820f1fbdbed82968cd4d7","vip":1,"userType":1,"introduction":"","boolIsFan":false,"boolIsHead":false,"crmLevel":6,"crmLevelSwitch":0,"individualDisplayBadges":[],"fanSize":44,"starInvestorFlag":false},"themes":[],"images":[],"coverImages":[],"extraTitle":"","html":"<html><head></head><body>666</body></html>","htmlText":"<html><head></head><body>666</body></html>","text":"666","highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"favoriteSize":0,"link":"https://ttm.financial/post/811109949","repostId":1167910924,"repostType":2,"repost":{"id":"1167910924","kind":"news","pubTimestamp":1630284735,"share":"https://ttm.financial/m/news/1167910924?lang=en_US&edition=fundamental","pubTime":"2021-08-30 08:52","market":"hk","language":"zh","title":"Why did Haidilao \"attack\" Zhang Yong's wife and founder?","url":"https://stock-news.laohu8.com/highlight/detail?id=1167910924","media":"联商网资讯","summary":"这些年，作为火锅界的大哥，海底捞的日子过得并不太顺利。\n6月15日，在股东大会上，有人问，海底捞能否持续增长？董事长张勇耿直地回答：“大家神话海底捞了，我本人非常反感。我作为海底捞最大的股东，我是不抱","content":"In recent years, as the big brother in the hot pot industry,<a href=\"https://laohu8.com/S/06862\">Haidilao</a>Life is not going very well.On June 15, at the shareholders' meeting, someone asked, can Haidilao continue to grow? Chairman Zhang Yong honest and frank replied: \"Everyone is mythical about Haidilao, and I am very disgusted. As the largest shareholder of Haidilao, I have no hope.\"Zhang Yong said, \"I often say that if you want to know what is not worthy of the name, just look at Haidilao. We also face the difficulties faced by all catering companies; We still haven't solved all the problems that catering companies cannot solve.\"What Zhang Yong said is a true and reliable truth. Of course, it is not ruled out that investors should be mentally prepared to pave the way for the decline of Haidilao's performance and get vaccinated.01Personnel changesTeam introduces fresh bloodOn August 24, Haidilao announced that from now on, Shu Ping will resign as the company's non-executive director and member of the audit committee, and Shi Yonghong will resign as the company's executive director. Both of them are the founders of Haidilao, and Shu Ping is the wife of Chairman Zhang Yong.Haidilao said that the reason for Shu Ping's resignation was the adjustment of the company's internal organizational structure, while Shi Yonghong was to devote more time and energy to other businesses. Shu Ping became a director of the company in 2015 and was transferred to a non-executive director in 2018, mainly responsible for supervising the management and strategic development of the group.Shi Yonghong is the \"second-in-command\" of Haidilao and one of the founders. He became a director of the company in 2015 and was transferred to executive director in 2018. He is mainly responsible for participating in and supervising the management and strategic development of the group. In addition to working in the group, Shi Yonghong is also a supplier of hot pot ingredients under Haidilao<a href=\"https://laohu8.com/S/01579\">Yihai International</a>Executive director and chairman of Haidilao, and holds directorships in several member companies of Haidilao.The announcement also stated that Yang Lijuan was appointed as the company's deputy CEO and Cai Xinmin was appointed as a member of the company's audit committee. Seven new executive directors, namely Yang Lijuan, Li Peng, Yang Hua, Liu Linyi, Li Yu, Song Qing and Yang Li, and two new independent non-executive directors, namely Ma Weihua and Wu Xiaoguang.Yang Lijuan was the chief operating officer of Haidilao before this appointment, mainly responsible for supervising the group's operations. After this appointment, Yang Lijuan will be responsible for assisting the CEO in managing the overall operation of the group.In the first half of this year, Haidilao changed its organizational structure and changed the regional overall coaching model to a large and community management model. The existing stores are divided into five regions according to the region, and the regional manager coordinates the store expansion, engineering, product selection, pricing and other work in the region. Each district is divided into several communities, and the community manager conducts on-site inspections, assessments and counseling of stores in the district.Haidilao said that it hopes to accurately identify the problems existing in each store through the change of organizational structure and conduct continuous supervision and counseling.According to reports, the new executive directors are all around 40 years old. Most of them were trained by Haidilao from the grassroots level and have rich front-line work experience. Yang Lijuan has been starting a business with Zhang Yong since 1997, and is the first waiter hired by Zhang Yong. After Haidilao went public, Yang Lijuan became the \"best waiter\", holding 179 million shares of the company and being worth more than 5 billion yuan.In 1994, Shi Yonghong and his wife Li Haiyan co-founded Haidilao with Zhang Yong and his wife. Ten years later, Zhang Yong asked his wife and Shi Yonghong to withdraw from Haidilao's board of directors. And acquired 18% equity of Haidilao held by Shi Yonghong and his wife at the original investment price.The author thinks,As the head of Haidilao, Zhang Yong asked his wife and veteran founder to withdraw from the front line of management, which is a necessary means of organizational innovation for Haidilao. On the one hand, further dilute the color of family management; On the other hand, getting fresh blood into the C-suite means the beginning of change.02Crazy expansionWhat should I pay attention to in Haidilao?On the evening of August 24, Haidilao released its 2021 semi-annual report. In the first half of the year, the company achieved revenue of 20.094 billion yuan, a year-on-year increase of 105.9%; Achieved a net profit of 94.529 million yuan, compared with a loss of 965 million yuan in the same period last year, turning losses into profits.Since February this year, Haidilao's stock price has been falling all the way, falling by more than 60% compared to its peak. As of the close on August 25, the company's stock price was reported at HK $27.4 per share, with a total market value of HK $149.6 billion. In February this year, Haidilao's stock price hit a record high, reaching 85.8 Hong Kong dollars per share, with a market value of more than 450 billion Hong Kong dollars.In just half a year, more than 300 billion Hong Kong dollars evaporated.Why did the stock price fall? The author believes that the epidemic, the biggest \"black swan\", has had a huge impact on the catering industry. With the recurring epidemic situation, the capital market is generally not optimistic about catering, entertainment, cinema and other industries, and the decline in stock prices has become inevitable.From 2020 to the present, although the epidemic has caused adverse effects, Haidilao has seized the opportunity to expand against the trend.<img src=\"https://static.tigerbbs.com/f59b1a42861728038e42b70f76b76f58\" tg-width=\"660\" tg-height=\"440\" referrerpolicy=\"no-referrer\">By 2019, Haidilao had a total of 768 stores, but in 2020, Haidilao opened 530 new stores. Haidilao's expansion accelerated in the second half of 2020. Among the newly opened stores, 363 new stores were added in the second half of 2020 and 299 new stores were added in the first half of this year. According to media reports, after the epidemic, the property has given a lot of discounts, and it is more convenient to sign a contract, which makes Haidilao unable to help but be excited. Especially in third-and fourth-tier cities, local shopping malls will provide preferential policies similar to rent-free, and the cost of opening a store is lower.In order to improve performance and the impact of cost increases caused by the epidemic, Haidilao quietly raised prices in April 2020. Some consumers found that a portion of freshly fried crispy pork had risen from 28 yuan to 44 yuan. Under the \"verbal criticism\" of public opinion, Haidilao quickly apologized and said that it would restore the original price. In March of this year, Haidilao replaced the beef cubes in the small ingredients with vegetable protein \"taste companion\", and the \"Haidilao beef cubes changed into vegetables\" once again plunged it into the whirlpool of public opinion.The author believes that expanding against the trend during the epidemic is a correct strategic choice, just like the truth of bargain hunting in the stock market. But the problem is that opening a store is not just about the expansion of hardware, but the most important thing is that a series of supporting facilities such as service, management and operation can keep up. Many chain retail enterprises often end up defeated and \"rapidly expand\". In the process of expansion, we need to pay attention to at least three core elements:First, the talent team.Opening a new store requires a corresponding talent team for terminal stores, and when the density of stores in an area increases, the talent team from the group to regional management needs to be able to keep up.Second, cost control.Opening a store means a lot of fixed cost investment, which is one aspect; On the other hand, if the customer acquisition ability cannot keep up after the operation of a new store, the daily operating costs (loss of dishes) will quickly make the new store a \"burden\" for the entire group.Third, site selection.The rapid opening and expansion of stores, to a certain extent, means that new stores are in mud and sand, and the good and bad are mixed. For any chain retail format, location selection is crucial. The most taboo thing is that, from the perspective of the headquarters, in order to achieve the target of the number of stores opened, many stores with unwise location are often opened with luck (thinking that they can be popular and should be popular).03Except for \"service\"What else does Haidilao have?Zhang Yong pointed out in June this year: \"Haidilao has not really established a completely scientific system since it started its business. For example, in terms of process operation, when the organization is large, there will be various levels, and each level may violate some systems in operation. Why was the online hype of Haidilao system so awesome before? Because it was covered up by performance. And every time I say there is a problem, everyone says I am modest. \"As we all know, Haidilao builds its core competitive advantage with service, thus distinguishing itself from other catering brands.In the past twenty-seven years, has Haidilao's \"service-winning\" USP (Unique Selling Proposition) become outdated? Has the public been tired of Haidilao?The author's experience is that Haidilao's service is indeed better than any other restaurant, such as kind reminders, hot towels, a small bowl of beef soup for each person, and so on. Perhaps Haidilao has been criticized for \"over-service\" in the past. At present, Haidilao has optimized the entire service items and standards, making them more natural and humanized.<img src=\"https://static.tigerbbs.com/a54591efb4c80b81122ed14842f8f5e8\" tg-width=\"660\" tg-height=\"440\" referrerpolicy=\"no-referrer\">From an objective point of view, Haidilao's service is not excessive, and it can indeed add points to the entire consumption experience. However, if these services are cancelled, users can accept them.As the first brand in the hot pot track, among Sichuan-style hot pots,From the three perspectives of dishes, cost performance and taste, Haidilao does not seem to be the best.Or it can be interpreted this way. Haidilao has established a distinction between itself and other Sichuan-style hot pots with \"service\", and this distinction has allowed Haidilao to consciously raise its own pricing. Therefore, with \"high-quality service + High price\" established Haidilao's identity as the \"first brother of hot pots\".Under such a positioning strategy, Haidilao has avoided falling into competition with its peers in terms of products. For example, the bottom pot, the side dishes in Haidilao bottom pot are far inferior to Tan Duck Blood, and the dishes, including the main meat, tripe, soy products, etc., are far inferior to other Sichuan-style hot pots at the same price. During the author's stay in Chengdu this year, local people generally reported that few people in Sichuan ate Haidilao.From a comprehensive analysis, Haidilao's products themselves have no competitive advantage. On the basis of the same quality, the price of Haidilao is far higher. However, Haidilao can still maintain a good popularity, but it is just wearing the high hat of the first brand of hot pot in vain. For senior foodies, Haidilao is not attractive at all.For categories like hot pot, the first factor of delicious food is natural, and the consumption motivation of Haidilao, I think there may be two categories:The first category, early adopters, to experience what Haidilao's service is like.The second category, face psychology。 The boss brings company employees to parties, friends to gather, birthday celebrations, etc., and Haidilao consumption. Compared with five-star hotels, the price is acceptable, and it also saves face.04Retail Tendency of Catering EnterprisesThe 2021 semi-annual report released by Haidilao also shows two key indicators:The turnover rate that Haidilao has always been proud of has dropped to 3 times per day, which is lower than during the 2020 epidemic. In the first half of 2020, Haidilao's turnover rate was 3.3 times/day, and the average turnover rate in 2020 was 3.5 times/day. Going back further, from 2016 to 2019, Haidilao's turnover rates were 4.5 times/day, 5.0 times/day, 5.0 times/day and 4.8 times/day respectively.The per capita consumption of Haidilao's customers is also declining. In the first half of 2021, the per capita consumption of Haidilao customers was 107.3 yuan, compared with 112.8 yuan in the same period last year.From the data point of view, the turnover is closely related to the per capita consumer unit price and the turnover rate. Naturally, the higher the data, the better. However, some people in the industry believe that on the road of standardization, catering must \"reduce dine-in dining\", encourage take-out, and make catering enterprises become retail enterprises like supermarkets and department stores.An article in 2017 \"Why did Haidilao bring the catering industry to the ditch?\" Cited<a href=\"https://laohu8.com/S/MCD\">McDonald's</a>For example, the article said: Why is it so difficult to do Chinese catering, but McDonald's in the United States has a market value of 100 billion US dollars for so many years? I just thought, China talks about the turnover rate, so will McDonald's have anything else besides the turnover rate?I think of some scenes in movies where foreigners eat hamburgers, either carrying hamburgers on the street, or taking them to eat when working overtime. I asked someone to inquire about McDonald's take-out data, and I found that McDonald's take-out data exceeds that of dine-in data, which means that it is a retail industry.The author believes that fast food companies like McDonald's have very limited SKUs, and standardization is very convenient. However, for relatively complicated catering such as hot pot (of course, stir-fried catering products are more complicated), standardization is not easy, and the possibility of take-out is very low.Therefore, it is almost difficult for Chinese food companies to change from catering companies to \"retail companies\" like McDonald's (although Haidilao has also launched takeaway products such as Zihaiguo, the overall scale is too small after all).<img src=\"https://static.tigerbbs.com/b3fa4873ced5aa075375268cb0520cd9\" tg-width=\"660\" tg-height=\"452\" referrerpolicy=\"no-referrer\">So what does it mean for Haidilao if both the customer unit price and the turnover rate are reduced? The author's understanding is this:First, the reduction of unit price per customer is not necessarily a bad thing for Haidilao.When Haidilao's \"service\" is no longer absolutely attractive, the high price will allow many competitors to take advantage of it. Returning the price to rationality has a comparative advantage. With the blessing of brand potential, Haidilao can attract more consumers.Second, different catering categories have different table turnover rates(The turnover rate of Shaxian snacks is completely different from that of Haidilao), and the turnover rate does not reflect the strength of operating capabilities (a high turnover rate does not mean that the operating income of each order is higher). To some extent, Long consumption time may also mean more consumption, so the indicator of turnover rate is double-sided, and the turnover rate is completely beyond the control of merchants.Finally, the author believes that after 27 years of Haidilao, the market's sense of fresh experience has been greatly reduced.Product innovation and model innovation have reached a turning point that has to be changed.","source":"lsy1614676822040","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>Why did Haidilao \"attack\" Zhang Yong's wife and founder?</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 12.5px; color: #7E829C; margin: 0;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nWhy did Haidilao \"attack\" Zhang Yong's wife and founder?\n</h2>\n<h4 class=\"meta\">\n\n联商网资讯2021-08-30 08:52\n\n</h4>\n</header>\n<article>\nIn recent years, as the big brother in the hot pot industry,<a href=\"https://laohu8.com/S/06862\">Haidilao</a>Life is not going very well.On June 15, at the shareholders' meeting, someone asked, can Haidilao continue to grow? Chairman Zhang Yong honest and frank replied: \"Everyone is mythical about Haidilao, and I am very disgusted. As the largest shareholder of Haidilao, I have no hope.\"Zhang Yong said, \"I often say that if you want to know what is not worthy of the name, just look at Haidilao. We also face the difficulties faced by all catering companies; We still haven't solved all the problems that catering companies cannot solve.\"What Zhang Yong said is a true and reliable truth. Of course, it is not ruled out that investors should be mentally prepared to pave the way for the decline of Haidilao's performance and get vaccinated.01Personnel changesTeam introduces fresh bloodOn August 24, Haidilao announced that from now on, Shu Ping will resign as the company's non-executive director and member of the audit committee, and Shi Yonghong will resign as the company's executive director. Both of them are the founders of Haidilao, and Shu Ping is the wife of Chairman Zhang Yong.Haidilao said that the reason for Shu Ping's resignation was the adjustment of the company's internal organizational structure, while Shi Yonghong was to devote more time and energy to other businesses. Shu Ping became a director of the company in 2015 and was transferred to a non-executive director in 2018, mainly responsible for supervising the management and strategic development of the group.Shi Yonghong is the \"second-in-command\" of Haidilao and one of the founders. He became a director of the company in 2015 and was transferred to executive director in 2018. He is mainly responsible for participating in and supervising the management and strategic development of the group. In addition to working in the group, Shi Yonghong is also a supplier of hot pot ingredients under Haidilao<a href=\"https://laohu8.com/S/01579\">Yihai International</a>Executive director and chairman of Haidilao, and holds directorships in several member companies of Haidilao.The announcement also stated that Yang Lijuan was appointed as the company's deputy CEO and Cai Xinmin was appointed as a member of the company's audit committee. Seven new executive directors, namely Yang Lijuan, Li Peng, Yang Hua, Liu Linyi, Li Yu, Song Qing and Yang Li, and two new independent non-executive directors, namely Ma Weihua and Wu Xiaoguang.Yang Lijuan was the chief operating officer of Haidilao before this appointment, mainly responsible for supervising the group's operations. After this appointment, Yang Lijuan will be responsible for assisting the CEO in managing the overall operation of the group.In the first half of this year, Haidilao changed its organizational structure and changed the regional overall coaching model to a large and community management model. The existing stores are divided into five regions according to the region, and the regional manager coordinates the store expansion, engineering, product selection, pricing and other work in the region. Each district is divided into several communities, and the community manager conducts on-site inspections, assessments and counseling of stores in the district.Haidilao said that it hopes to accurately identify the problems existing in each store through the change of organizational structure and conduct continuous supervision and counseling.According to reports, the new executive directors are all around 40 years old. Most of them were trained by Haidilao from the grassroots level and have rich front-line work experience. Yang Lijuan has been starting a business with Zhang Yong since 1997, and is the first waiter hired by Zhang Yong. After Haidilao went public, Yang Lijuan became the \"best waiter\", holding 179 million shares of the company and being worth more than 5 billion yuan.In 1994, Shi Yonghong and his wife Li Haiyan co-founded Haidilao with Zhang Yong and his wife. Ten years later, Zhang Yong asked his wife and Shi Yonghong to withdraw from Haidilao's board of directors. And acquired 18% equity of Haidilao held by Shi Yonghong and his wife at the original investment price.The author thinks,As the head of Haidilao, Zhang Yong asked his wife and veteran founder to withdraw from the front line of management, which is a necessary means of organizational innovation for Haidilao. On the one hand, further dilute the color of family management; On the other hand, getting fresh blood into the C-suite means the beginning of change.02Crazy expansionWhat should I pay attention to in Haidilao?On the evening of August 24, Haidilao released its 2021 semi-annual report. In the first half of the year, the company achieved revenue of 20.094 billion yuan, a year-on-year increase of 105.9%; Achieved a net profit of 94.529 million yuan, compared with a loss of 965 million yuan in the same period last year, turning losses into profits.Since February this year, Haidilao's stock price has been falling all the way, falling by more than 60% compared to its peak. As of the close on August 25, the company's stock price was reported at HK $27.4 per share, with a total market value of HK $149.6 billion. In February this year, Haidilao's stock price hit a record high, reaching 85.8 Hong Kong dollars per share, with a market value of more than 450 billion Hong Kong dollars.In just half a year, more than 300 billion Hong Kong dollars evaporated.Why did the stock price fall? The author believes that the epidemic, the biggest \"black swan\", has had a huge impact on the catering industry. With the recurring epidemic situation, the capital market is generally not optimistic about catering, entertainment, cinema and other industries, and the decline in stock prices has become inevitable.From 2020 to the present, although the epidemic has caused adverse effects, Haidilao has seized the opportunity to expand against the trend.<img src=\"https://static.tigerbbs.com/f59b1a42861728038e42b70f76b76f58\" tg-width=\"660\" tg-height=\"440\" referrerpolicy=\"no-referrer\">By 2019, Haidilao had a total of 768 stores, but in 2020, Haidilao opened 530 new stores. Haidilao's expansion accelerated in the second half of 2020. Among the newly opened stores, 363 new stores were added in the second half of 2020 and 299 new stores were added in the first half of this year. According to media reports, after the epidemic, the property has given a lot of discounts, and it is more convenient to sign a contract, which makes Haidilao unable to help but be excited. Especially in third-and fourth-tier cities, local shopping malls will provide preferential policies similar to rent-free, and the cost of opening a store is lower.In order to improve performance and the impact of cost increases caused by the epidemic, Haidilao quietly raised prices in April 2020. Some consumers found that a portion of freshly fried crispy pork had risen from 28 yuan to 44 yuan. Under the \"verbal criticism\" of public opinion, Haidilao quickly apologized and said that it would restore the original price. In March of this year, Haidilao replaced the beef cubes in the small ingredients with vegetable protein \"taste companion\", and the \"Haidilao beef cubes changed into vegetables\" once again plunged it into the whirlpool of public opinion.The author believes that expanding against the trend during the epidemic is a correct strategic choice, just like the truth of bargain hunting in the stock market. But the problem is that opening a store is not just about the expansion of hardware, but the most important thing is that a series of supporting facilities such as service, management and operation can keep up. Many chain retail enterprises often end up defeated and \"rapidly expand\". In the process of expansion, we need to pay attention to at least three core elements:First, the talent team.Opening a new store requires a corresponding talent team for terminal stores, and when the density of stores in an area increases, the talent team from the group to regional management needs to be able to keep up.Second, cost control.Opening a store means a lot of fixed cost investment, which is one aspect; On the other hand, if the customer acquisition ability cannot keep up after the operation of a new store, the daily operating costs (loss of dishes) will quickly make the new store a \"burden\" for the entire group.Third, site selection.The rapid opening and expansion of stores, to a certain extent, means that new stores are in mud and sand, and the good and bad are mixed. For any chain retail format, location selection is crucial. The most taboo thing is that, from the perspective of the headquarters, in order to achieve the target of the number of stores opened, many stores with unwise location are often opened with luck (thinking that they can be popular and should be popular).03Except for \"service\"What else does Haidilao have?Zhang Yong pointed out in June this year: \"Haidilao has not really established a completely scientific system since it started its business. For example, in terms of process operation, when the organization is large, there will be various levels, and each level may violate some systems in operation. Why was the online hype of Haidilao system so awesome before? Because it was covered up by performance. And every time I say there is a problem, everyone says I am modest. \"As we all know, Haidilao builds its core competitive advantage with service, thus distinguishing itself from other catering brands.In the past twenty-seven years, has Haidilao's \"service-winning\" USP (Unique Selling Proposition) become outdated? Has the public been tired of Haidilao?The author's experience is that Haidilao's service is indeed better than any other restaurant, such as kind reminders, hot towels, a small bowl of beef soup for each person, and so on. Perhaps Haidilao has been criticized for \"over-service\" in the past. At present, Haidilao has optimized the entire service items and standards, making them more natural and humanized.<img src=\"https://static.tigerbbs.com/a54591efb4c80b81122ed14842f8f5e8\" tg-width=\"660\" tg-height=\"440\" referrerpolicy=\"no-referrer\">From an objective point of view, Haidilao's service is not excessive, and it can indeed add points to the entire consumption experience. However, if these services are cancelled, users can accept them.As the first brand in the hot pot track, among Sichuan-style hot pots,From the three perspectives of dishes, cost performance and taste, Haidilao does not seem to be the best.Or it can be interpreted this way. Haidilao has established a distinction between itself and other Sichuan-style hot pots with \"service\", and this distinction has allowed Haidilao to consciously raise its own pricing. Therefore, with \"high-quality service + High price\" established Haidilao's identity as the \"first brother of hot pots\".Under such a positioning strategy, Haidilao has avoided falling into competition with its peers in terms of products. For example, the bottom pot, the side dishes in Haidilao bottom pot are far inferior to Tan Duck Blood, and the dishes, including the main meat, tripe, soy products, etc., are far inferior to other Sichuan-style hot pots at the same price. During the author's stay in Chengdu this year, local people generally reported that few people in Sichuan ate Haidilao.From a comprehensive analysis, Haidilao's products themselves have no competitive advantage. On the basis of the same quality, the price of Haidilao is far higher. However, Haidilao can still maintain a good popularity, but it is just wearing the high hat of the first brand of hot pot in vain. For senior foodies, Haidilao is not attractive at all.For categories like hot pot, the first factor of delicious food is natural, and the consumption motivation of Haidilao, I think there may be two categories:The first category, early adopters, to experience what Haidilao's service is like.The second category, face psychology。 The boss brings company employees to parties, friends to gather, birthday celebrations, etc., and Haidilao consumption. Compared with five-star hotels, the price is acceptable, and it also saves face.04Retail Tendency of Catering EnterprisesThe 2021 semi-annual report released by Haidilao also shows two key indicators:The turnover rate that Haidilao has always been proud of has dropped to 3 times per day, which is lower than during the 2020 epidemic. In the first half of 2020, Haidilao's turnover rate was 3.3 times/day, and the average turnover rate in 2020 was 3.5 times/day. Going back further, from 2016 to 2019, Haidilao's turnover rates were 4.5 times/day, 5.0 times/day, 5.0 times/day and 4.8 times/day respectively.The per capita consumption of Haidilao's customers is also declining. In the first half of 2021, the per capita consumption of Haidilao customers was 107.3 yuan, compared with 112.8 yuan in the same period last year.From the data point of view, the turnover is closely related to the per capita consumer unit price and the turnover rate. Naturally, the higher the data, the better. However, some people in the industry believe that on the road of standardization, catering must \"reduce dine-in dining\", encourage take-out, and make catering enterprises become retail enterprises like supermarkets and department stores.An article in 2017 \"Why did Haidilao bring the catering industry to the ditch?\" Cited<a href=\"https://laohu8.com/S/MCD\">McDonald's</a>For example, the article said: Why is it so difficult to do Chinese catering, but McDonald's in the United States has a market value of 100 billion US dollars for so many years? I just thought, China talks about the turnover rate, so will McDonald's have anything else besides the turnover rate?I think of some scenes in movies where foreigners eat hamburgers, either carrying hamburgers on the street, or taking them to eat when working overtime. I asked someone to inquire about McDonald's take-out data, and I found that McDonald's take-out data exceeds that of dine-in data, which means that it is a retail industry.The author believes that fast food companies like McDonald's have very limited SKUs, and standardization is very convenient. However, for relatively complicated catering such as hot pot (of course, stir-fried catering products are more complicated), standardization is not easy, and the possibility of take-out is very low.Therefore, it is almost difficult for Chinese food companies to change from catering companies to \"retail companies\" like McDonald's (although Haidilao has also launched takeaway products such as Zihaiguo, the overall scale is too small after all).<img src=\"https://static.tigerbbs.com/b3fa4873ced5aa075375268cb0520cd9\" tg-width=\"660\" tg-height=\"452\" referrerpolicy=\"no-referrer\">So what does it mean for Haidilao if both the customer unit price and the turnover rate are reduced? The author's understanding is this:First, the reduction of unit price per customer is not necessarily a bad thing for Haidilao.When Haidilao's \"service\" is no longer absolutely attractive, the high price will allow many competitors to take advantage of it. Returning the price to rationality has a comparative advantage. With the blessing of brand potential, Haidilao can attract more consumers.Second, different catering categories have different table turnover rates(The turnover rate of Shaxian snacks is completely different from that of Haidilao), and the turnover rate does not reflect the strength of operating capabilities (a high turnover rate does not mean that the operating income of each order is higher). To some extent, Long consumption time may also mean more consumption, so the indicator of turnover rate is double-sided, and the turnover rate is completely beyond the control of merchants.Finally, the author believes that after 27 years of Haidilao, the market's sense of fresh experience has been greatly reduced.Product innovation and model innovation have reached a turning point that has to be changed.\n<div class=\"bt-text\">\n\n\n source：<a href=\"https://mp.weixin.qq.com/s/l7-nK7ZKXP7kndgoByHglQ\">联商网资讯</a>\n\n\n</div>\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"https://static.tigerbbs.com/23f2c25e060d113f3768c45cafc16292","relate_stocks":{"06862":"海底捞","09988":"阿里巴巴-W"},"source_url":"https://mp.weixin.qq.com/s/l7-nK7ZKXP7kndgoByHglQ","is_english":false,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1167910924","content_text":"这些年，作为火锅界的大哥，海底捞的日子过得并不太顺利。\n6月15日，在股东大会上，有人问，海底捞能否持续增长？董事长张勇耿直地回答：“大家神话海底捞了，我本人非常反感。我作为海底捞最大的股东，我是不抱有希望的。”\n张勇说，“我常常讲，要想知道什么是名不符实，看看海底捞就知道了，所有餐饮企业面临的困难，我们同样面临；所有餐饮企业不能解决的问题，我们依然没有解决。”\n张勇所说的是真实靠谱的大实话，当然，也不排除为海底捞的业绩下滑做铺垫，打预防针，对投资人来说，要有个心理准备。\n01\n人事变动\n团队引入新鲜血液\n8月24日，海底捞宣布，自即日起，舒萍辞任公司非执行董事及审计委员会成员，施永宏辞任公司执行董事。这两人都是海底捞的创始人，舒萍是董事长张勇的妻子。\n海底捞表示，舒萍辞任的原因是公司内部组织架构调整，而施永宏则是为了将更多的时间和精力投入到其他业务中。舒萍于2015年成为公司董事，并于2018年调任非执行董事，主要负责监督集团的管理与战略发展。\n施永宏是海底捞的“二把手”，也是创始人之一。其于2015年成为公司董事，并于2018年调任执行董事，主要负责参与并监督集团的管理以及战略发展。除了在集团任职外，施永宏还是海底捞旗下火锅料供应商颐海国际的执行董事及董事长，并在海底捞旗下多个成员公司担任董事职位。\n公告同时表示，杨利娟被任为公司副首席执行官，蔡新民被任为公司审计委员会成员。并新增杨利娟、李朋、杨华、刘林毅、李瑜、宋青、杨立七位执行董事，新增马蔚华、吴宵光两位独立非执行董事。\n杨利娟在此次任命前是海底捞的首席营运官，主要负责监督集团的运营工作。此次任命后，杨利娟将负责协助首席执行官管理集团整体运营工作。\n今年上半年，海底捞变更组织构架，将区域统筹教练模式，改为大、小区管理模式。将现有门店按地域划分为5个大区，由大区经理统筹区域内的门店拓展、工程、选品、定价等工作。每个大区分设若干小区，由小区经理对区域内门店进行现场巡视、考核和辅导。\n海底捞表示，希望通过组织构架的变革，精准识别每家门店存在的问题，并进行持续性的监督和辅导。\n据报道，新的执行董事，年龄都在40岁上下，大多是海底捞从基层培养出来的，有丰富的一线工作经验。杨利娟从1997年起，就跟随张勇一起创业，是张勇挖来的首个服务员。海底捞上市后，杨利娟成为了“最牛服务员”，持有公司1.79亿股，身价超过50亿元。\n1994年，施永宏和妻子李海燕与张勇夫妇共同创立了海底捞。十年后，张勇让妻子和施永宏退出海底捞董事会。并以原始出资价格收购施永宏夫妇所持海底捞18%股权。\n笔者以为，作为海底捞的掌门人，张勇让妻子和元老级创始人一起退出管理一线，对海底捞来说，是组织革新的必要手段。一方面，进一步淡化家族管理的色彩；另一方面，让新鲜血液进入最高管理层，意味着变革的开始。\n02\n疯狂扩张\n海底捞需要注意什么？\n8月24日晚间，海底捞发布2021年半年报。上半年，公司实现营收200.94亿元，同比增长105.9％；实现净利润9452.9万元，较上年同期的亏损9.65亿元，实现扭亏为盈。\n从今年2月以后，海底捞的股价就一路向下，相比最高时，跌去了6成多。截至8月25日收盘，公司股价报27.4港元/股，总市值为1496亿港元。今年2月，海底捞股价创出历史新高，达85.8港元/股，市值超过4500亿港元。仅仅半年，就蒸发3000多亿港元。\n股价为什么下跌？笔者以为，疫情这个最大“黑天鹅”对餐饮行业造成巨大的影响。在疫情不断反反复复的状态之下，资本市场对餐饮、娱乐、院线等行业普遍不看好，股价下跌成为必然。\n从2020年至今，疫情虽然造成不利影响，但海底捞却抓住机会，逆势扩张。\n\n到2019年海底捞共有768家店，但2020年一年，海底捞就新开了530家店。海底捞的扩张提速始于2020年下半年，在新开门店当中，2020年下半年新增363家，今年上半年新增299家。据媒体报道，疫情之后物业给了很多优惠，签约有更高的便利度，这让海底捞无法不心动。尤其在三四线城市，当地商场会提供类似免租的优惠政策，开店成本更低。\n为了提升业绩加之疫情导致的成本提升的影响，2020年4月海底捞悄悄涨价。有消费者发现一份现炸酥肉由28元涨至44元，在舆论的“口诛笔伐”下，海底捞很快致歉并表示恢复原价。今年3月，海底捞将小料中的牛肉粒以植物蛋白“味伴侣”替代，“海底捞牛肉粒变素”让它再次陷入舆论漩涡。\n笔者认为，在疫情期间逆势扩张，是一个正确的战略选择，就跟股市抄底的道理一样。但问题是，开店并不仅仅是在硬件的扩张，服务、管理、营运这一系列的配套跟得上才是最重要的。很多连锁型零售企业，往往最终兵败“快速扩张”。在扩张的过程中，至少需要关注最为核心的三点要素：\n第一、人才队伍。新开一个门店，对于终端门店来说需要相应的人才团队，而当在一个片区门店密度加大之后，从集团到区域化管理的人才队伍都需要能够跟得上。\n第二、成本控制。开店意味着大量的固定成本投入，这是一方面；另一方面，新店运营之后如果获客能力跟不上，日常的运营成本(菜品的损耗)会让新店迅速成为整个集团的“累赘”。\n第三、选址。快速的开店扩张，一定程度上意味着新店泥沙俱下，良莠不齐。对任何连锁零售业态来说，选址至关重要。最为忌讳的是，从总部的角度出发，往往会为了实现开店数量目标，而怀揣侥幸心理(以为能火爆、应该能火爆)地开出不少选址并不明智的门店。\n03\n除了“服务”\n海底捞还有什么？\n张勇在今年6月份曾指出：“海底捞从创业到目前为止，还没有真正建立过完全科学的制度。比如流程化操作方面，组织大了会有各种层级，每个层级在操作中都可能会违反一些制度。为什么之前网上炒作海底捞制度很牛逼？因为被业绩给掩盖了。而且我每次说有问题，大家都说我是谦虚。”\n众所周知，海底捞是以服务打造自己的核心竞争优势，从而区别于其他的餐饮品牌。\n二十七年来，海底捞这种“服务取胜”的USP(独特的销售主张Unique Selling Proposition)过时了吗？大众对海底捞是否已经审美疲劳？\n笔者的体验是，海底捞的服务确实比其他任何一家餐饮都好，比如说善意的提醒，递热毛巾，配好每人一份的小碗牛肉汤等等。也许在过去海底捞饱受“过度服务”的批判，目前来看，海底捞对整个服务项目和标准已经有所优化，更加自然和人性化。\n\n从客观的角度来评价，海底捞的服务没有过度，确实能够为全程的消费体验加分。但是，如果取消掉这些服务，用户也能接受。\n作为火锅赛道的第一品牌，在川派火锅当中，从菜品、性价比和口味三个角度来看，海底捞似乎都不是最佳的。或者可以这么解读，海底捞以“服务”建立了自己与其他川派火锅之间的区隔，而这样的区隔又让海底捞有意识地拉高了自己的定价，所以，以“优质服务+高价位”确立了海底捞“火锅一哥”的身份。\n在这样的定位策略之下，海底捞避免了在产品上陷入与同行的竞争。比如说底锅，海底捞底锅中的配菜远不如谭鸭血，而菜品——包括主打的肉类、毛肚、豆制品等，在同等价位之下远不如其他川派火锅。笔者今年在成都期间，当地人普遍反映，四川很少有人吃海底捞。\n综合分析来看，海底捞的产品本身并没有竞争优势，在同品质的基础上，海底捞的价格远远偏高。而海底捞依然尚能维持不错的热度，只是徒然带着火锅第一品牌的高帽子，对于资深吃货而言，海底捞丝毫没有吸引力。\n对于火锅这样的品类，好吃自然第一要素，海底捞的消费动机，笔者以为可能会有两类：\n第一类，尝鲜，去体验一下海底捞的服务到底是什么样的。\n第二类，面子心理。老板带公司员工聚会，或者朋友聚会，生日庆祝等，海底捞消费，相较于五星级饭店来说价位能接受，也有面子。\n04\n餐饮企业的零售化倾向\n海底捞发布的2021半年报还显示了两项关键指标：\n海底捞一直引以为傲的翻台率跌到了3次/天，比2020年疫情期间还低。2020年上半年，海底捞的翻台率为3.3次/天，2020年的平均翻台率为3.5次/天。再往前追溯，2016年-2019年，海底捞的翻台率分别为4.5次/天、5.0次/天、5.0次/天以及4.8次/天。\n海底捞的顾客人均消费也在下滑。2021年上半年，海底捞的顾客人均消费为107.3元，而上年同期为112.8元。\n从数据上看，营业额跟人均消费客单价跟翻台率紧密相关，数据自然是越高越好。但也有业内人士认为，餐饮在标准化的道路上，必须要实现“降低堂食”，鼓励外卖带走，让餐饮企业变成商超百货一样的零售企业。\n2017年的一篇文章《为什么说海底捞把餐饮行业给带到沟里去了？》举了麦当劳的例子，文章说：为什么中国餐饮这么难做，但是美国的麦当劳1000亿美金市值这么多年？我就思考，中国都讲翻台率，那麦当劳会不会除了翻台率还有其他的？\n我想到一些电影里老外吃汉堡的场景，要么是拎着汉堡在街上吃，要么是加班时候随手拿个吃，我就托人打听麦当劳的外带数据，我发现麦当劳外带的数据超过堂食数据，这代表它是零售业。\n笔者以为，麦当劳这样的快餐企业SKU非常有限，标准化非常方便，但是火锅这样相对比较复杂(当然炒菜类餐饮产品更复杂)的餐饮来说，标准化并不容易，而且外卖的可能性很低。\n所以，中餐企业想要类似麦当劳那样从餐饮企业变成“零售企业”，几乎很难(虽然海底捞也推出了自嗨锅这样的外卖产品，但整体规模毕竟太小了)。\n\n那么客单价和翻台率双双降低，对海底捞意味着什么呢？笔者的理解是这样的：\n第一，客单价的降低对海底捞来说并不一定就是坏事。当海底捞的“服务”不再具有绝对吸引力的时候，高价位会让众多竞争对手有机可乘。让价格回归理性，具有比较优势，在品牌势能的加持之下，海底捞反而可以吸引更多的消费者。\n第二，不同的餐饮品类翻台率各有不同(沙县小吃的翻台率跟海底捞完全不同)，而且翻台率的高低并不能反映经营能力的强弱(翻台率高不代表每一单的营业收入更高)，在某种程度上，消费时间长也可能意味着消费得更多，所以翻台率这个指标具有双面性，而且翻台率也完全不是商家所能控制的。\n最后，笔者以为，已经走过了27年的海底捞，市场对其新鲜体验感已经大大降低，产品创新，模式创新已经到了一个不得不改变的转折点。","news_type":1,"symbols_score_info":{"09988":0.9,"06862":0.9}},"isVote":1,"tweetType":1,"viewCount":1618,"commentLimit":10,"likeStatus":false,"favoriteStatus":false,"reportStatus":false,"symbols":[],"verified":2,"subType":0,"readableState":1,"langContent":"EN","currentLanguage":"EN","warmUpFlag":false,"orderFlag":false,"shareable":true,"causeOfNotShareable":"","featuresForAnalytics":[],"commentAndTweetFlag":false,"andRepostAutoSelectedFlag":false,"upFlag":false,"length":3,"xxTargetLangEnum":"ORIG"},"commentList":[],"hasMoreComment":false,"orderType":2}