What are the core competitiveness of the catering service industry? Solve

To build the core competitiveness of the company in China, it is really necessary to overcome five levels.
The first level: technical level.
This is the most headache facing Chinese food companies. Do catering companies pay more attention to chefs or should they pay more attention to the product and technology itself? If the catering company wants to pass the technical level, first ask yourself a few questions: Are there any fist products in the company? Are there any core technical tips for fist products? Can the technical trick products be standardized? The technology or control of these products is or personal? Is the production equipment of these products standardized? Is the production process of these fist products standardized? How long is the life cycle of these fist products? Can such technologies innovate and continue? How much energy and funding can companies invest for these research? Is there any sustainable specialized research institution? If you can’t answer, even if you can answer one or two, how can our Chinese food companies create core competitiveness?
The second level: management level.
The why Chinese food companies do not do much and why they are not strong. The most lack of is the ability to copy the level of management. The entrepreneurial period relies on the boss, and the development period depends on the brothers, but the scale of the enterprise is really bigger, and the effect is not as ideal as expected. One store is well opened. It does not mean that the 5 stores are well opened. Five stores are well opened. It does not mean that 15 stores are opened. It seems that the scale effect of catering companies has not been formed, and the problem is to copy the level of management. Many bosses and managers only regard the system as management, only scolding and punishment as management, and even professional manager as a savior. This is a management knot in reality that exists in Chinese catering chain companies. If Chinese food chain companies cannot make management from corporate governance structure, management system, management system documents, management culture, and even human resources recruitment, cultivation, improvement, stability, etc. Essence
The third level: brand level.
The Chinese food companies can not be called a brand. Even the brand is a regional brand. Even in the region, which one can answer certainly: I can still survive for 10 or 20 years? In addition to Quan Jide’s shouting in Beijing, who can other companies compete with? The real brand must be tested by time, and it must be deeply rooted in the hearts of customers. The real brand must do: think of this brand when you think of a certain product. When you think of this brand Products are also second to none. The brand also has the spirit of the brand, and the long -term spiritual characteristics of some groups can be represented by some groups. Therefore, the brand can be compared to a person. It not only has a charming appearance, but also has the connotation quality of people. Otherwise, it cannot be called a brand. The development of catering enterprise brands depends on market insight and promotion capabilities. At present, most companies have maintained melon selling melons, boasting and maintaining themselves in the simple level of competition in the industry. Any company is truly thinking about customers’ heads and consumption. What about the change of habits and consumer demand? Not to mention the brand promotion of a destination.
The fourth level: chain.
The Chinese food chain companies want to do a good job of chain, not only to do a good job of technology, management and brand promotion, but also to have more effort at a higher level. This is an informatization management that can make decisions accurately and quickly. Informatization management can be said to be digital management, and it can also be said to be a convenient and efficient management control system, which is a link and bridge that connect management functions and operating functions. Such a chain is not done by people and princes. It is an institutionalized operation that enterprises integrate resources, reasonably allocate resources, and can quickly make correct decisions in the face of environmental changes and competitors. Such information includes the factors of collectors, wealth, things, and the external environment of the enterprise, as well as decisions obtained through comprehensive processing of information, and even reflections from decision -making to grass -roots people and property. This is not to be done by one or two people. It is the result that requires experience accumulation, knowledge, and even technical mutual combination.
It can’t talk about joining when it comes to chain. When it comes to joining, catering companies are even more talked about changes in tigers. But if you leave the chain to join, why should you develop rapidly and enter the country? The most important thing in the franchise chain is whether the franchisees can have an attitude of “sharing with others and cooperating with others”. Just for money and rapid expansion, joining will die. I often compare the franchise chain to marry. One is to have a good foundation for emotional emotion, and the other is to appreciate the advantages of each other and unite, rather than accusing each other and rampant noses, and even doubt each other and presence. How can such a marriage be maintained? It is strange not to break! Therefore, for the leader and the franchisee, since it is a marriage, you need to operate with your heart, and you must pay and fight for both parties for one purpose.
The fifth level: cultural level.
The final competition of an enterprise must be implemented at the corporate culture level. If you understand the corporate culture simply, it may be very vivid, but we can think about this nothing concept from another angle. The culture of a person is the sum of this person’s thoughts, language, and behavior habits. If this habit is rooted in this person’s brain for a long time, it will form different from others values. Leading. This is culture. If it is said to be a group culture, it can also be regarded as the sum of the commonality and behavior habits of the group. As an enterprise, it is also a team or collective. These people’s common thinking habits, language habits, behavior style of behavior, or some commonly recognized values ​​are the culture of this enterprise.
must not underestimate corporate culture. Corporate culture is a source of thought and power for the long -term development of enterprises. Moreover, corporate culture does not change according to personal will. The corporate culture is good and bad. Only the owner of the boss is also part of the corporate culture. Therefore, whether an enterprise is suitable for developing a corporate culture, as an important national spirit is as important as a nation, the company is the first line of cultural and fading, and it is not possible to have a tiger.
Finally, borrow a expert to give all friends who run the catering:
a, both the static material resources of the enterprise in the company, and the intangible dynamic capacity and resources based on market competition. Essence As long as this resource is unique and valuable, it is not necessary to belong to the scope of technical systems and organizational management systems.
b, frankness acknowledge that some companies can never have “core competitiveness”, and they may not have to force to obtain “core competitiveness”. The development of an enterprise does not necessarily mean that it is necessary to expand the reproduction and become a large -scale company. Competition between enterprises does not necessarily require enterprises to have unique capabilities. There are several types of corporate development theory, not only the theory of core competitiveness. For example, Chinese private SMEs can still gain high profit margins and growth with their own relative competitive advantages.
c, there is no need to deified core competitiveness, and it is also important to recognize the relative competitive advantage. Enterprises with core competitiveness will live better, but not only companies with core competitiveness can live comfortably. You can say that Microsoft and Intel have the overall core competitiveness. This core competitiveness produces specific technical advantages, but its functions penetrate into all resources owned by the enterprise and are reflected in all aspects of the company’s operation. I can also say that Microsoft and Intel have the relative competitive advantages in technology and market share. It is these two relatively competitive advantages that make Microsoft and Intel look different and have achieved huge commercial success.
The method of obtaining relatively competitive advantages is: new and different, target aggregation, cost leading, etc., even being able to monopolize some resources can also temporarily achieve part of the competitive advantage in the market. For details, you can check McCard’s “Competitive Advantages”. In addition, the emergence of core competitiveness is also closely related to the life cycle of the enterprise. Enterprises are in different life cycles, and the competitive strategies selected are also different. There are no absolute correct solutions in management and business systems, but there are optimized solutions. Regardless of large enterprises or small enterprises, theory is theory. Choosing the most wise move for you!