China Food

From the perspective of prefabricated dishes, why is operation the core competitiveness of consumer goods?

“ 
user thinking is the foundation of business value.
 ”
Prefabricated dishes that have been caught on fire by the epidemic have recently become a hot topic.
 
But like many industries that are still in the incubation period, homogenization, low-cost competition, and the mixing of good and bad are the phased pains that every enterprise has to face.
 
Especially in today’s environmental cycle, many brands that appeared to be strong and fast-growing in the early days have lost their halbers. What is the real moat of consumer goods enterprises has become a question that everyone has to rethink.
 
In the recent member special activity of Inspur new consumption, Li Lihong, the founder of the “silver food” brand, reviewed in depth the entrepreneurial process and the pits he had trodden in the past few years, and summarized the bottom thinking on such important issues as the core competitiveness of consumer goods and what is a good business model.
Li Lihong, founder of “silver food” brand
Li Lihong has been deeply engaged in the FMCG industry for 15 years. He has worked in Unilever, Nestle and Master Kang with rich experience. In September 2017, he established an e-commerce platform for catering procurement, with a revenue of more than 300 million in 2019.
 
In June 2021, the company established the chain brand of silver food prefabricated food materials and adopted the chain alliance mode to target the C-end users in the county and township markets. Up to now, Yinshi has opened 65 stores and obtained investment from Xianfeng Changqing.
 
Intercept the essence content and share it with entrepreneurs and investors!
Share | Li Lihong
Editor | Li Qinfang
Our company was established in September 2017, and was originally engaged in B2B catering procurement business.
 
In 2018, it achieved a revenue of more than 60 million yuan, and in 2019, it achieved 270 million yuan. In early 2020, the outbreak of the epidemic broke out, and the hotels could not operate normally, and the B2B food material purchasing mode of silver food mall was also stopped.
 
But at that time, we didn’t think B2B was difficult to do, so we changed the original B2B supply chain mode to physical e-commerce, that is, the community group purchase mode. After nearly half a year’s work, I found that it was different from what I imagined, so I gave up this part of business and transferred to offline food chain stores.
 
At that time, our definition was “cold and fresh without overnight”, which was actually a reference to the successful model of other companies. However, after doing three stores in Shijiazhuang, I found that the effect was not very good.
 
Later, by studying some business models that were well done at that time and analyzing the sales data accumulated before, we saw the opportunity of prefabricated dishes.
 
At that time, we built a prefabricated food processing factory ourselves. During that time, there were many problems and we stepped on many pits. Finally, we transferred it to today’s “silver food prefabricated food chain alliance mode”.
 
From the beginning, our team went to start a business with confidence and set a very ambitious goal for ourselves. Today, we have gone so far. At every step, we find that entrepreneurship is too different from what we originally thought.
 
But I still don’t want to give up, I still want to fight for my dream. It is precisely because of our constant persistence and innovation that we can continue to go on.
User thinking is the basis of business value
For example, there were taxi companies in the taxi platform, but with Didi, it is more convenient to take a taxi, which is user experience, user thinking and user value.
 
What will happen if we have us? What will happen if we don’t have us? At the beginning of entrepreneurship, we must calm down and think about this issue. If the false demand is not seen through, the enterprise will step on a lot of holes if it continues to move forward.
The second is to discover the value behind the problem. All the problems are valuable. The most important thing is to see if we can dig this value well.
Can we dig out the problems and solve them through our ability to identify and innovate the needs. If the answer is yes, we can continue to work hard.
 
Third, value is the cornerstone for enterprises to become bigger and stronger. The user needs are actually our entrepreneurial value. If the user needs can not be solved, the enterprise basically has no opportunity to become bigger and stronger. Here I would like to share a word: the biggest opportunity for enterprise development is that users are constantly picky.
 
For example, on the mobile end, we first used pagers. Later, we had push-button pagers. Today, we have wireless Internet technology so that I can share with you in different scenarios. I think the real iteration logic is users. If users are not satisfied with the status quo, entrepreneurs will continue to innovate according to the needs of real users. Therefore, we can see that technology is constantly updated and iterated.
What is the real core competitiveness of consumer enterprises?
Another focus I share today is how to improve the competitiveness of enterprises. In my opinion, for consumer goods such as Yinshi, it is really competitive to emphasize assets and operation.
 
Personally, I don’t think there are so-called barriers, either technical or other barriers. The software, hardware and technology related products we use actually have faster iterations. The new products are not used to, and the products of the next iteration come again. Where is the technical barrier.
 
We believe that in the field of consumer goods, the real competitiveness is not technology or anything else. I think it is “operation”.
 
It is a multifaceted and comprehensive operation mode, rather than a simple word or sentence. Separately, the operation is divided into three parts:
Among them, team building is the first thing.
 
Yinshi has investment promotion department, operation Department, supply chain department, financing department and other departments. If each department does not have a clear goal, playing method and a good sense of innovation, then the Department will not be competitive and the business model ultimately formed will not be competitive.
 
Therefore, the separation means that each department must have its own plan. This method can not only convince you, but also convince the people who join you.
 
Only in August 2021 did we start to join. There were only four people in the investment promotion team. Today, the number of stores signing orders has reached nearly 100.
 
This is an ideal joining speed. Why do you join silver food? Our team has discussed nine forms of Yinshi’s investment promotion. Here I will share one of them.
 
Let’s go to business
The third point is brand operation, where we should form C-end cognition. Let C-end consumers know it first, and buy it more after knowing it. Our company’s brand operation has just started. At present, we have made some attempts in the surrounding three kilometers, and the results are very good.
 
In terms of brand operation, the founder’s positioning in product, market and price is very important. Where is your product channel? Is your pricing suitable for this channel? Pricing should refer to other products and enterprises of the general category and the acceptance of users.
 
Silver food now focuses on the sinking market. What we mainly do is to build counties and townships. At most, we can build a prefecture level city, a third tier city and a fourth tier city. We will not touch the second tier cities, let alone the first tier cities.
 
After the reservation, you can start to see the products. Since it is these consumer groups, our prices cannot be high. The price advantage is the first advantage.
 
The second advantage is the taste of your products, which should be cheap and good. Plus the third convenience, if the processing method is very complicated and it is more difficult than frying yourself, consumers will definitely not buy you.
 
Brand operation was originally defined as “Trinity” — channel positioning, product positioning and price positioning. The most important thinking of the founder is where your brand starts and where you want to go.
 
We can see that in terms of improving the competitiveness of the enterprise, Yinshi has enabled each department to have its own methodology through operation. It uses different methodologies to occupy many advantages in each service, and finally enables the company as a whole to lead the industry.
What is a good business model?
“Tao follows nature” after “Da Dao Zhi Jian”
I always believe that a good business model is “following the nature” after the “road to simplicity”.
 
“The road to simplicity” means that if the business model is simple enough, it can be explained clearly in one sentence. Silver food has a saying: eat at home, go to silver food.
 
This is our business model. If you make people feel that it is very simple, they will have the opportunity to quickly replicate it. Our silver food is called “fool” mode.
For example, two hundred stores were suddenly signed today. As long as you have selected the locations of all the two hundred stores, I can responsibly tell you that all these stores can be opened within ten days, without exaggeration.
However, it is difficult to do simple things. Only when we do complex things and others do them with you, will your partner feel very simple. This is the “Tao follows nature” mentioned just now. The company wants to create a “fool” model for everyone.
 
We are very complex, others are very simple, and we also have the ability to quickly copy. This is a good business model.
 
Finally, the shared view is to combine the sense of mission, values and vision of the enterprise into the enterprise culture and make the enterprise culture become the spiritual food for the management of the enterprise.
 
I think it’s also very good to manage enterprises by means of systems, salary systems, KPI indicators and other management methods. But if there is a better way, I think it is the corporate culture. Because culture can speak for you, it is a kind of
From the perspective of prefabricated dishes, why is operation the core competitiveness of consumer goods?
 
所以我们就在商场搞加盟连锁招商,就数据来说,我们在石家庄万达广场布展周六、周日两天,现场跟我们签单了六家,平均每天三家,这个效率和转化率还是蛮高的。
 
我们相信,在团队运营中,每个部门一定要有一套自己清楚的打法,而且一定是这个行业其他人没用过的,与众不同的打法有机会让你在这个行业做得更好。
 
第二是渠道的运营,我们渠道是先B端再C端。因为我们做连锁加盟,你产品再好,如果做不出加盟店,消费者也没有渠道去买。
而我们B端没有产品,所有商品都是通过加盟连锁店,最终由C端消费者购买。所以在渠道运营中,我们的思考就是如何让我们的加盟店业务生意、销售数据能够越来越漂亮。
 
具体操作层面,比如说一个门店营业前五天,我们会让他通过小程序、公众号推广。公司拿费用出来,让门店发一些五块、十块的优惠券。优惠券会锁定一个使用时间段,并设置门槛金额。这个打法很多公司都在用,也蛮有效的。
 
做完第一波活动后,第二步一般我们会延续十天,可能会增加更多活动政策,比如套餐、满赠活动,还有一些优惠券,这是线上的部分。
 
线下运营是做试吃。另外,公司会在开业、试营业阶段派运营督导驻店一到两个月,根据门店的销售业绩情况看看这个门店是否有继续开的必要。
 
对门店我们也有一些费用支持,比如固定的广告推广、优惠券推广等等,再加上驻店人员、试吃产品、买赠活动的费用也都是公司承担,支持的费用还是很高的。但把它持续下来,回报会更高。
 
第三点是品牌运营,在这块我们要形成C端认知。先让C端消费者认识它,认识它以后更多地购买它。我们公司品牌运营刚刚启动,目前在周边方圆三公里做了一些尝试,效果非常棒。
 
品牌运营方面,创始人在产品、市场、价格三块的定位很重要。你的产品渠道往哪里铺?你的定价是不是适合这个渠道?定价要参考总品类的其他产品、企业,还有用户的接受度。
 
银食现在主打的就是下沉市场。我们主要做的就是县城、乡镇,最多再做一个地级市三四线城市,二线城市我们都不碰了,更不要说一线城市。
 
定完位以后就可以开始看产品。既然是这些消费群体的话,那我们价格不能高,价格优势就是第一优势。
 
第二个优势是你的产品口味,要价廉物美。再加上第三个便捷,如果加工方式很复杂,比自己炒的都费劲,那消费者肯定不买你。
 
品牌运营我们原来定义为“三位一体”——就是渠道定位、产品定位、价格定位。创始人最重要的思考就是,你的品牌起点在哪里,然后你想做到哪里去。
 
我们可以看到,在提升企业竞争力方面,银食通过运营,让每个部门都有自己的方法论,用不同的方法论在每项服务中都占据很多优势,最终让公司整体在这个行业中完成引领。
什么是好的商业模式?
“大道至简”后的“道法自然”
我始终认为,好的商业模式是“大道至简”后的“道法自然”。
 
“大道至简”是说,如果商业模式足够简单,是可以用一句话讲得清楚的。银食有一句话叫:在家吃菜,就到银食。
 
这就是我们的商业模式,你让大家觉得这个事很简单,才有机会去快速复制。我们银食叫“傻瓜”模式开店。
比如今天突然签单了两百家店,只要你们二百家店都是选好位置的,我可以负责地告诉你们,十天内这些店全部都能营业,一点不带夸张的。
但是简单的事情做起来挺难的,只有复杂的事情我们做了,然后别人去跟你一块做的时候,你的合作方才会觉得很简单,这就是刚才说到的“道法自然”,公司要打造属于大家的“傻瓜”模式。
 
我们挺复杂,别人挺简单,而且还具备快速复制的能力,这就是好的商业模式。
 
最后分享的观点是,将企业的使命感、价值观、愿景,合力为企业文化,让企业文化变成管理企业的精神食粮。
 
用制度或者是薪酬体系,KPI指标等管理手段去管理企业我觉得也很好。但是如果有更好的办法,我觉得就是企业文化。因为文化是可以替你讲话的,它就是一种语言,并且会成为我们员工的精神食粮。
 
在银食,我每月只制定对应的KPI指标,不管钉钉打卡、迟到早退、扣钱扣分这些事。
我给员工讲的是,他来公司做什么,他能给我们带来什么,同时公司能给他什么。我看过一个建议是不要给员工谈这些,谈这些没有意义。但其实我不太认同这个观点,我认为员工是公司的合作者,而不是打工者。
 
所谓的合作就是你来公司你想要的东西我给你,那我想要的东西你是不是也能给我,其实用这种更直接的管理方式反而会更好。
我们从一开始就让员工对这家公司的愿景、价值观、使命感有一个深度的理解,让大家用自发、自力或者自主的心态去工作,这比用制度奖罚,或者用考勤KPI指标、薪酬体系管理更好。
我想分享的最后一句话就是:“管理的更高境界,就是文化成为制度”。企业独特的文化也是你的竞争力。如果公司的团队成员都能够把企业文化作为精神食粮,本身它就是一种很强的战斗力。

原文标题:「银食」李丽宏:从预制菜说起,为什么重运营是消费品的核心竞争力?
源:浪潮新消费(ID:lcxinxiaofei),转载已获得授权。
转载授权及媒体商务合作:Amy(微信号:13701559246);
加入社群:Cherry(微信号:15262433826)。


相关阅读



食品人都“在看”

Similar Posts

Leave a Reply

Your email address will not be published.