Sun Nianpeng, founder of hot pot food: Hot pot is better than hot pot.

In June, 20021,Hot-halogen Gourmet Light won the financing of Angel Wheel, a new Luzhou-flavor brand established less than three years ago, and was favored by Sequoia China. Two months later, I learned that Chundu was overweight.

In the eyes of Zhichun capital investors, "hot brine" is one of the new consumer goods that they have been looking for. In the field of pot-stewed food, compared with cold pot-stewed food, the main course of hot pot-stewed food-hot pot-stewed food has been upgraded in taste and health, which is more "light to eat" and more in line with the eating habits of modern young people.

Sun Nianpeng, the founder of Hotpot Shiguang, has more than ten years of catering management experience and keeps in-depth research on the upstream supply chain. The iteration speed is very fast, and the standardization of supply chain and stores is realized. Today, when the tide of the country is prevalent, we expect to create a restaurant chain model belonging to Chinese people.

Being recognized by front-line organizations is undoubtedly a big plus for brand building. However, in the halogen products industry where investors flock, the competition is also intensifying.

In 2020, the overall market scale of China halogen products will reach 303.3 billion yuan. In recent ten years, the compound growth rate of halogen products market scale is 10.9%. Hot salt water has been eaten up and followed the trend, and it has cut into the popular track from the perspective of "hot salt water is caught now", trying to incite this stable industry.

For a long time, the halogen products industry has maintained a "three-legged" pattern of yellow, delicious duck neck. In the past, fluffy has always been a non-standard product category. Now, driven by the standardization and scale of Chinese food, the Luwei brand has begun to improve from the supply chain to the standardization of stores.

The rapid development of the industry is accompanied by increasingly fierce market competition. According to the survey data of enterprises, at present, the registered number of braised-flavor-related enterprises in China exceeds 1.23 million.

How to surpass innovation? How to create a unique trump card for pot-stewed dishes? We have a clue.

Sun Nianpeng: The growth of an enterprise can be divided into four stages: survival, growth, maturity and success.

For hot brine food, the initial stage under the epidemic in 2020 is the survival stage; With the development of hot brine, it is gradually accepted and understood by consumers. Hot-boiled food focuses on the current opportunity to quickly release resources and open stores, so at the beginning of 20021,enterprises began to enter the second "growth" stage.

If it is to be subdivided, hot brine food is in the second stage of "growth".

1. Opportunity growth stage

Through the initial vortex, hot brine has accumulated a certain consumption base. In the favorable external market environment, including consumer awareness, category development, epidemic relief, etc., enterprises have solved the basic problems such as brand positioning and single store model, and started to develop rapidly.

At this stage, the management of hot brine food was integrated for the first time, and changed from introducing opportunism to establishing a systematic management system and then establishing a professional team.

2. System growth stage

In June and August of 20021,hot pot food was helped by two capitals, Sequoia China and Zhichun Capital respectively.

"System growth" means that the main driving force for the evolution of hot-pot food is no longer external market opportunities and bonuses, but the enterprise organization itself, or the whole enterprise system. Including clear strategic intention and vision, R&D, relatively balanced development and operation, more standardized and streamlined management.

Sun Nianpeng: People in China love to eat braised pork. According to "China Catering Category and Brand Development Report 202 1", the retail scale of 20 18.8% of China leisure braised pork products market reached 9 1 1 100 million yuan; In 20 19, the scale reached 1 1000 billion yuan, a year-on-year increase of 20%; Even in 2020, which was hit hard by the epidemic, the retail sales of leisure halogen products in China reached 654.38+023.5 billion yuan. It can be seen that the pot-stewed vegetable market is stable and the consumer groups are extensive and solid.

However, from the perspective of hot brine, a subdivision of halogen products, it is in the blue ocean of the market.

In 2020, the market share of the five brands of Luwei Caterpillar is only about 20%. Among them, delicious duck neck accounts for 8.6%, Zhou Heiya accounts for 4.6%, Yanzi white-tailed chicken accounts for 3%, Huang Huang Shang accounts for 2.8%, and Jiujiu duck accounts for 1.3%. The remaining 80% of the market is scattered in the hands of some regional brands, individual and private shops and smaller local chain brands.

This also represents: in the hot halogen industry where the leader is vacant, anyone has the opportunity to become the first brand.

Therefore, hot brine food is determined to jump out of the Red Sea, and there will be subversive innovation in dislocation competition. The unique and novel eating method has not only set off a brand-new trend of braised pork among young people, but also won the recognition of capital, further helping this hot brine food to achieve "standardization, standardization and branding" in the process of its rise.

Sun Nianpeng: First of all, we must clarify a concept that innovation does not follow market changes. Innovation is the vitality of an enterprise, it must always be fresh and vigorous, it must always be the light we actively pursue, and we firmly believe that "it is better to be different than better".

Innovation, high efficiency, honesty and responsibility are corporate values, which shows that we attach importance to "innovation". If you want to succeed permanently, you need to keep innovating. There is no standard answer to "innovation". I think the root of enterprise innovation is the management of enterprise culture, which can be roughly divided into four aspects.

1. Allow failed.

In order to encourage innovation, we must forgive mistakes as long as we can learn from them. When determining the aroma type of marinade, hot brine has experienced thousands of sample tests, and after countless failures, it has gradually explored a set of truly right and delicious products.

In the Silicon Valley of the United States, which enjoys the reputation of "global innovation highland", there is a golden sentence from robert johnson Jr., the former president of Johnson & Johnson Company: "Failure is our most important product." Companies must admit that failed attempts are also an integral part of development. In fact, Johnson & Johnson has had failures, but these failures are the basic price for the development of the company's core concepts and norms. Despite setbacks, Johnson & Johnson has never lost money in its history of more than 100 years.

2. Adventure and innovation

An important way to encourage employees to be creative and take risks is to advocate a positive attitude towards change. Risk is an inherent feature of an enterprise, which cannot be avoided. A successful enterprise must be an excellent innovator, and must know how to take risks boldly and keep effective measures.

3. The passion of competition

The attitude of never being satisfied and constantly improving is the key to innovation consistency. Only by constantly stimulating the competitive passion of employees can we maintain the lasting innovation of enterprises.

4. Always stay one step ahead

In order to stay ahead of the competition forever, we must constantly seek new market directions and consumption preferences. This is not only to expand the existing consumption base by increasing SKU, but also to actively explore and discover even more non-existent consumer demand at present. As an enterprise, the purpose is always the first. If we don't occupy the first position, others will occupy it.

Sun Nianpeng: During the epidemic in 2020, hot cooked food came out, and we made great efforts in food safety management. Before and after some tea brands and dinner brands exposed food safety problems, we always implemented the product benchmark of "high standards, high requirements and high quality". We attach importance to food safety, which is the lifeline of the enterprise, from daily account, weekly monthly inspection and QA inspection to quality control department, audit department and mysterious customers, including food safety training and practical operation assessment before taking up the post.

Sun Nianpeng: The unbreakable brand barrier is not independently supported by an excellent single plate, but a number of powerful plates interact and achieve each other.

Professional R&D team is full of passion for continuous innovation; The continuous improvement of store standardization, especially the catering standard "drinks"; In-depth refinement of operational execution standards ..... No part can be ignored. In short, the benign endogenous system is our brand moat.

Sun Nianpeng: Strong systemic anti-risk ability and endogenous growth certainty are two major characteristics of head enterprises, and they are also important knowledge taught by the epidemic.

The sudden COVID-19 epidemic and its lasting impact are both a crisis, an opportunity and a test for all enterprises.

Facts have proved that hot salt water has seized the opportunity and withstood the test.

In the tide of business, the enterprise should be stable and far-reaching, which is closely related to the core competitiveness such as scale benefit, brand benefit, channel penetration, product innovation, supply chain coordination and corporate culture.

Sun Nianpeng: In the early stage of development, there was a serious shortage of personnel, which led to the postponement of the store's business. What impressed me deeply was that during the period of 65438+February in 2020, when many stores were open at the same time, the epidemic situation was not optimistic. As the Chinese New Year approached, the recruitment work was once deadlocked.

Therefore, at this stage, the company attaches great importance to team building and talent reserve, and resolutely avoids the phenomenon of limiting the development progress of enterprises due to lack of manpower. At present, our team configuration is advanced and perfect, ready to meet explosive growth.

Sun Nianpeng: In June, 20021,hot-marinated food received US dollar financial assistance from Sequoia China. Two months later, I learned that the RMB fund of Spring Capital was blessed. Thanks to the escort of front-line institutions, the brand has accumulated explosive potential energy and transformed it into future sustained endurance.

In the future, hot pot food will focus on four enterprises and consolidate brand barriers again:

1. Front-end model upgrade iteration

2. Create a super supply chain at the back end to ensure the overall supply and internal virtuous circle.

3. Strengthen digital management and control, and the data of China and Taiwan are constantly granulated.

4. store standardization, committed to the realization of catering "drinks" operation

In essence, it is an enterprise management system with Internet technology as the core and applying CRM, POS, EKP, ERP and information system to realize digital management, intelligence and visualization.