In the decades when Rongji ran the store, he encountered two major disasters: the Great Kanto Earthquake of 1923 and the Great Air Attack of Tokyo of 1945.
However, even if the store was damaged twice, Rongji was able to reopen from scratch.
1958, Rongji's son Mizuho took over and established Yoshinoya Co., Ltd., with the goal of annual sales reaching 1 100 million yen.
This goal is exaggerated. At that time, Yoshinoya had only one store with *** 15 seats, and its business hours were only 8 hours.
Based on the unit price of products at that time, to achieve the goal, there should be 1000 guests every day.
Every day 1 000 people, full seats for 8 hours. The turnover rate is more than 66 times, with an average change of people every 7 minutes. This fantastic idea-Yoshinoya came true seven years later.
1965, Yoshinoya, who still has only one store, achieved annual sales of 1 100 million yen (8.3 million per month). There are no seats at rush hour, and guests even eat standing up.
▲ This drawing is provided by Shenzhen Hua Space Design Consultant Co., Ltd., which is a professional catering interior design company.
1968, Mizuho, Song Tian, I feel that every link has been done to the extreme.
"How can we achieve 200 million?" With this in mind, Mizuho attended a seminar on "Making the annual sales exceed 300 million".
He sincerely asked the experts for advice and asked the difficult questions that had troubled him for a long time.
"You have done it 1 store 1 billion. If you want to achieve 200 million, just open two stores. " The expert actually replied like this.
What seems like a joke is like "oncoming"!
"It is such a simple truth that I really understand it until now." In our life, we must have encountered such an epiphany moment.
China people have the saying of "Three Realms": "Seeing a mountain is a mountain, not a mountain, but a mountain", in which the first weight and the third weight seem to be the same, but in fact there is a world of difference.
Since then, Yoshinoya, who has practiced his internal skills to the extreme, has decided to carry out "chain expansion" and has since soared.
1, how to do the impossible?
How to "think impossibly" is what many enterprises want to challenge, but this "impossible idea" will come into being, often when enterprises have to seek change.
However, enterprises often act too hastily, often rebound because of overexertion, and finally they can only change their plans and find another way out.
For example, if an enterprise wants to reduce costs and finds that it can't, all departments will come to the conclusion after wrangling: if it can't reduce costs, then open source.
So a new business was opened, which brought new costs and increased profits, but the original problems still existed, and the development was more difficult to control because it deviated from the plan.
Yoshinoya believes that after the strategy and plan are determined, we must first change our concepts and identify "must do this" as a breakthrough.
For example, in order to achieve "almost impossible 1 100 million yen", Yoshinoya drastically cut the menu, leaving only beef rice as a "fist product" and streamlining the ingredients.
That's not enough. Yoshinoya also asked employees to finish the meal within 30 seconds of the customer's sitting, but through practice, it was found that the meal only took 20 seconds, which was amazing.
For things that you can't even think about, you should first "find a breakthrough" to think about it, rather than "change the plan after brute force."
This is one of Yoshinoya's unconventional business logic.
2. Is it easier to reduce the cost by 30% than by 3%?
200 1, Yoshinoya's beef rice dropped from 400 yen to 280 yen, and the price plummeted by 30%.
Such an approach is very difficult for enterprises that operate normally. Even in the production site or process details, it can be reduced by 2 or 3 percentage points at most.
However, Yoshinoya believes that price reduction is not a simple cost saving, but an opportunity and means of system reform.
First, it is the price adjustment test.
From February to April, Yoshinoya tested at a price of 300+ yen;
Tested at a price of 200+ yen in April;
Through the test, the target gear will be locked in 270, 280 and 290 soon. The experiment lasted for 6 stores 1 1 week, and the final price was set at 280 yen.
If the selling price is to be reduced by 30%, the profit cannot be reduced and the cost should be reduced by 30%. On this difficult problem, Yoshinoya also asked that the taste should not change! So, what should we do?
"Redesign the value"-Yoshinoya put forward such a slogan.
In order to achieve the goal, the average passenger flow in the store increased from 700 to 900, and the average hourly reception volume increased from 1 1 to 14.
Yoshinoya also decided to completely change the company structure.
Starting with materials, re-accounting, optimizing procurement channels and reducing procurement unit price. Then cut the sales management expenses of the head office.
The next focus is to greatly improve the production efficiency of the store. The layout of the front hall and kitchen equipment have been updated, and the kitchen and distribution mechanism have also been overthrown. For example, loading by variety is changed to loading by store and elevators are added. After the driver arrives at the store, he only needs to push the designated container into the cold storage and then take out the empty container. Therefore, the system of distribution center has also changed accordingly. ...
After making the decision of "reducing the price at all costs", take it as an opportunity to thoroughly investigate the system, and first look at the process and system from a macro perspective, instead of thinking "Oh, tighten your belt and save it".
This is Yoshinoya's second unconventional business logic.
3. Is it possible that goods will never be out of date?
Yoshinoya started his business for a long time, not just selling beef rice alone.
The form of "winning by single product" spontaneously formed by Yoshinoya in the development process is actually an important strategy for the fast food industry to cope with fierce competition. American fast food giant McDonald's also had a long menu at the beginning of its establishment. It was not until Hamburg became the main item of the store that it focused on the competitiveness of the brand.
Of course, "single product wins" refers to the main product, not just one product.
However, if you just walk around the rivers and lakes with a bowl of beef rice, aren't you afraid that customers will get tired of eating it?
Common sense will remind us that customers are bored because the goods are out of date. At this time, enterprises are often in a hurry to "get new products."
However, Shangxin usually needs a lot of R&D investment. Putting a new dish into the market means a series of actions such as channels, products, raw materials, technology and marketing.
Once the innovation attempt fails, a large amount of investment will hit Shui Piao.
In this regard, Yoshinoya has different views.
They believe that customer boredom is not directly related to the obsolescence of goods, and that "goods will never be out of date". The real question to consider is "What should we do to make customers never get bored?"
A recent example can illustrate this problem.
About 20 16, Yoshinoya wanted to build a store aimed at women and highlight the sense of life, so she chose a store on Xiao Zhong East Road to test it.
▲ Yoshinoya Xiao Zhong East Road Branch
After several months of renovation, this two-story single-family restaurant named "Yoshinoya Concept Restaurant" was born, with white as the main color and light wood furniture. At first glance, I thought it was a new store of Muji.
The "commodity" in Yoshinoya's "Commodities Never Out of Date" actually refers to the concept of "main varieties" rather than specific commodity styles.
This is Yoshinoya's third unconventional business logic.
"Yoshinoya's value" is: delicious, cheap and fast.
We have seen many such slogans of corporate values.
However, some people may not notice that slogans can be used not only to shout, but also to sort.
At the beginning, in order to achieve the sales target of 654.38 billion yuan, Yoshinoya had only two slogans: fast and delicious.
In the late 1970s, in order to cooperate with the chain strategy to seize the market quickly, "low price" became the primary business goal.
Yoshinoya went bankrupt temporarily in the 1980s due to overexertion. (It is worth mentioning that Yoshinoya, who has a tenacious tradition, realized a recurring profit of1400 million yen in the second year of bankruptcy. The whole restructuring and recovery process took only six years, and 100% paid off the debt. )
Since 1990s, Yoshinoya has found that customers are less sensitive to price and pay more attention to "delicacy".
As a result, "delicious" once again stood at the forefront of values, and the company invested the part of its profit source with an annual income increase of more than 65,438+06% in promoting "delicious".
With the development of the times, there may be a fourth element, but it is not important. The most valuable thing for Yoshinoya is a clear strategic mind and firm strategic confidence-when to boldly overthrow and when to choose to persist.
Without this, it is easy for enterprises to enter the strange circle of "waiting for death and dying".
Yoshinoya's business logic is effective because of his own characteristics and market characteristics.
For example, overthrowing the whole process system for reconstruction is closely related to Yoshinoya's chain operation needs.
For another example, Yoshinoya's beef rice failed to regain its former glory in China, which was related to a series of factors such as taste preference, cost pricing and policy environment.
As the old saying goes, "Other stones can attack jade". The advantages of Yoshinoya are worth learning and learning from, but they cannot be blindly applied.