从“自嗨”到“共创”

Core Insights - The restaurant industry keyword for 2025 is "caution," yet Big Pizza has achieved "explosive" growth, with overall performance increasing nearly 60%, same-store sales up approximately 18%, and revenue nearing 2 billion yuan [1] - The opening of nearly 160 new stores has brought the total number of direct-operated stores close to 400, surpassing the total number of stores opened in the past 22 years [1] - The core of performance growth lies in accurately understanding consumer needs, as the main consumer group shifts from the "post-80s" and "post-90s" to the "post-00s" and "post-10s" [1] Consumer Behavior Changes - The consumption logic of the "post-00s" and "post-10s" differs fundamentally from previous generations, as they are internet natives with more independent thinking and diverse consumption needs [2] - Young consumers now seek multi-dimensional experiences and are no longer satisfied with singular labels like "authentic" or "local," often combining different food categories in one meal [2] - The decision-making process for young consumers has shifted, with online exposure and transaction conversion becoming crucial, as they often order online before visiting the store for experience and delivery [2] Direct Consumer Engagement - To better connect with new generation demands, the founder has developed a personal IP that serves as a promotional window and a customer feedback channel [3] - This direct connection has allowed the brand to capture previously overlooked consumer needs, such as the texture of ice cream, leading to significant improvements in customer satisfaction [3] - The "user direct connection" model has restructured the product innovation system, with new product directions now driven by consumer feedback rather than solely by the R&D team [3] Product Development Strategy - Big Pizza follows a rhythm of "three new product launches per year, updating every four months," resulting in a 30% SKU iteration annually [4] - The strategy involves replacing the lowest-selling products in each category based on consumer preferences, allowing customers to "vote with their taste buds" on product viability [4] - This user-centric approach has kept the brand closely aligned with market demands, contributing to the 18% same-store sales growth [4]