火锅店为何集体“卷”甜品？真正的增长在第二份账单里

Core Viewpoint - The transformation of desserts in hotpot restaurants from mere side dishes to core drivers of customer traffic reflects a significant industry shift, as the competition has moved from main dishes to the more lucrative second bill of extended consumption [1][4][6]. Group 1: Product Evolution - The dessert offerings in hotpot restaurants have undergone a comprehensive upgrade, evolving from simple items like brown sugar ice powder to visually stunning and elaborate creations that rival specialized dessert shops [5][6]. - New desserts are priced between 28-48 yuan, with profit margins significantly higher than traditional hotpot ingredients, allowing them to become a new growth driver for profitability [6][11]. Group 2: Consumer Behavior Changes - Consumers are increasingly visiting hotpot restaurants specifically for desserts, indicating a structural shift in consumption behavior where desserts are now a primary motivation for dining [7][11]. - The social and experiential aspects of hotpot dining enhance the appeal of desserts, as they cater to diverse tastes and preferences in group settings, thus improving overall dining satisfaction [11][12]. Group 3: Strategic Value of the Second Bill - The combination of hotpot and desserts is not merely additive but represents a strategic business logic that can drive growth [15][21]. - Introducing high-value desserts can increase the average customer spend without raising the prices of main dishes, effectively enhancing overall profitability [16][19]. - The unique pairing of hotpot and exclusive desserts creates a competitive advantage that is difficult for others to replicate, establishing a strong brand asset [17][19]. Group 4: Market Trends and Future Directions - The success of the hotpot and dessert model suggests that other dining categories may adopt similar strategies, expanding their offerings to include complementary products that enhance customer experience [22]. - Future competition in the restaurant industry will increasingly focus on the ability to design and implement effective second bill strategies, requiring operators to have keen insights into consumer needs and preferences [23][24].