Core Viewpoint - Haidilao is diversifying its product offerings beyond hot pot, introducing affordable meal options like a 22 yuan self-service lunch to attract cost-conscious consumers, particularly workers [1][5][6] Group 1: New Product Offerings - Haidilao has launched a self-service lunch priced at 22 yuan, featuring various dishes including hot and cold items, fruit, drinks, and staples [1] - The company previously introduced smaller portion dishes priced between 4-25 yuan, reflecting a strategy to cater to individual dining preferences [4] - New products like breakfast items and boxed meals are being sold at lower prices, such as 1.5 yuan for tea eggs and around 15 yuan for boxed meals [8] Group 2: Market Strategy - The introduction of lower-priced offerings is a response to increased competition and a challenging market environment, as Haidilao seeks new growth avenues without extensive new store openings [4][11] - The company is focusing on meeting the needs of budget-conscious workers, leveraging its brand reputation to provide affordable dining options [5] Group 3: Business Performance and Adjustments - Haidilao's average customer spending has decreased from a peak of 110.1 yuan in 2020 to 97.5 yuan in 2024, indicating a shift towards more affordable dining experiences [14] - The company has implemented a decentralized management approach, allowing regional managers to tailor offerings to local tastes, which has contributed to a more diverse product range [13] Group 4: Franchise and Expansion - Haidilao is cautiously exploring franchise opportunities, having received over 20,000 applications but only opening 13 franchise locations by the end of 2024, with most being transfers of existing stores [20] - The franchise model aims to reduce operational costs while providing support to franchisees, although the current contribution to total revenue remains minimal at 0.1% [18][20]

Core Viewpoint - The article discusses the rapid expansion of Haidilao's sub-brands in the competitive restaurant industry, highlighting both successes and failures of various brands under different companies, and emphasizes a shift towards cautious and strategic growth in the face of market challenges [1][19]. Summary by Sections Haidilao's Sub-brands - Haidilao has launched several sub-brands, including "Haini Beef Spicy Hotpot" and "Congqian Yinyuan Claypot Dishes," with plans to open 25 and 1 locations respectively in 2024 [1][2]. - The sub-brand "Yanquan" has opened at least 30 locations since its launch, focusing on grilled meat with a unique offering of "grilled meat + fruit" [4]. - Other sub-brands have been more cautious, with many still in the market validation phase [4]. Industry Trends - The restaurant industry has seen a trend of rapid openings and closures, with many brands failing to establish a sustainable presence [6][10]. - For instance, the tea brand "Chamao" launched by Kudi closed 25 stores, reflecting a high closure rate of 22.32% [7]. - High-end brands like "Nawen Dashi is Chef" have also struggled, leading to their closure within months [11]. Market Challenges - The overall performance of major restaurant brands has declined, with significant drops in same-store sales reported for brands like Taier and Song Hotpot [11]. - Taier's average monthly sales per store fell from approximately 800,000 yuan to 600,000 yuan, indicating a troubling trend for profitability [11]. Strategic Shifts - There is a noticeable shift in strategy among restaurant giants, moving from aggressive sub-brand expansion to more measured and innovative approaches within existing brands [12][19]. - Companies are focusing on micro-innovations and leveraging existing supply chains to reduce costs and improve operational efficiency [17]. - The emphasis is now on understanding consumer needs and maintaining a competitive edge in core areas rather than expanding into numerous sub-brands [19]. Conclusion - The article concludes that the future of the restaurant industry will depend on brands' ability to adapt to market conditions, understand their consumers, and maintain a stronghold in their core competencies [19].