在生意不景气、关店潮此起彼伏的当下，餐饮人谈得最多的一个词，是坪效。 我们看到越来越多操作：业态开始混合，比如蜜雪冰城卖起了早餐；营业时间被无限拉长，巴奴毛肚火锅、遇见小面等品牌甚至推出了"24小时不打烊"门 店；门店变小，连肯德基三分之二的新店成了Mini店…… 作者 | 餐饮老板内参 内参君 开一家火一家 背后的老板很"另类" 所有这些动作，本质上都在回答同一个问题：怎么把坪效推到极致？ 在这样的大环境里，还敢谈坪效的，其实不多。但上海就有这样一个坪效神话，名叫三佰杯。 最疯狂的时候，预约号曾被炒到300元一个。为了复制它的成功，江浙地区很快涌现出一批宁波菜bistro：菜单结构在学，摆盘风格在学，空间气质在学。 但很快，大家发现了一件事：学得像，但跑不动。 三佰杯的爆火，不是偶然。 三佰杯旗下另一个新品牌"富士山"，日料版本的三佰杯，上海风头最劲的居酒屋，同样的逻辑、更极致的执行。据悉，这家店坪效已经超过三佰杯，68平米 的餐厅一天营业额超过了5万。 上月试营业的第三个品牌"田螺姑娘"，刚刚登陆上海餐饮圈，没有做什么宣传，也已经掀起巨浪，同行探店、预约爆满。 这三个品牌有一个共同点：难约。非常难约。不是 ...

Core Insights - The article emphasizes the importance of a rigorous financial model for restaurant investment to avoid common pitfalls associated with optimistic revenue projections and unclear cost structures [1][3][4] Group 1: Common Misconceptions - Entrepreneurs often fall into the trap of "revenue illusion," where they underestimate the impact of variables like weather, competition, and the ramp-up period for new stores [4] - There is a tendency to overlook hidden costs, such as material losses and additional employee expenses, which can create significant profit gaps [4][6] - The article identifies three key efficiency metrics: employee efficiency, space efficiency, and product efficiency, which are crucial for understanding the profitability of a restaurant [6] Group 2: Financial Modeling Steps - The first step in building a financial model is to calculate the "survival line" or break-even point, which involves detailing all fixed costs such as rent, labor, and utilities [9][10] - The second step is to determine the "return line" by predicting achievable revenue based on market research and calculating monthly net profit [17][19] - The final step involves optimizing the model by adjusting operational strategies based on the three efficiency metrics to enhance profitability [22][23] Group 3: Actionable Checklist - Companies are encouraged to list all investment items and calculate total investment accurately within 24 hours [27] - It is advised to compute monthly fixed costs based on rental agreements and staffing plans within 12 hours [28] - A conservative gross margin should be estimated to determine the daily break-even revenue, which serves as a critical financial benchmark [29]

Group 1 - The core mission of supermarket shelves is to enhance operational efficiency while subtly guiding consumer choices and expanding shopping lists [1][3] - Supermarket shelves are designed to maximize "坪效" (profit per square meter), with adjustable shelves accommodating various product sizes, ensuring no space is wasted [3][5] - End caps are considered "golden advertising spots" in supermarkets, displaying promotional, high-margin, or seasonal products to capture consumer attention [3][5] Group 2 - The arrangement of shelves is based on consumer psychology, with the most profitable products placed at eye level (approximately 1.5 to 1.7 meters) [5][7] - Cross-merchandising strategies are employed, where related products are placed near each other to encourage additional purchases, such as pasta and pasta sauce [5][7] - Supermarkets design traffic flow to guide consumers along a predetermined path, maximizing exposure to various product areas [5][7] Group 3 - For brands, shelf space is the ultimate battleground, where securing better positions leads to increased visibility and sales [7] - Efficiently designed shelves facilitate smoother operations for supermarket staff, including restocking, inventory checks, and cleaning [7] - Understanding shelf design can empower consumers to make more informed shopping decisions, transforming them from passive buyers to active decision-makers [7]

Core Viewpoint - The article discusses the transformation and success of Trader Joe's, a supermarket chain in the U.S., which has effectively navigated challenges in the retail sector by focusing on unique operational strategies and targeting a specific consumer demographic [4][12]. Group 1: Retail Trends and Challenges - The increasing focus on cost-effectiveness among consumers has led retail giants to emphasize discounts, resulting in price competition and product homogenization in the domestic retail channels [4]. - Trader Joe's has managed to maintain a strong market position despite similar challenges faced in the 1970s by employing a distinctive business strategy that emphasizes product strength and customer experience [4][12]. Group 2: Trader Joe's Founder's Journey - Joe Coulombe, the founder of Trader Joe's, initially worked in a convenience store and later established Pronto Markets, which became a successful chain before transitioning to Trader Joe's [7][8]. - The first Trader Joe's store opened in Pasadena, California, in 1967, targeting a high-education demographic, which was a strategic move to differentiate from traditional retailers [12][13]. Group 3: Product Strategy - Trader Joe's has significantly reduced its product offerings from around 10,000 to approximately 1,100-1,500 items, focusing on unique and high-value products that cater to its target demographic [15]. - The supermarket emphasizes low prices and unique offerings, such as specialty cheeses and organic products, which are often sold at lower prices than competitors [15][18]. Group 4: Employee Relations and Corporate Culture - Trader Joe's prioritizes employee welfare by offering competitive salaries and implementing employee stock ownership plans, which fosters loyalty and low turnover rates [21][22]. - The company maintains a unique corporate culture by engaging employees in decision-making processes and ensuring their well-being, which contributes to the overall success of the business [21][22].

Core Insights - The article discusses the evolution of the relationship between new energy vehicles (NEVs) and shopping malls, highlighting the shift from traditional 4S dealerships to mall-based showrooms, driven by changes in consumer experience and retail models [1][2][3]. Group 1: Historical Context and Evolution - The entry of NEVs into shopping centers represents a significant shift in consumer engagement, transforming malls into venues for automotive experiences rather than just retail spaces [2]. - NEV brands have strategically abandoned traditional dealership models in favor of mall locations to enhance customer experience, improve service quality, and increase brand visibility [3][4]. Group 2: Store Model and Performance - NEV showrooms in malls have evolved into complex spaces that combine display, interaction, and light sales, moving through stages of brand exposure, user experience, and sales conversion [4][5]. - As of the end of 2024, over 2,500 NEV stores are present in shopping centers, with leading brands like NIO, Xpeng, and Li Auto dominating the market [5][6]. Group 3: Economic Impact and Value Proposition - NEVs have demonstrated superior "坪效" (sales per square meter) compared to traditional retail, with some brands achieving sales figures that exceed those of high-end jewelry and fashion [6][15]. - The rental model for NEV stores often includes a combination of base rent and sales commissions, allowing for a more flexible and mutually beneficial relationship with shopping centers [11][17]. Group 4: Challenges and Future Outlook - Despite their initial success, NEV brands face challenges such as market saturation, increased competition for prime mall space, and the need to maintain customer engagement in a crowded environment [20][21]. - The relationship between NEVs and shopping centers is evolving, with a focus on creating content-driven experiences and integrating data systems to enhance operational efficiency and customer engagement [28][34].