北京商报：目前公司旗下有哪几个餐饮品牌？ 霍然：目前公司旗下包括肥福排档、行运海鲜食集、钟久夫肠粉王、鑫粤福顺德干蒸店等品牌。 北京商报：行运打边炉金源店关闭时，很多人感慨"一个时代结束了"。但我们看到公司选择用海鲜食集 重启品牌，这背后经历了怎样的决策过程？ 霍然：我们发现这几年市场风向变了，年轻消费者对"排队文化"的热情在消退，他们更在意"花的每一 分钱是否值得"。金源店关闭前，我们也做了客群调研，发现大部分消费者认为传统打边炉"性价比不 高"，但同样消费者仍对花胶鸡、海鲜等品类有需求。这让我们意识到，不是品类不行，而是模式需要 迭代。 转型初期压力很大，股东们甚至开玩笑说"好好的高端品牌非要去菜市场卖海鲜"。但我们坚持三个原 则：保留经典菜品、降低消费门槛、强化体验感。目前升级后的行运海鲜食集从人均250元的花胶鸡火 锅变为人均150元的海鲜火锅，保留了经典锅底，通过"海鲜自选+锅底DIY"模式重构消费场景。 不仅是原材料，为了保证产品口感，肥福排档采用的都是现杀海鲜。我们总店后厨有50多位师傅，基本 上都是来自广东，保证将粤菜原汁原味搬到北京的餐桌上，在预制菜盛行的今天，这种现杀现做的"笨 功夫"反而 ...

Core Viewpoint - The article discusses the complexities and challenges of investing in different industries, using examples from classic dramas to illustrate the differences in business models and profitability [3][45]. Group 1: Industry Comparison - The textile industry is portrayed as difficult to profit from due to high competition and low barriers to entry, leading to price wars and thin margins [18][39]. - In contrast, the pharmaceutical industry benefits from strong brand loyalty and a more stable profit margin, as consumers tend to prefer established brands even if the products are similar [31][32]. Group 2: Business Models - Light asset models, such as those in the pharmaceutical industry, allow for higher net profits with lower initial investments, but have limitations in scalability [8][9]. - Heavy asset models, like those in the textile industry, require significant upfront investment in machinery and technology, which can lead to long payback periods and increased financial risk [22][23]. Group 3: Competitive Landscape - The presence of numerous competitors in an industry increases the difficulty of maintaining stable profits, as seen in the textile industry where new entrants often resort to price cuts [45][36]. - A strong competitive advantage, or "moat," is essential for long-term profitability, particularly in the pharmaceutical sector where brand recognition plays a crucial role [29][30].