Core Viewpoint - The article draws parallels between the challenges faced by Chinese restaurant chains, such as Xibei, and the historical experiences of Japan's restaurant industry during the Heisei era, suggesting that the lessons learned from Japan's economic downturn can provide insights for China's current market dynamics [5][39]. Summary by Sections Historical Context - The Heisei era in Japan began in 1989, marked by a GDP growth rate of 5.4%, which was never reached again in the following thirty years [7]. - The economic bubble burst in Japan led to a significant decline in wealth across various sectors, yet the restaurant industry managed to survive, with food and beverage consumption remaining stable at around 23%-25% of household expenditure [9]. Changes in Consumer Behavior - Post-bubble, the average monthly food expenditure for Japanese households decreased from 82,000 yen in 1992 to 74,000 yen in 2000, while other consumer sectors saw more drastic declines [9]. - The dining landscape shifted, with a notable increase in "convenience food" consumption, which tripled, as consumers opted for quicker meal solutions amid economic uncertainty [10][14]. Industry Dynamics - The restaurant industry faced a transformation rather than a survival crisis, with a 20% decrease in average meal prices over two decades [9][10]. - The number of restaurant establishments in Japan fell from 1.55 million to around 1.4 million, despite only a slight decrease in demand [15]. The "Impossible Triangle" of the Restaurant Industry - The concept of the "impossible triangle" suggests that high pricing, chain expansion, and quality cannot coexist in the restaurant business [20][30]. - Successful Japanese restaurant chains often focused on standardization and digitalization to achieve scale, leading to a rise in pre-prepared food products [21][22]. Case Studies - The article contrasts the strategies of two Japanese restaurant companies: Watami, which struggled with high pricing and ultimately had to lower prices to survive, and Izumi, which thrived by maintaining low prices and high volume [36]. - The majority of Japan's top restaurant companies are characterized as "affordable representatives," indicating a market preference for value over high-end dining experiences [34]. Cultural and Economic Insights - Japan's high-end dining scene remains robust, with Tokyo housing the most Michelin-starred restaurants globally, but these establishments do not pursue mass expansion [38]. - The article emphasizes that the lessons from Japan's restaurant industry may not be directly applicable to China due to significant differences in market conditions, such as food supply and consumer behavior [38][40]. Conclusion - The article concludes that in the restaurant industry, particularly for chains aiming to serve a broad consumer base, a choice must be made between scale and premium pricing, as attempting to achieve both often leads to failure [41].

Core Viewpoint - The article draws parallels between the challenges faced by Chinese restaurant chains and the historical experiences of Japan's dining industry during its economic stagnation, emphasizing the lessons that can be learned from Japan's "Heisei Era" [5][6]. Group 1: Historical Context - The Japanese "Heisei Era" began in 1989, marked by a GDP growth rate of 5.4%, which was never reached again in the following thirty years [8]. - The economic bubble burst in Japan led to a significant decline in various industries, but the restaurant sector managed to remain relatively stable, with food and beverage consumption maintaining a ratio of 23%-25% during the downturn [10][12]. - Despite a decrease in absolute food spending from 82,000 yen in 1992 to 74,000 yen in 2000, the restaurant industry acted as a buffer against the economic collapse [10][11]. Group 2: Changes in Consumer Behavior - The average dining price in Japan decreased by approximately 20% over two decades due to economic pressures [11]. - There was a notable shift in dining habits, with "home cooking" and "eating out" both declining, while "convenience food" consumption tripled, reflecting a preference for quick and affordable meals [12][13]. - The economic downturn led to a significant reduction in restaurant numbers, from 1.55 million to around 1.4 million, despite only a 1%-3% drop in demand [14][19]. Group 3: Industry Dynamics - The Japanese restaurant industry experienced a wave of horizontal mergers in the late 1990s, driven by a "community thinking" approach, despite a decrease in the number of outlets [18][21]. - The capital market saw a surge in restaurant companies going public, with over 100 listed, making Japan a leader in restaurant financing [21][22]. - The need for digitalization and standardization became crucial for restaurant businesses to attract investment, leading to the rise of pre-prepared food products [22][23]. Group 4: The "Impossible Triangle" - The article discusses the "impossible triangle" in the restaurant industry, where high pricing, chain operations, and quality cannot coexist [24][26]. - Successful restaurant chains often had to choose between maintaining high prices or expanding their operations, with most opting for the latter to ensure survival [28][29]. - The case of Watami, a Japanese chain, illustrates the pitfalls of trying to achieve high pricing while expanding, leading to significant losses [28][31]. Group 5: Lessons for the Future - The article concludes that the Japanese experience suggests a clear choice for restaurant businesses: to pursue either scale at lower prices or maintain high prices without expansion [38][42]. - The success of Japan's high-end dining sector, which focuses on quality rather than scale, contrasts with the struggles of chains attempting to balance both [36][40]. - The differences between the Japanese and Chinese dining markets highlight the challenges of standardization in China, where individual dining establishments still dominate [37][42].