"坐下就消费70元"，近日，重庆一家火锅店的预结单在社交平台引起了网友热议，账单上醒目的"小孩老人辛苦费""晚餐辛苦费"让"扭到费"（重庆方言，意 为纠缠收费）成了新的玩梗热词。这起消费纠纷不禁令人疑惑，商家到底是想要创新突围？还是胡乱收费，触碰了合规与信任的红线？ 一顿火锅引出的"辛苦费"争议 1月26日，一网友发布视频称，去重庆一家老火锅店吃饭，结账时发现收取晚餐辛苦费，大人20元，小孩老人10元。网友调侃，"这是坐下就消费70元。" （图源：网络） 1月28日上午，火锅店老板钟先生向媒体表示，他说，店里菜品和酒水都是按照进的价格卖的，收取的辛苦费就是员工的工资等开支，在菜单上都有体现 的，门口也有标志，"会给顾客沟通好，如果接受就用餐，我们晚上的辛苦费是大人每人20元，老人和小孩子每人10元，中午收费低一些，15元一个人，老 人小孩弹性收费，不吃就不收，吃就收。"钟先生说，他们店开了8年，最近才做这样的调整，顾客的接受度还可以，目前，有个别的顾客有异议，店内也会 给予免单处理。 重庆市璧山区市场监督管理局1月29日发布情况通报：第一时间组织执法人员赶赴现场开展核查处置工作，网传情况基本属实。涉事经营者在 ...

Core Viewpoint - The restaurant industry faced unprecedented challenges in 2025, with significant pressure on operators due to rising costs, declining customer traffic, and a sharp drop in profits, leading to a survival struggle for many entrepreneurs [4][5]. Group 1: Consumer Behavior Changes - Consumer behavior has fundamentally changed, with increased price sensitivity and a heightened demand for quality and experience, forcing restaurants to optimize their "value-for-money" proposition [5]. - The controversy surrounding pre-prepared meals has intensified industry differentiation, impacting cost structures, service models, and consumer trust [5]. Group 2: Successful Business Models - Brands that successfully navigate the challenges have adopted new operational models, focusing on either extreme cost-effectiveness or unique customer experiences [7]. - For example, "南城香" has implemented a model of "fresh stir-fry + self-service weighing," offering competitive pricing with a focus on quality [8]. - The brand "椿芽·鲜牛肉杭州拌川" has differentiated itself through fresh preparation and a unique aesthetic, achieving significant market presence [8]. Group 3: Regional Cuisine and Consumer Preferences - Regional cuisines, such as Jiangxi cuisine, have gained popularity, with a notable increase in the number of related establishments and consumer preference for authentic local flavors [9]. - Data indicates that the importance of "regional characteristics" in restaurant selection has risen from 18% in 2024 to 29% in 2025, reflecting a shift towards unique and authentic dining experiences [9]. Group 4: Social Media and Brand Engagement - Building genuine brand engagement through social media has become crucial, with brands leveraging authenticity and transparency to connect with consumers [10]. - For instance, the founder of Big Pizza has cultivated a personal brand that resonates with consumers by sharing real experiences and addressing operational issues openly [10]. Group 5: Operational Adjustments - Smaller store formats have emerged as a strategy to reduce costs and adapt to the dual demands of dine-in and delivery services [12]. - Brands like "麻小六" and "小菜园" have successfully reduced store sizes and simplified their offerings to enhance operational efficiency and profitability [12]. Group 6: Strategic Recommendations for 2026 - Moving into 2026, the industry must shift focus from merely expanding store numbers to creating unique value for customers and ensuring brand memorability [14]. - Operators are advised to optimize their menu, enhance space efficiency, prioritize delivery channels without becoming overly reliant on platforms, and maintain product quality [14][15]. - Emphasizing team cohesion and employee well-being is critical for navigating challenging times, as a strong team can significantly impact business resilience [15].