据了解，海底捞臻选店服务人员均经过专业礼仪培训，侍茶师由服务过多个米其林餐厅、黑珍珠餐厅的 团队担任。据海底捞臻选店店经理介绍，门店主厨、侍酒师、运营团队等多个工作人员有高端酒店、高 端餐饮从业经历。 值得一提的是，《2024年火锅行业消费趋势报告》显示，在当下理性消费驱动下，火锅价格呈两极化发 展态势，中高价格带火锅店对部分追求品质的消费者吸引力正在增强。这也是海底捞推出高端餐厅的一 大背景。 谈及未来规划，海底捞臻选店店经理表示，会持续优化首店模型，在门店运行稳定的基础上，会逐步增 加私厨上门等业务板块。整体来看，未来臻选店门店数量不会太多，且主要布局在一线或新一线城市。 火锅龙头海底捞正在加码高端餐饮。 7月25日，海底捞宣布，近日全国首家臻选店在北京试营业。该店主打粤式火锅，食材以高品质海鲜、 和牛为主。7月8日开启试营业以来，臻选店初期采用了限量预订的接待模式，目前，已全面开放接待， 晚市几乎是满座状态。 记者登录大众点评发现，该门店位于北京市丰台区光华路汉威大厦，距离国贸地铁站近800米，位置堪 称黄金地段。截至目前，大众点评有37人进行了评价，人均客单价超过700元。 "近几年来，我们收到许多老 ...

以下文章来源于经济观察报 ，作者田进 郑淯心 经济观察报 . 经济观察报是专注于财经新闻与经济分析的全国性综合财经类媒体，创办于2001年。聚焦商道、商技和 商机，以锐度、悦度、广度、深度的报道形成了权威的媒体公信力和影响力。 餐厅卷了起来。 作者 | 田进 郑淯心 来源 | 经济观察报 （ID：eeo-com-cn） 今年初，林燕飞敏锐地发现，金融街的很多白领到店吃饭的时间从此前的中午十一点推 迟到了十一点半。偶尔提前抵达的客人，也会刻意寻找餐厅的边角位置。 林燕飞是莆田餐厅PUTIEN金融街分店的店长，该分店位于金融街购物中心，餐厅的消 费者绝大部分来自周边银行、证券公司等各类金融机构的员工，餐厅人均消费为150元 左右。 客户给她的反馈是，今年公司对员工上下班的要求提高了，规定十一点半后才能统一外 出吃饭。员工偶尔提前外出就餐，也会尽量不被公司同事发现。 这只是金融街商圈餐饮近几年来发生的变化之一。 位于北京西城区的金融街是中国金融业的地标。在这片核心区面积不过2.59平方公里的 区 域 ， 聚 集 着 上 千 家 金 融 机 构 和 数 百 家 金 融 机 构 总 部 。 驻 区 金 融 机 构 的 ...

Core Viewpoint - The high-end dining industry in the Financial Street area is undergoing significant changes, shifting from a focus on business clientele to attracting family and general consumers, leading to a reduction in average spending and a transformation in service models [3][10][12]. Group 1: Changes in Consumer Behavior - Financial institutions have tightened their dining reimbursement policies, lowering the per capita reimbursement standard to around 200 yuan, which has affected dining habits [12][13]. - The average dining time for employees has shifted, with many now dining later to comply with company policies [4][6]. - A notable decline in the frequency of visits from regular customers has been observed, with some opting for company cafeterias instead [13][18]. Group 2: Operational Adjustments in Restaurants - Restaurants have reduced the number of staff serving private rooms, with one person now managing three rooms instead of three [9][21]. - Menu adjustments have been made, including replacing premium ingredients with lower-cost alternatives to attract more family-oriented customers [9][22]. - The average spending per customer at some restaurants has decreased from around 220 yuan to approximately 160 yuan, with goals to further reduce it to between 130 and 150 yuan [22][24]. Group 3: Shift in Marketing Strategies - There is a transition from maintaining private customer relationships to focusing on broader online marketing strategies to attract new customers [26][27]. - Restaurants are investing in online platforms to enhance visibility and attract younger consumers, moving away from traditional methods of customer engagement [26][27]. - The emphasis on online promotions and discounts has increased significantly as restaurants seek to maintain customer interest and foot traffic [43][44]. Group 4: Industry Trends and Future Outlook - The high-end dining sector is experiencing a downward trend, with some establishments reporting monthly revenue declines of 300,000 to 500,000 yuan [12]. - The competitive landscape is intensifying, with mid-range restaurants being forced to lower their prices to remain viable, leading to a phenomenon described as "downward competition" [22][24]. - Some restaurant owners are considering relocating to areas with lower rent and a more diverse customer base, indicating a strategic pivot in response to market conditions [18][42].

Core Viewpoint - The high-end dining industry is undergoing significant transformation due to a shift in customer demographics and operational logic, with businesses facing challenges in maintaining profitability amidst high costs and low customer traffic [1][3][4]. Group 1: Industry Challenges - Many high-end restaurants, particularly those reliant on business banquets, are experiencing a decline in revenue, with some reporting a drop of 15%-20% since June [3]. - The disappearance of government and business clientele has led to a drastic reduction in customer spending, with average spending per person at some establishments falling from 300-500 yuan to 150-200 yuan [3][4]. - The overall dining market is saturated, with over 16.8 million restaurants in China, leading to increased competition and a consensus among industry veterans that the pain in the mid-to-high-end dining sector may just be beginning [5][6]. Group 2: Strategic Responses - Restaurants are adapting by shifting their focus to family-oriented dining experiences and offering promotions such as group purchases and takeout to supplement revenue [4][5]. - Cost control measures are being implemented, including reallocating staff to frontline service roles and optimizing inventory management to reduce waste [4][5]. - The industry is witnessing a trend towards enhancing service quality and customer experience, with establishments focusing on maintaining high standards in food quality and service to retain customer loyalty [5][6]. Group 3: Future Outlook - Industry experts predict a significant reshaping of the restaurant landscape over the next 3-5 years, with a potential reduction of one-third in high-end dining establishments due to high operational costs [6]. - There is an increasing trend of consumer segmentation, with certain demographics, such as foreign tourists and young families, showing resilience in spending despite broader economic challenges [6]. - The ability to thrive in the current environment may depend on a restaurant's capacity to excel in niche markets and maintain operational excellence, regardless of price point [6][7].

Core Insights - The high-end dining market in the Midwest presents a promising business opportunity, with companies like Banou showing higher profit margins in lower-tier cities compared to first-tier cities [2][3] - The average profit margin for Banou in second-tier and below cities is 24.5%, surpassing the 20.7% margin in first-tier cities [2] - In Henan, a central province, Banou's profit margin reaches 26.2%, indicating strong performance in the region [3] Market Dynamics - The average consumer spending in first-tier cities is significantly higher, with Banou's average customer spending at 165 yuan in first-tier cities, compared to 141 yuan in second-tier cities and 123 yuan in third-tier cities [3] - Lower rental costs and less intense competition in the Midwest contribute to higher profitability for high-end dining establishments [4] - Companies like Starbucks have also found success in lower-tier cities, with new store performance exceeding average levels [5][6] Consumer Behavior - The Midwest market shows stable consumer demand, less affected by fluctuations in real estate and foreign trade [8] - Population growth in cities like Chengdu, Changsha, and Wuhan from 2019 to 2023 has been significant, with increases of 29.1%, 25.2%, and 22.9% respectively, outpacing first-tier cities [9] - Retail sales growth in the Midwest is positive, with 2024 figures showing 5.0% and 3.5% growth in central and western regions, respectively [10] Risks and Challenges - Despite the opportunities, the Midwest still faces challenges such as lower average incomes compared to first-tier cities and employment pressures [11][12] - Increased competition could pose risks to profitability, as indicated by a central region's mid-range dining brand experiencing declining revenue and customer spending [12] - The market advantages may favor established chain brands that can leverage brand strength and supply chain efficiencies [12]

一哥豆捞高德置地冬广场店。 一哥豆捞为广州老牌火锅品牌，成立于2007年，美团显示，一哥豆捞高德置地店客单价120元，此前在 广州和佛山两地均有布局。据其公众号，自2021年至今，一哥豆捞共关闭5家门店，这意味着，高德置 地门店关闭后，这一有18年历史的老品牌仅剩1家门店，位于广州四季天地广场。 记者走访其四季天地店，目前正常营业。门店店长向南都湾财社记者表示，该门店仍正常经营，目前不 会闭店。她透露，受市场环境的影响，一哥豆捞生意相对以往明显下滑，此外，广东消费者并不会像如 重庆消费者一样，在夏天经常吃火锅，因此火锅餐饮季节性强。对于冬广场门店结业，该店长透露，人 流量和铺租都是很重要的原因，但不清楚具体的租金。 近日，广州老牌火锅"一哥澳门豆捞"（下称"一哥豆捞"）高德置地冬广场店结业一事引发关注。南都湾 财社记者走访了解到，目前一哥澳门豆捞仅剩最后一家门店，该门店店长向记者透露，受市场环境变化 及广东消费者饮食习惯的影响，品牌生意近年下滑。一哥豆捞相关负责人回应南都湾财社记者称，目前 正在处理闭店后续事宜，暂不方便接受采访。 一哥豆捞高德置地店结业 品牌创立18年 全国仅剩最后一家门店 4月27日，一哥 ...