据澳洲九号台新闻6月23日报道，近年来，澳洲快餐行业呈现蓬勃发展之势，年消 费总额突破300亿澳 元大关。 澳新银行（ANZ）最新发布的食品、饮料和农业商业洞察报告显示，澳洲家庭平均 每年在快餐上的支 出高达2000澳元。 这一消费热潮推动了快餐连锁店的迅速扩张。 去年，多家知名连锁品牌纷纷在澳洲 增设新店。其中，Guzman Y Gomez新开27家餐厅，肯德基新增23 家，麦当劳也新开 了19家门店。 （图片来源：澳洲九号台新闻） 澳新银行食品、饮料和农业商业洞察部执行董事Michael Whitehead表示："整个行 业都呈现出增长态 势。" （图片来源：澳洲九号台新闻） 除此之外，Five Guys、Wingstop和Jollibee等品牌已开始在澳洲布局，Popeyes也 表示有意进军澳洲市 场。 Whitehead认为，只要澳洲消费者认为快餐符合他们的生活方式，或将其视为偶尔 的犒赏，这个价值数 十亿澳元的行业就很可能持续增长。 这一趋势使得澳洲快餐店数量每年都刷新纪录。 报告还指出，当前澳洲人平均每五顿饭就有一顿来自快餐店。 Whitehead预测，到 2030年，澳洲快餐店和快餐连锁店的总数 ...

Core Insights - The article highlights the launch of Su Jing Shi's new autobiography "Zheng Lu 2: My Life's Pursuit and Practice," which details his journey in leading Yum China and transforming it into a major player in the Chinese fast-food industry [2][5]. Group 1: Book Overview - "Zheng Lu 2" is a follow-up to Su Jing Shi's previous book, providing insights into his experiences and management strategies during his 26 years at Yum China [2]. - The book covers various aspects of business operations, including team building, supply chain management, and marketing strategies, showcasing Su's comprehensive approach to leadership [2][3]. Group 2: Author Background - Su Jing Shi, known as the "Father of Chinese Fast Food," took over KFC in China in 1989 and expanded Yum China's presence from 4 restaurants to over 7,000 by the time of his retirement in 2015 [5]. - He has a strong educational background, holding degrees from National Taiwan University and the Wharton School of the University of Pennsylvania [5]. Group 3: Event Details - A book launch event is scheduled for June 29, 2025, at Beijing Book Building, where Su will discuss his new book and share insights on corporate development and management wisdom [4][6]. - Attendees are encouraged to bring photos from KFC or Pizza Hut for a chance to receive a signed copy of the book [6].

Group 1 - The company, Fangzhuanchang 69, has integrated the concept of the 24 solar terms into its menu design, offering 13 types of customized dishes to cater to diverse consumer tastes [1][4] - The chairman, Ma Junjie, emphasized the commitment to traditional handmade production, with a 90-minute sauce preparation and 8-step noodle making process, ensuring authentic Beijing flavor and quality [4] - To prepare for the upcoming summer tourism peak, the company has adjusted its operating hours, opening earlier at 7:00 AM and extending closing time to between 10:00 PM and 10:30 PM [4][6] Group 2 - The company is expanding its offerings to include "single-person dining" options and has introduced various specialty foods such as yogurt, duck rolls, and bottled sauces [4][6] - To alleviate pressure from increased customer flow during the summer, the company has enhanced staffing in the kitchen and service areas, and implemented new service models to improve table turnover efficiency [6] - Currently, Fangzhuanchang 69 operates 30 direct stores and plans to open an additional 10 to 20 locations in Beijing, focusing on densely populated and high-consumption areas [6]

Core Insights - The trend of transforming traditional Chinese cuisine into low-calorie meals is gaining momentum, driven by the desire for healthier eating options among consumers [2][4][5] - The emergence of affordable and nutritious options, such as Haidilao's self-service lunch priced at 22 yuan, is appealing to health-conscious individuals [8][11] - Social media platforms like Xiaohongshu are playing a significant role in promoting calorie assessments of various Chinese dishes, making healthy eating more accessible [4][24] Industry Trends - The shift from restrictive diets to a more sustainable approach to healthy eating reflects a broader change in consumer attitudes towards food [5][23] - The market is witnessing a rise in low-calorie products, with examples like Guizhou red sour soup gaining popularity, evidenced by over 30,000 mentions on Xiaohongshu [5][24] - Traditional Chinese meals are being redefined as healthy options, with modifications to reduce calories while maintaining flavor, such as changing spicy hot pot to clear broth [13][16] Consumer Behavior - Consumers are increasingly favoring home-style meals over expensive and often unsatisfying light food options, leading to a resurgence in traditional Chinese dining [20][21] - The preference for familiar and comforting foods is evident, as individuals report better success in weight management with traditional meals compared to trendy diets [21][23] - The trend of "everything can be a low-calorie meal" is emerging, showcasing the adaptability of various cuisines to meet health-conscious demands [17][16] Market Opportunities - The focus on health and calorie awareness is prompting restaurants to provide clear nutritional information and innovate their menus to cater to this demand [24][27] - New business models, such as meal delivery services that offer customized low-calorie options, are gaining traction among busy professionals [24][27] - The popularity of low-calorie sauces and seasonings is on the rise, indicating a growing market for products that enhance the flavor of healthy meals [24][27]

以下文章来源于盐财经 ，作者乔悦 盐财经 . 洞察趋势，睿智人生。《南风窗》旗下专业财经媒体。 2025年6月12日，汉堡王中国对外披露，将关闭部分选址不当、经营不善的门店。汉堡王方面表示，这 一调整预计会使2025年汉堡王中国的门店总数有所下降。 但事实上，早在这轮"主动关店"决策出台之前，系列加盟商的关门就已经将这一全球快餐巨头推向 舆论的风口浪尖。 2024年9月18日，慧芳站在山东某四线城市的万达广场旁，望着自己加盟的汉堡王门店，缓缓被工 人拆除。 门头被卸下、桌椅撤出，那批她曾花费130多万元购置的厨房设备，如今全都堆在朋友的仓库里， 无人问津。 "就连拆店的钱，都是我借来的。"她对盐财经记者轻声说，两三万元的拆除费用，像是给这段失败 的创业经历缴纳的最后一笔"赎金"。 这家汉堡王加盟店开张不到一年，投入了300多万元，面积200多平方米，是慧芳倾尽多年积蓄和 抵押房产换来的。 2022年，慧芳从服装生意退出，看准了餐饮赛道，并被"国际大品牌，3—4年回本，店铺能开10 年"的招商宣传吸引，坚定地选择了汉堡王。 但很快，她就发现，所谓的"品牌保障"只是一种幻象。从她的讲述来看，开业前，迟迟招不到 有 ...

出品｜虎嗅商业消费组 作者｜李佳琪 从开餐开始，虽用餐区域始终没有满座，但身着美团、饿了么、京东、达达、闪送等服饰的外卖小哥始 终络绎不绝。虎嗅注意到，他们中的大多数与负责打餐的海底捞员工、该门店店经理都很熟悉，进店后 会互相致以"来啦"、"今天来的挺早"、"今儿外面热哈"等简单但亲密的问候。店经理在经过他们身边 时，甚至会拍一下他们的肩膀，说上一句"今天的菜怎么样""不够再来续"… 炎热的天气和辛苦的工作加快了骑手们享用这份简餐的速度。和他们的"狼吞虎咽"形成对比的，是店内 其他身份的食客。他们有的是来自周边写字楼、和同事一起边吃边聊或悠闲的刷着短视频的白领，有的 是带着餐盒将饭菜、汤品和主食分开打包的附近居民区的银发群体。 无论从哪个维度来看，快餐这门在火锅大品类中开辟出的一片小天地，都颇具"接地气"之意味。但虎嗅 也注意到，该门店用餐区域的顶灯只打开了一部分，从餐车、餐具到布置也一切从简。 这个售价12元的新业务，能盈利还是会亏本也许尚无定论，但从动辄数百元的火锅到价值十几数十元的 早餐、快餐、夜市等小业态的探索中不难看出，海底捞正在用供应链剪刀裁出一件"工装"，试图套进中 国餐饮市场日益凸显的消费分级 ...

作者 | 乔悦 编辑 | 江江 视觉 | 顾芗 2025年6月12日，汉堡王中国对外披露，将关闭部分选址不当、经营不善的门店。汉堡王方面表示，这 一调整预计会使2025年汉堡王中国的门店总数有所下降。 但事实上，早在这轮"主动关店"决策出台之前，系列加盟商的关门就已经将这一全球快餐巨头推向舆论 的风口浪尖。 2024年9月18日，慧芳站在山东某四线城市的万达广场旁，望着自己加盟的汉堡王门店，缓缓被工人拆 除。 门头被卸下、桌椅撤出，那批她曾花费130多万元购置的厨房设备，如今全都堆在朋友的仓库里，无人 问津。 "就连拆店的钱，都是我借来的。"她对盐财经记者轻声说，两三万元的拆除费用，像是给这段失败的创 业经历缴纳的最后一笔"赎金"。 这家汉堡王加盟店开张不到一年，投入了300多万元，面积200多平方米，是慧芳倾尽多年积蓄和抵押房 产换来的。 2022年，慧芳从服装生意退出，看准了餐饮赛道，并被"国际大品牌，3—4年回本，店铺能开10年"的招 商宣传吸引，坚定地选择了汉堡王。 但很快，她就发现，所谓的"品牌保障"只是一种幻象。从她的讲述来看，开业前，迟迟招不到有"洋快 餐"经验的员工；开业后，各类费用高昂，营业 ...

人类学家很早就揭示出，在已知的人类需求中，吃是最基本的一项，其重要与急迫的程度远超性欲。人体能适应很多种食物，这林林总总的食 物，形成了一张巨大的食物光谱。但仔细看看这光谱，我们会发现在不同时代、不同文化中人们吃的东西，尤其是觉得好吃的东西，可能完全不 同。一个英国女孩曾这样描述她第一次看到皮蛋（松花）时的情景： 一家装修挺前卫的香港餐馆，上了皮蛋作为餐前开胃小吃。蛋被一切两半，搭配泡姜佐食。那是我第一次去亚洲，之前几乎没见过晚餐桌上出现 这么恶心的东西。这两瓣皮蛋好像在瞪着我，如同闯入噩梦的魔鬼之眼，幽深黑暗，闪着威胁的光。蛋白不白，是一种脏兮兮、半透明的褐色； 蛋黄不黄，是一坨黑色的淤泥，周边一圈绿幽幽的灰色，发了霉似的。整个蛋笼罩着一种硫磺色的光晕。仅仅出于礼貌，我夹起一块放在嘴里， 那股恶臭立刻让我无比恶心，根本无法下咽。之后，我的筷子上就一直沾着蛋黄上那黑醺醺、黏糊糊的东西，感觉再夹什么都会被污染。我一直 偷偷摸摸地在桌布上擦着筷子。 皮蛋 皮蛋，在大多数中国人眼里应该是再正常不过的食物，可能我们很难想象，皮蛋竟然会被外人描述得如此不堪。不过我在读过她的这段描述后， 再认真看看皮蛋，好像也确实是她说 ...

Core Insights - Burger King China is undergoing significant changes to reverse its declining market position, including management restructuring, capital increase, and store optimization [2][3] - The new management team, including experienced executives from Yum China and McDonald's, aims to leverage local expertise to revitalize the brand [2] - The registered capital of Burger King China has increased from $410 million to $460 million, indicating ongoing investment in the market [2] Management Changes - Rafa Odorizzi, the former Asia Pacific President, is temporarily acting as CEO of Burger King China, with Lu Aijun now serving as the legal representative and chairman [2] - The recruitment of Chen Wenrui and Xue Bing from Yum China and McDonald's as Chief Supply Chain Officer and Chief Transformation Officer respectively highlights a strategic shift towards local management [2] Financial Commitment - The additional capital will primarily be used for supply chain optimization, marketing upgrades, and store adjustments [2] - Plans include closing underperforming stores while opening 40 to 60 new locations in key urban areas to enhance operational efficiency [2] Market Challenges - Despite being in the Chinese market for 20 years, Burger King operates around 1,500 stores, significantly fewer than competitors like KFC and McDonald's [3] - The average annual sales per store for Burger King is only $400,000, which is less than half of its performance in Brazil and South Korea [3] - Ongoing issues such as franchisee conflicts, supply chain challenges, and insufficient brand presence are hindering growth [3] Strategic Outlook - The effectiveness of the new management's localized strategy and refined operations in overcoming current challenges remains uncertain [3] - In a highly competitive fast-food market, Burger King must accelerate its efforts to avoid falling further behind its rivals [3]

Core Insights - Haidilao is adapting to the evolving Chinese dining market by introducing lower-priced meal options, such as a 22 yuan self-service lunch, which is significantly less than its traditional hot pot offerings [1][4] - The company is facing challenges with high idle rates during lunch hours, prompting a reevaluation of its operational strategies [4][8] - Haidilao's innovative approach includes transforming employee cafeterias into public dining options, thereby maximizing supply chain efficiency and addressing off-peak dining hours [5][8] Group 1: Business Strategy - The "Red Pomegranate Plan" involves the development of 11 sub-brands, creating a diverse product range from formal dining to fast food, leveraging existing supply chains [7] - Cost control measures are highly effective, with employee meal standards being directly converted into consumer products, optimizing resource utilization [7] - The company is implementing a regional experimentation strategy, allowing for tailored offerings in different locations, such as self-service in Xi'an and boxed meals in Beijing [7][8] Group 2: Market Positioning - Haidilao is addressing the lunch market gap by offering a 22 yuan meal, which has increased table turnover rates to 4.1 times per day, outperforming the industry average by 30% [8] - The company has established a tiered product system, ranging from 97 yuan for formal dining to 1.5 yuan for tea eggs, balancing brand integrity with consumer demand [8] - By granting regional stores pricing autonomy, Haidilao is successfully combining standardized services with personalized products, reshaping the expansion logic of chain restaurants [8] Group 3: Industry Trends - The restaurant industry is shifting towards maximizing existing customer bases rather than solely focusing on growth, as evidenced by Haidilao's strategic pivot [11] - The ongoing "lunch revolution" highlights the need for businesses to adapt to consumer behavior and preferences in a fragmented market [11] - The future of dining is increasingly tied to the real-life movements and needs of consumers, necessitating a balance between premium branding and mass-market accessibility [11]