新菜单上，有爆炒鲜牛肉、芝士虾等超过20道新菜，围绕着"活鱼鲜鸡鲜牛活虾鲜猪"五大鲜活系列展 开。曾经的大单品王者，正在试图把自己变成一家"什么都有的"川菜馆。 出品丨搜狐财经 作者丨柴鑫洋 编辑丨李文贤 曾经靠"酸菜比鱼好吃"火遍全国的太二，正试图改写自己的成功公式。它的招牌菜在悄悄"缩水"，甚至 连自己的招牌名也开始更换。 在广东，一些太二门店悄悄换上了新招牌——"新太二·鲜料川菜"。 1月2日，"太二卖不动酸菜鱼了"冲上热搜。太二自己竟接梗玩梗，大方承认"今年卖得更少"，因为它已 变身 "活鱼鲜鸡鲜牛活虾鲜猪"的五边形战士。 "太二酸菜鱼"正在经历一场转型。最大的变化之一是：招牌酸菜鱼"缩水"了。现在分量少了50克，价格 也降了40块，就是为了让消费者多点几个别的菜。 从一道菜的王者，到一个菜系的选手，太二的这场转型，不仅是菜单的扩充，更是一场豪赌。这场自 救，你看好吗？ 太二为什么要"折腾"自己？核心就一句话：酸菜鱼真的卖不动了。 第一，对手太多了。酸菜鱼这个赛道早已红海一片，无数"平替"分流了顾客。第二，预制菜风波重伤了 信任。当消费者越来越追求"锅气"和"新鲜"，主打中央厨房、标准出品的太二，优势 ...

加盟，正困住川菜品牌化？！ 如果问中国第一大菜系是谁，多数人可能会脱口而出"川菜"。它遍布全国，是国民餐桌的"最大公约数"。 但提及知名的川菜连锁品牌，答案却略显尴尬，不仅新川菜品牌屈指可数，就连四川本土诞生、在全国叫得上名号的川菜品牌，亦是少之又少。多数也只 是昙花一现，三五年便销声匿迹。 这背后，是四川本土"加盟快招"模式对川菜生态的深度腐蚀——它将餐饮创业简化成一场追求短期现金流的速成游戏，而非一场关于川菜长期价值的深 耕。 而其根源，或许深埋于四川本土餐饮的路径依赖与经营困境之中。 1 模式依赖： 川菜难做，80%餐饮人倾向于轻赛道 "一菜一格，百菜百味。" 这是英国美食家扶霞·邓洛普三十几年前来到四川后，对川菜产生的更为直观的印象。 群山环绕的盆地气候，让四川宛如一座天然的餐饮乌托邦，这里不仅有成都二荆条辣椒，南充冬菜、九尺鹅肠等优质食材，更坐拥花椒、辣椒、郫县豆瓣 等调味宝库。 得天独厚的物产，也滋养出上千道川菜与小吃的味觉谱系——麻婆豆腐、回锅肉、水煮肉片、酸菜鱼、钵钵鸡、甜皮鸭……每一个，都足以让人"垂涎三 尺"。 正因如此，在上世纪90年代那场波澜壮阔的"出川"浪潮中，川菜馆得以迅速在全国开 ...

Core Insights - Sichuan cuisine is facing a significant talent gap as the average age of chefs is 43, with only 10% being post-90s, indicating a looming crisis in culinary heritage and skill transfer [1][2][12] Industry Overview - Sichuan cuisine is a major segment of the Chinese dining market, with a market size projected to exceed 130 billion yuan in 2024 and continue to grow slightly in 2025 [2] - Despite the industry's financial success, there is a lack of appeal for younger generations to enter the profession, leading to a shortage of skilled chefs [4][12] Talent Shortage - Many traditional Sichuan restaurants are struggling to find young chefs, even with competitive salaries ranging from 7,500 to 15,000 yuan per month [4][10] - The current workforce is predominantly older, with many chefs aged between 45 and 55, who are nearing retirement [4][10] Factors Influencing Young Chefs' Reluctance - The traditional apprenticeship model is weakening, with a shift from "apprentices seeking masters" to "employers seeking employees," leading to a decline in the transmission of culinary skills [6][8] - The rise of industrialized and standardized cooking methods has diminished the role of chefs, making the profession less appealing to younger individuals [8][10] - The demanding nature of the job, including long hours and physical strain, coupled with limited career advancement opportunities, makes the profession less attractive [10][11] Solutions to the Crisis - The industry needs to innovate training models that combine modern management with traditional skill transmission to cultivate versatile talent [13] - Educational institutions are increasingly partnering with restaurants to provide practical training, helping to bridge the gap between theory and practice [13][14] - Companies should improve working conditions and ensure that chefs' compensation reflects their skills and efforts, while also providing clear career advancement paths [14] - Initiatives like the "China Chef Care Center" aim to enhance the social recognition and respect for chefs, addressing the perception issues surrounding the profession [15][16] Changing Perceptions - Media and culinary shows are beginning to reshape the image of chefs, highlighting their creativity and professionalism to attract younger talent [16][17] - Older chefs are also adapting by showcasing their skills and philosophies through social media, aiming to change societal views on the profession [17][20] Conclusion - The aging chef workforce and the reluctance of younger generations to enter the field highlight a critical need for systemic changes in the culinary industry, focusing on respect, recognition, and career development to ensure a sustainable future for Sichuan cuisine [19][20]

Core Viewpoint - The article narrates the rise and fall of a prominent restaurant brand, "Mala Yutuo," highlighting the lessons learned from the founder's journey through success and failure, emphasizing the importance of strategic planning and risk management in business [60][62]. Group 1: Company Overview - "Mala Yutuo" was once a benchmark in the Chinese restaurant industry, achieving annual revenues exceeding 1 billion yuan and being recognized as a training ground for culinary talent [5][24]. - The company faced significant challenges during the COVID-19 pandemic, becoming one of the first well-known restaurant brands to collapse due to the crisis [6][8]. Group 2: Founder’s Journey - The founder, Han Dong, experienced a dramatic shift from a net worth of 2.5 billion yuan to a debt of 300 million yuan, reflecting the volatility of entrepreneurial ventures [4][60]. - Han Dong's entrepreneurial journey included various successes and failures, from selling shoes to establishing "Mala Yutuo," which initially thrived due to its unique offerings and market timing [8][19]. Group 3: Key Strategies and Decisions - The company adopted three main strategies for growth: prime location selection for stores, expansion into retail and delivery services, and establishing an overseas supply chain for ingredients [35][40][45]. - The shift in focus from traditional dishes to trending items like spicy crayfish marked a significant strategic pivot, which initially led to substantial sales growth [38][43]. Group 4: Challenges and Failures - The rapid expansion and aggressive strategies led to operational challenges, including cash flow issues and mismanagement of resources, ultimately resulting in a systemic collapse [63][68]. - The founder's overconfidence and lack of risk awareness contributed to the downfall, as decisions were made without adequate consideration of potential negative outcomes [62][68]. Group 5: Lessons Learned - The narrative serves as a cautionary tale for entrepreneurs, emphasizing the need for strategic foresight, risk management, and the importance of team dynamics in sustaining business success [60][62]. - The founder's reflections highlight the critical nature of understanding market dynamics and maintaining a diversified product offering to mitigate risks associated with market fluctuations [73][76].