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海底捞“不务正业”简史:从火锅一哥到“整活”狂魔
创业邦· 2025-09-01 00:09
以下文章来源于剁椒Spicy ,作者剁椒团队 剁椒Spicy . 专注于电商、营销、流量生态,以及消费者洞察的全新商业自媒体 来源丨剁椒Spicy(ID: ylwanjia ) 作者丨 亚娜 图源丨Midjourney 海底捞正在以一种近乎疯狂的方式转身。 今年以来,在社交媒体上海底捞爆改夜店的相关讨论频频出圈,前有猛男DJ打碟,后有猫耳体育生妖 娆卖萌,边看腹肌边吃火锅,更是被网友调侃称,"道德在哪里?底线在哪里?地址在哪里?" 从"爆改男模夜店""批量孵化副牌"到"猛攻外卖",在传统增长引擎逐渐失速之际,海底捞正寄希望通 过"整花活"来进行一场全新的战略博弈。 2025年上半年,海底捞交出一份营收利润双降的成绩单:营业收入同比下降3.7%,净利润下滑 13.7%,翻台率、客流量、门店数量三大核心指标持续承压。 刚刚过去的半年里,海底捞一边关店"止亏",一边扩张,门店净减少5家。截至2025年6月30日,海 底捞品牌共经营1363家餐厅,其中自营餐厅中国大陆地区1299家,港澳台地区23家,另有加盟餐厅 共41家。 早期其凭借"变态"服务迅速崛起,中期依靠标准化复制实现了千店规模,如今传统商业模式已触及天 ...
海底捞上半年收入净利润均下滑 正在发力外卖业务和第二品牌
Di Yi Cai Jing· 2025-08-25 14:47
Core Insights - Haidilao International Holding Ltd. reported a revenue of 20.703 billion yuan for the first half of 2025, a year-on-year decrease of 3.7% [2] - The net profit for the same period was 1.755 billion yuan, down 13.7% compared to the previous year [2] Restaurant Operations - As of June 30, 2025, Haidilao operated a total of 1,363 restaurants, with 1,299 in mainland China, 23 in Hong Kong, Macau, and Taiwan, and 41 franchised locations [2] - The total number of restaurants decreased by 21 compared to the same period last year due to the implementation of the "Woodpecker Plan," which involved closing underperforming locations [2] - The overall table turnover rate for self-operated restaurants was 3.8 times per day, down from 4.2 times per day in the previous year [2] Market Performance - The decline in table turnover and customer traffic was attributed to intensified competition in the dining market and changes in consumer demand [2] - Despite the challenges, the takeaway business saw a nearly 60% increase in revenue, with the "one-person meal" concept contributing over 55% of takeaway revenue [3] - However, takeaway revenue only accounted for 4.5% of total revenue, with restaurant operations still generating 18.58 billion yuan, representing 89.8% of total revenue [3] Brand Expansion - Haidilao is exploring growth through new restaurant brands, operating 14 additional brands with a total of 126 restaurants as of June 30, 2025 [3] - The "Yuanqing Barbecue" brand opened 46 new locations during the reporting period, bringing its total to 70 [4] - Revenue from "other restaurant income," including "Yuanqing Barbecue," reached 597 million yuan, marking a significant year-on-year increase of 227% [4]
持续推进“红石榴计划” 海底捞(06862)旗下第二品牌达14个 “其他餐厅收入”同比增227%
智通财经网· 2025-08-25 11:20
Core Viewpoint - Haidilao International Holding Ltd. reported its financial results for the first half of 2025, showing a revenue of 20.703 billion yuan and a net profit of 1.755 billion yuan, indicating a challenging market environment with intensified competition and changing consumer demands [1][3]. Financial Performance - In the first half of 2025, Haidilao achieved an operating income of 20.703 billion yuan and a net profit of 1.755 billion yuan, with core operating profit at 2.408 billion yuan [1]. - The total number of customers served reached nearly 190 million, with an overall table turnover rate of 3.8 times per day [3]. Restaurant Operations - As of June 30, 2025, Haidilao operated 1,363 restaurants, including 1,299 in mainland China and 23 in Hong Kong, Macau, and Taiwan, along with 41 franchised restaurants [3]. - The company opened 25 self-operated restaurants and 3 franchised restaurants in the first half of 2025, while also closing underperforming locations as part of its "Woodpecker Plan" [3]. Strategic Initiatives - Haidilao is focusing on a multi-brand strategy, with the "Pomegranate Plan" leading to the establishment of 126 additional restaurant brands, contributing to a significant revenue increase of 227% year-on-year for other restaurant income [7][9]. - The company is enhancing its digital capabilities and operational efficiency through a smart digital platform, aiming to empower its management and improve customer service [10]. Customer Engagement and Marketing - The "Different Haidilao" initiative aims to meet diverse consumer needs by innovating customer experiences, enhancing employee development, and creating personalized services [4][5]. - Membership numbers surpassed 200 million, with ongoing collaborations with various IPs to attract younger demographics and enhance customer loyalty [11]. Future Outlook - Haidilao management expresses confidence in overcoming current challenges and aims to enhance dining experiences, diversify operations, and strategically seek acquisitions to enrich its business portfolio [11].
海底捞2025年半年报:外卖收入增长近六成 第二品牌达14个
Xin Lang Cai Jing· 2025-08-25 11:04
Core Insights - Haidilao International Holding Ltd reported a revenue of 20.703 billion yuan and a net profit of 1.755 billion yuan for the first half of 2025, with a core operating profit of 2.408 billion yuan [1] Group 1: Restaurant Performance - The overall table turnover rate for self-operated restaurants was 3.8 times per day, with the same-store turnover rate also at 3.8 times per day, and the total number of customers served reached nearly 190 million [1] - There was a decline in table turnover rate and customer traffic due to intensified competition in the dining market and changes in consumer demand [1] - As of June 30, 2025, Haidilao operated a total of 1,363 restaurants, including 1,299 self-operated restaurants in mainland China and 23 in Hong Kong, Macau, and Taiwan, along with 41 franchised restaurants [1] Group 2: Business Expansion and Strategy - In the first half of 2025, Haidilao opened 25 self-operated restaurants and 3 franchised restaurants while closing underperforming locations as part of its "Woodpecker Plan" [1] - The takeaway business saw a nearly 60% increase in revenue, with the "one-person meal" concept contributing over 55% of takeaway revenue [1] - The "Red Pomegranate Plan" has led to the incubation of multiple restaurant brands, with 14 brands operating a total of 126 restaurants, and "Yanquan Barbecue" opening 46 new locations, bringing its total to 70 [2] Group 3: Future Outlook - Haidilao's management expressed confidence in future growth, emphasizing the importance of enhancing dining experiences and service capabilities through digital operations [2] - The company plans to continue its diversified business strategy, dynamically adopt the "Woodpecker Plan," and implement the "Red Pomegranate Plan," while exploring franchising models [2] - Haidilao aims to strategically seek acquisitions of quality assets to enrich its restaurant business and customer base [2]
跨界烘焙首店落地杭州 海底捞的野心
Mei Ri Shang Bao· 2025-05-07 22:54
Core Insights - The bakery brand "拾 耍·SCHWASU," owned by Haidilao, opened its first store in Hangzhou, attracting significant customer interest during the May Day holiday [1][3] - The store offers nearly 20 types of bread, primarily common varieties, with prices mostly under 20 yuan, appealing to a broad customer base [2][3] - Haidilao's expansion into the bakery sector is part of a strategy to diversify its offerings and capture additional market segments, including breakfast and afternoon tea [3][4] Company Overview - "拾 耍·SCHWASU" is positioned as Haidilao's first bakery brand, leveraging the company's existing customer base and brand recognition [1][3] - The store features a modern design and a circular purchasing area, enhancing the shopping experience for customers [1][2] - Haidilao has previously ventured into various food sectors, including barbecue and hot pot, indicating a broader strategy of brand diversification [3][4] Product Offering - The bakery offers a range of products, including popular items like croissants and sea salt rolls, with some items priced as low as 5.8 yuan [2][3] - Special promotions, such as membership discounts and bundled offers, are in place to attract customers and encourage repeat visits [2][3] Market Context - The bakery industry is characterized by intense competition, particularly in Hangzhou, where numerous brands are vying for market share [3][4] - Haidilao's revenue for the previous year reached 42.755 billion yuan, with a year-on-year growth of 3.1%, indicating the company's overall financial health [3] - The introduction of "拾 耍·SCHWASU" aligns with Haidilao's "Red Pomegranate Plan," aimed at enhancing synergy with its main brand and launching new sub-brands [4]