中新社广州1月11日电 (记者 王坚)广东11日受新一股冷空气影响，气温再次下降，粤北市县与珠三角北 部的部分地区又出现低于5℃的低温天气。8时25分，广州"冻力十足"，从化区录得全市最低气温仅 1.2℃。 1月上旬，广东遭遇持续低温天气，粤北山区气温频繁跌破0℃，珠三角多日早晨气温仅4至6℃，广州的 最低气温也多次跌破-1℃。 天气寒冷也带动了火锅食材销量增长。记者在多个外卖平台看到，火锅类食材需求旺盛，羊肉、牛肉、 鲜毛肚等食材登上热搜。 广东省气象部门表示，该省近期天气寒冷，部分地区有低温霜(冰)冻天气，对畜牧业、养殖业等带来较 大影响，需做好相应的防护措施。(完) 广东近期持续天气寒冷，叠加大风影响，民众直呼"冻到腾腾震"(粤语：冷得发抖)，也催热了"取暖"生 意。在广州、深圳的多个商圈，部分商家推出冬装打折、满减等优惠促销，电暖炉、油汀等取暖设备也 降价促销，均吸引不少消费者前往购置。 11日的广州天气寒冷，记者在广州最繁华的天河路商圈发现，多家饮品店都在醒目位置推出热饮广告， 店员表示热饮销量提升明显；同时，煲仔饭、羊肉煲等能暖身御寒的冬季美食也受到民众青睐，不少店 铺店员都表示，近期生意增长很快 ...

Core Insights - The article discusses the rising popularity of the "板前" (front-of-counter) dining model in Chinese fast food, which is inspired by Japanese culinary practices and aims to enhance customer experience and operational efficiency [1][8]. Group 1: Market Trends - The "板前" model has been widely adopted across various fast food categories, with brands like "煲仔皇" and "捏捏虎" successfully implementing this approach to attract customers [2][4]. - In 2022, a surge in brands utilizing open kitchen concepts for items like hamburgers led to increased consumer interest and long queues in cities such as Shanghai and Guangzhou [2][4]. - "煲仔皇" plans to convert over 200 locations to the "板前" model within the next 18 months, highlighting the trend's potential for growth [4]. Group 2: Consumer Demand - The "板前" model addresses consumer desires for fresh ingredients and transparency in food preparation, allowing customers to witness the cooking process firsthand [9][11]. - The dining experience is enhanced by the visibility of food preparation, which builds trust and satisfaction among consumers [9][11]. - The model caters to the growing trend of solo dining, providing a comfortable environment for individuals without the need for shared tables [12][15]. Group 3: Operational Efficiency - The "板前" model improves table turnover rates by optimizing seating arrangements, allowing for higher customer throughput [12][15]. - By eliminating the need for waitstaff to deliver food from the kitchen, the model streamlines operations and enhances service speed [12][15]. - The design of the "板前" setup allows for better space utilization and a more efficient service process, which can lead to increased revenue [12][15]. Group 4: Challenges and Considerations - The shift to a "板前" model requires higher standards for hygiene and operational transparency, as kitchen practices are now visible to customers [17]. - The focus should remain on food quality and taste, rather than merely the novelty of the dining experience, to ensure customer retention and satisfaction [18][20]. - Brands must balance the appeal of the "板前" experience with consistent food quality and service efficiency to avoid potential pitfalls [20].

Core Viewpoint - The restaurant industry continues to face challenges, with the fast-food chain Café de Coral (00341) issuing a profit warning, forecasting a 65% to 70% drop in net profit for the half-year ending September 30. This marks the third consecutive profit warning for the company, indicating a deteriorating situation [1][3][4]. Financial Performance - Café de Coral anticipates a year-on-year decline of approximately 30% in EBITDA, with an estimated EBITDA of 344 million HKD in the previous year. The net profit is projected to fall to around 46.8 million HKD, down from 144 million HKD in the same period last year [3][4]. - The average monthly profit per store has decreased significantly, from approximately 34,000 HKD to about 13,800 HKD, raising concerns about the sustainability of operations [4][5]. Industry Context - The Hong Kong restaurant sector is experiencing a downturn, exacerbated by trends such as consumers dining in mainland China and a shift towards more affordable meal options. Many restaurants are struggling, with closures becoming increasingly common [5][9]. - Despite the challenges, Café de Coral is still managing to operate profitably, which is seen as a sign of effective management compared to many competitors [5]. Strategic Response - In response to the ongoing challenges, Café de Coral plans to implement significant reforms, including adopting a more flexible operating model, consolidating underperforming stores, simplifying operations, and upgrading supply chains in Hong Kong and mainland China [7][11]. - The company acknowledges that its traditional business model, which relied on scale and high customer traffic, is under pressure due to changing consumer preferences and industry dynamics [9][11]. Brand Positioning - The brand's historical advantages of being "affordable, fast, and good" are diminishing as consumer expectations evolve. The average dinner price has risen to between 60 and 80 HKD, making it less competitive against cheaper meal options [9][11]. - Café de Coral's lack of a unique positioning compared to other fast-food chains like McDonald's and KFC is highlighted, as it struggles to differentiate itself in a crowded market [9][11]. Future Outlook - The company is expected to focus on a "divide and conquer" strategy, consolidating its main brand while expanding its sub-brands to better align with market trends and consumer demands [11]. - The effectiveness of these reforms will be crucial in determining whether Café de Coral can reverse its declining performance and surprise investors in future earnings [11].

Group 1 - The core idea is that profitability in Africa depends on understanding the target market, whether local consumers or Chinese expatriates [57][58]. - There are two main types of businesses in Africa: those targeting local consumers with low-cost products and those catering to Chinese expatriates with premium offerings [15][59]. - Local markets in Africa may have low consumption levels, but they still present significant opportunities if approached correctly [5][7]. Group 2 - Businesses targeting local consumers can succeed by offering affordable products that meet basic needs, such as second-hand clothing, which is popular due to its affordability and style [8][12]. - The cost of labor in Africa is significantly lower than in China, making local manufacturing attractive for Chinese companies [10][11]. - Local production reduces reliance on imports, leading to lower costs and faster delivery times, creating a favorable market environment [14]. Group 3 - Businesses targeting Chinese expatriates often focus on providing emotional value and comfort, such as authentic Chinese cuisine and accommodations that cater to their preferences [32][33]. - The pricing for services aimed at Chinese consumers can be significantly higher, reflecting the added value of familiarity and safety [20][30]. - The essence of these businesses lies in addressing psychological needs rather than just providing services [25][36]. Group 4 - A significant portion of transactions in Africa still relies on traditional methods, with 90% of sales occurring through direct marketing rather than e-commerce [36][38]. - Many entrepreneurs underestimate the challenges of digital platforms in Africa, where infrastructure may not support such business models [46][47]. - Successful businesses often utilize local distributors and agents to navigate the market effectively [41][42]. Group 5 - A smaller segment of businesses focuses on exporting resources from Africa back to China, such as mining and agriculture, which can yield high profits but come with substantial risks [48][50]. - These ventures require significant investment and understanding of local regulations and logistics [55][56]. - The potential for profit in resource extraction highlights the ongoing demand for African resources in Chinese manufacturing [56]. Group 6 - The key to success in Africa is to clearly define the target market and adapt business strategies accordingly [57][60]. - Companies must be willing to accept the realities of pricing and market dynamics, whether targeting local consumers or expatriates [59][61]. - Understanding the local context and being patient in building relationships is crucial for long-term success in the African market [60][61].

Core Viewpoint - Guangzhou is actively promoting its restaurant industry to stimulate consumption and economic growth, showcasing resilience amid challenges faced by the national dining sector [1][2][6]. Group 1: Restaurant Industry Development - A recent meeting in Guangzhou focused on the development of the restaurant industry, attended by key city leaders and representatives from 16 restaurant enterprises, highlighting the city's commitment to this sector [1]. - Guangzhou's restaurant revenue exceeded 100 billion yuan last year, leading growth among first-tier cities, and has continued to show positive growth in the first seven months of this year [1][2]. - The city has a high density of restaurants, with approximately 134 restaurants per 10,000 people, indicating a vibrant market [9]. Group 2: Economic Impact and Consumer Behavior - The restaurant sector is seen as a significant driver of consumption, with historical data showing that national restaurant revenue growth has outpaced overall retail sales from 2015 to 2019 [2]. - In contrast to other first-tier cities like Shanghai and Beijing, which have seen declines in restaurant revenue, Guangzhou's restaurant sector has demonstrated a 3.1% growth in the first half of this year [6][9]. - Guangzhou's dining culture, characterized by affordable and diverse cuisine, plays a crucial role in attracting both local and tourist spending, with over 20% of tourist expenditure allocated to dining [18]. Group 3: Challenges and Opportunities - The restaurant industry in Guangzhou faces pressures such as rising service fees and regulatory changes affecting labor contracts, prompting calls for government support [19]. - Despite challenges, there is a trend of new restaurant establishments, with 24,155 new dining businesses registered in the past six months, surpassing those in Beijing and Shanghai [12]. - The city is witnessing a wave of restaurant companies seeking to go public, with notable examples like the chain "Yujian Xiaomian" aiming to become the first listed Chinese noodle brand [20][23]. Group 4: Future Prospects - The restaurant industry in Guangzhou is positioned for further growth, with a focus on enhancing its culinary reputation and expanding its market presence beyond Guangdong [24]. - The rise of social media has increased the visibility of Cantonese cuisine, contributing to a growing number of restaurants and a shift in consumer perception [24][25].

Core Viewpoint - Guangzhou is actively promoting its restaurant industry to stimulate consumption and economic growth, showcasing resilience amid challenges faced by the national dining sector [1][2][4]. Group 1: Restaurant Industry Development - A recent meeting in Guangzhou focused on the development of the restaurant industry, attended by key city leaders and representatives from 16 restaurant enterprises, highlighting the city's commitment to this sector [1]. - Guangzhou's restaurant revenue exceeded 100 billion yuan last year, leading growth among first-tier cities, and has continued to show positive growth in the first seven months of this year [1][3]. - The city has a high density of restaurants, with approximately 134 restaurants per 10,000 people, indicating a vibrant market [6]. Group 2: Economic Impact of Dining - Dining consumption has historically been a significant driver of overall consumption growth in Guangzhou, acting as a barometer for economic changes [2]. - Nationally, from 2015 to 2019, restaurant revenue growth outpaced retail sales growth, underscoring the sector's role in stimulating domestic demand [2]. - Despite a downturn in the restaurant industry in major cities like Shanghai and Beijing, Guangzhou's restaurant sector has shown a 3.1% growth in retail revenue in the first half of this year, outperforming its peers [4][6]. Group 3: Challenges and Opportunities - The restaurant industry in Guangzhou faces pressures such as rising service fees and commissions from delivery services, complicating profitability for businesses [14]. - New regulations affecting labor contracts may also impact the restaurant sector, necessitating adjustments from businesses [15]. - There is a growing trend of restaurant enterprises seeking to go public, with several Guangzhou-based brands, such as "Yujian Xiaomian," taking steps towards listing [15][16]. Group 4: Cultural and Culinary Significance - Guangzhou is recognized as a culinary hub, with a rich food culture that attracts both local and tourist spending, accounting for over 20% of tourism-related expenditures [14]. - The city aims to enhance its status as a "World Food Capital," with ongoing initiatives to promote local cuisine and dining experiences [14][18]. - The evolution of Cantonese cuisine, influenced by various regional styles, is contributing to its growing popularity and market presence [18][19].

Core Viewpoint - The article highlights the significant growth of the local restaurant chain "Xu Shun Ji" in Wuxi, driven by consumer vouchers and increased online orders, showcasing the resilience and adaptability of small businesses in the food industry during challenging times [1][6][9]. Group 1: Business Performance - Xu Shun Ji's business saw a 1/3 increase in sales over the past two months, attributed to the impact of consumer vouchers and online platforms [1][6]. - The restaurant's order volume in May and June showed a significant increase compared to March and April, with a 1/3 rise in takeaway orders [6][9]. - The overall revenue structure consists of 60% from dine-in and 40% from takeaway services, indicating a balanced approach to business operations [5]. Group 2: Business Strategy - Xu Shun Ji focuses on high-quality ingredients, using a specific meat ratio of 2:8 for their dumplings to ensure taste and customer satisfaction [5]. - The restaurant employs a location strategy that targets residential areas, ensuring a steady customer base while managing rental costs effectively [5]. - The business has embraced digital transformation, adapting to the takeaway trend and enhancing its online presence through platforms like Taobao and Ele.me [5][6]. Group 3: Market Trends - The article notes a broader trend of increased consumer spending in the food sector, with night orders in 127 cities rising over 100% since July [8][10]. - The competitive landscape in the food industry is evolving, with both large chains and small businesses seeking new growth opportunities amid changing consumer behaviors [9][10]. - The external environment, including the rise of the "summer economy," has provided a favorable backdrop for local businesses to thrive [9][10].

Group 1 - Many individuals are opting to cook at home instead of relying on takeout, finding satisfaction and health benefits in preparing their own meals [5][11][12] - The trend of meal prepping and creating "pre-made" dishes is gaining popularity, allowing for efficient cooking and time-saving during busy weeks [7][11][12] - Community dining options, such as workplace cafeterias and community kitchens, are being embraced as alternatives to takeout, providing social interaction and a sense of order [19][20][21] Group 2 - The rise of community kitchens and local food markets is providing fresh, affordable options for individuals looking to avoid takeout [23][24][26] - Many people are discovering local, affordable restaurants that meet their daily dining needs, often finding them more satisfying than takeout [28][30] - The importance of meal planning and utilizing fresh ingredients from local markets is emphasized, as it enhances the cooking experience and promotes healthier eating habits [31][32][34]

Core Viewpoint - The article highlights the transformation of rural areas in Zhongshan, particularly in the villages of Cai Kou and Yong Mo, driven by the opening of the Shen-Zhong Channel, which has shifted the focus from labor export to tourism development [1][2]. Group 1: Economic Transformation - The opening of the Shen-Zhong Channel has turned Cai Kou from a labor-exporting village into a tourist destination, attracting over 584,000 visitors in 2024, with 63,900 visitors during the Spring Festival [3][6]. - Yong Mo village has developed 15 national and provincial cultural tourism brands and has become a provincial-level all-region tourism demonstration area [1][2]. - The "Hundred Million Thousand Project" has led to 17 villages in Zhongshan achieving collective incomes exceeding 100 million yuan, with 43 villages surpassing 5 million yuan [2][7]. Group 2: Tourism and Cultural Integration - Cai Kou has created a comprehensive industry chain by integrating local resources, including rice branding and coffee culture, leading to a price increase for its rice from 2.5 yuan to 20 yuan per jin [3][6]. - Yong Mo village leverages its historical and cultural resources, such as the Zheng Guanying Residence, to enhance tourism and has seen a visitor increase to approximately 800,000 [4][6]. - The article emphasizes the importance of enhancing tourism service quality and developing unique tourism products to meet diverse visitor needs [6][8]. Group 3: Infrastructure and Development Strategies - Both villages are focusing on improving infrastructure, including environmental upgrades and road construction, to create a clean and orderly village environment [6][8]. - Yong Mo village has renovated over 190 farmhouses, significantly improving the village's appearance, and is upgrading old factories to activate idle land resources [6][7]. - The article discusses the need for Zhongshan to enhance its tourism reception capacity, especially during peak seasons, to accommodate the growing number of visitors [7][8].