来源丨凤凰网财经《公司研究院》 在餐饮领域，"万店"规模是一个巨大的光环，是品牌们追逐的目标。只是人们似乎总是容易忘记，扎实的单店质量，才是品牌长青真正 的基石。 主打"中式汉堡"的塔斯汀，堪称近年来发展势头最猛的连锁品牌之一，扩张之路近乎"狂奔"。 据极海品牌检测，截至11月18日，塔斯汀共有10289家门店，位居万店之列。而在2020年，其门店数量还在500家上下，5年里以每年超 2000家店疯狂扩张，如今在西式快餐品牌中规模排名第三，仅次于华莱士（18595家）和肯德基（13031家），数量甚至超过了入华30多 年的麦当劳（7340家）。 在亮眼的万店规模背后，塔斯汀"高开高关"现象越来越严重。据极海品牌检测，其近90天新开1016家店，新关810家店。作为对比，同期 华莱士新增门店314家，闭店135家；达美乐披萨新开56家，新关2家。 一边疯狂开店，一边加速闭店，塔斯汀怎么了？ 01 "夹心"困境，价格优势不再？ "塔斯汀"名字看起来像是外国品牌，实则由三位80后在2012年于福建创立，创始人魏友纯曾代理华莱士并开设了多家门店。塔斯汀最开 始以比萨为主，在2019年确立"中国汉堡"定位后，凭借"手擀 ...

向下扎根，向上生长。 鸡，餐饮行业里的沉默股东。 在中国人均肉类消费量中，鸡肉仅次于猪肉，平均每人每年吃掉10公斤鸡肉。原材料表里它占着不小的比例，产品线里它出镜频率最高，可在大部分商业故 事里，它只是一笔被一带而过的成本项。 真正有意思的是，当你开始追问一只鸡的去向时，你会发现：这不是厨房里的小事，是一个公司底层能力的镜子。 胸肉去了哪、翅尖去了哪、骨架和鸡爪又被谁用掉......鸡的每一部分都值得被计算。甚至在某个疯狂的星期四，当你走进KFC，会发现"烹鸡专家"居然连鸡 毛都不肯放过，童年噩梦鸡毛掸子成为了最疯狂的产品搭子。 实际上，对于以鸡肉为主要原料的餐饮企业来说，一只鸡能否用好，不仅是厨艺问题，更是组织、供应链、食品创新、数字化乃至人力系统能不能协同运转 的问题。 如何用好一只鸡，不仅自己省钱还给消费者更好的产品，更低的价格？ 让我们看看肯德基母公司百胜中国在 昨日投资者日上给出的答案： 第一张图来自百胜中国首席执行官屈翠容的演讲内容，自2016年以来，中国消费者物价指数(CPI)上涨了13%，但百胜中国并未将此成本转嫁给消费者。 "有人问过我，我们保持领先地位、韧性并实现盈利增长的秘诀是什么？其实 ...

Core Insights - The article emphasizes the importance of maximizing the value of chicken in the restaurant industry, particularly for Yum China, the parent company of KFC, highlighting that effective utilization of chicken can reflect a company's operational capabilities [3][12][29] Group 1: Company Strategy - Yum China's CEO, Joey Wat, stated that the company has not passed on rising costs to consumers despite a 13% increase in the Consumer Price Index (CPI) since 2016, focusing instead on value for money [6][12] - The company has adopted a strategy of "pricing as management," ensuring higher utilization rates of raw materials and innovative product offerings, such as the "Golden SPA Chicken Fillet" and "Spicy Chicken Wings," which have become significant revenue contributors [12][24] - Yum China aims to expand its KFC brand to over 17,000 stores by 2028, targeting a broader consumer base and innovative dining experiences [24][29] Group 2: Supply Chain and Innovation - The company employs a flexible supply chain strategy, referred to as "拼出一只鸡" (拼出一只鸡), which emphasizes efficient procurement and product innovation centered around consumer needs [8][10] - Over the past three years, Yum China has launched more than 1,600 innovative or upgraded products, with over 100 products achieving annual sales exceeding 100 million [15][29] - The integration of digital technology in supply chain management has allowed for real-time price monitoring and product development, enhancing the efficiency of resource utilization [17][18] Group 3: Market Potential - The restaurant chain industry in China has a low chain penetration rate of around 20%, indicating significant growth potential compared to over 50% in mature markets [11] - By 2030, the frequency of dining out in China is expected to increase from 3.5 to 5.5 times per week, suggesting a rising consumer demand [11] - Yum China's strategy focuses on expanding its market presence in lower-tier cities and new consumption scenarios, positioning itself for future growth [11][21] Group 4: Organizational Structure - The role of Restaurant General Managers (RGM) is crucial in connecting the company's operational capabilities with front-line execution, ensuring that supply chain efficiency and innovation translate into stable business results [18][19] - The company has streamlined operations by centralizing complex tasks, allowing front-line managers to focus on customer service and operational efficiency [19] - Yum China's organizational strategy emphasizes a multi-store model, enabling experienced RGMs to manage multiple locations, thereby enhancing operational scalability [19][21]