Wen Heyou: A super test of city fireworks

The development of a phenomenon-level cultural catering brand.

On October 3, 2020, an article entitled "Sorry! Thank you all for coming to Changsha! ""’S WeChat tweet blasted the young people’s circle of friends—"Changsha Super Wenheyou has already obtained more than 30,000 tables today, and the current waiting list has exceeded 10,000 tables.

" However, even Wen Heyou has updated his position in real time through the official account.
The number of tourists can not "persuade" enthusiastic tourists and friends.

It's hard to believe that tourists from all over the world are willing to spend seven or eight hours arranging a restaurant.

This can't help but make people curious, why Wen Heyou became so popular? What is the secret behind it?

Value proposition: to be the "Disney" of the catering industry

The reason why Super Wenheyou can become a new landmark in Changsha is inseparable from the strong brand awareness of the founder Wenbin.

From the beginning of the fried skewers using the explosive theory to create competitive products, Wenbin clearly realized that the brand must first be clearly positioned.

We reveal Wenheyou's value proposition from three aspects: customer segmentation, demand mining, and value proposition.

We reveal Wenheyou's value proposition from three aspects: customer segmentation, demand mining, and value proposition.

1.

Customer Segmentation

1.
Customer Segmentation

In 2010, Wenbin set up a fried skewers stall on Pozi Street in Changsha.

In only three months, the turnover of the stall exceeded 300,000 yuan.

When most of the stall owners were satisfied with the immediate achievements, Wenbin thought more: "Foreign tourists are of all ages, what kind of target group do I want to serve?" In the end, Wenbin set his sights on the current main consumer -Young people born in the 80s and 90s.

Young consumer groups have a strong desire to consume.

According to statistics, they have a fixed habit of eating out, and eating out is not only an important leisure, but also a special kind of social interaction.

In terms of dining types, they look forward to eating more tricks, are willing to challenge new tastes, and create a new map of taste buds.

In the dining environment, they are eager to experience a new atmosphere and brew unique memories.

Wenbin realizes that it is difficult to really impress consumers just by doing a good job of catering.

They can use catering as a carrier to promote urban culture and create immersive consumption scenes.

Therefore, the Wenheyou team decided to follow the three-pronged approach of user value, merchant value and city value, and carry out the "market culture" to the end, first digging, understanding, and then disseminating.

2.

Demand mining

2.
Demand mining

What exactly do consumers and merchants need? What can Wen Heyou do for them and even this city? With these questions in mind, the team sank to the streets and lanes and neighborhoods of Changsha, and held regular seminars to share what they saw.
Finally, the hard work paid off, and years of precipitation allowed Wen Heyou to find the answer.

The diversification of regional culture and the agility of cultural integration have weakened the individuality of the city, and the landmark architecture, characteristic dialects, and customs are gradually converging.
The unique memory belonging to each city is nowhere to be carried, and the flashing culture of each region cannot be passed on.
It is urgent to protect the urban culture.

The loss of Changsha's urban culture has the most direct impact on small businesses.
A large number of old brands and old craftsmanship that have grown with the city are slowly disappearing, and the market culture is facing extinction, further increasing the burden of urban reconstruction.

On the catering track, food is the core pleasure point, and culture is the emotional accelerator.
More and more young people are eager to find cultural memories in food.

Price is also an important factor for consumers to choose a store.
100-150 yuan is the most acceptable per-customer price for young consumer groups.
Therefore, reasonable prices and unique dining experience have become the consideration conditions for young people born in the 1980s and 1990s when they go out to eat.

3.
Value proposition

3.
Value proposition

Wenbin is keenly aware of the hidden needs of merchants and users, and realizes that it is a correct and meaningful thing to promote market culture and create a unique catering brand.

In March 2018, Wenheyou and Tangrenshen reached a strategic cooperation to jointly create Wenheyou Hisense Plaza store, focusing on the lobster category and boosting the midnight snack economy.

This 5,000-square-meter building includes 7 floors and is decorated with nearly 10,000 old objects, allowing consumers to instantly be in the streets and lanes of old Changsha in the 1980s.
The store expanded to 20,000 square meters in 2019 and upgraded to "Super Wenheyou".
The scene in the store is further enriched, and it is known as the "Old Changsha Cultural Museum".

As a sub-brand of Wenheyou, Changsha Super Wenheyou has perfectly realized the original intention of "promoting Huxiang culture".
Super Wenheyou in Guangzhou and Shenzhen opened successively, interpreting Cantonese culture, Shenzhen-Hong Kong culture.
Wenbin is committed to making Super Wenheyou a part of the city's infrastructure, striving to become the "Disney of China's catering industry".

Comment: The value proposition is the "first button" of the business model.
Once the first button is buttoned, the buttons below will not go wrong.

Value proposition includes three types: customer segmentation, demand mining and value proposition.
Wenheyou restores the city’s market culture through gourmet food, and explores the overlapping points of the needs of cities, businesses, and users.

In the era of information overload and product surplus, how do we win the choice of customers? Positioning is essentially creating a cognitive advantage and gaining customer preference.
The value proposition is to seize the mental space of customers and give them a reason to buy.

Value creation: provide multi-dimensional experience for young people

Value creation: provide multi-dimensional experience for young people

Finding a clear and clear value proposition gave Wenbin great confidence.
The next step is to design a value creation model to provide ways for merchants, users and Wenhe friends to create a win-win situation, and at the same time promote urban culture.

We disassemble how Wenheyou creates value from solutions, product innovation and experience iteration.

1.
Multi-party win-win

1.
Multi-party win-win

In 2018, the first super Wenheyou was born in Changsha Hisense Plaza.
This super large store fully restored the scene of old Changsha and invited small shops with local characteristics to settle in, which not only met the needs of users and merchants, but also contributed to the construction of the city.

First, user value.
At Super Wenheyou, consumers can enjoy special cuisine for only about 100 yuan, visit art galleries, enter the billiard room.
.
.
and enjoy a one-stop leisure service.
This combination of entertainment and food has been loved by young consumer groups, who have recommended Wen Heyou to friends in other cities.

Second, merchant value.
Super Wenheyou adopts the model of "cooperation + direct management" and invites well-known local small businesses to settle in.
Store decoration, infrastructure, and fixed costs are all borne by Wen Heyou, and merchants only need to make good food with their heart.

The two parties will determine the target turnover in the early stage of the cooperation, and Wen Heyou only participates in the share of the excess.
Supporting small businesses in this way is not only an investment in traditional craftsmanship, but also to solve the problems of slow and difficult development, and at the same time let the next generation of young people see the hope of inheritance.

Dong Shuntao, who is in his 70s, used to sell stinky tofu in the old street, and he got a monthly profit of 3,000 yuan.
After Wen Heyou's team found out, they provided her with various infrastructures to help her set up a store and start a business.
Today, Dong Shuntao's stinky tofu shops have opened 500, with an annual profit of 6 million yuan.

Finally, the value of the city.
Wen Heyou never thinks that he is just a disseminator of Huxiang culture, but is positioned as an excavator of the culture of various cities.

In addition to exploring local cuisine, Wen He You also actively promotes other local characteristics through various channels.
For example, Guangzhou Super Wen He You abandoned the traditional ribbon-cutting ceremony when it opened, and instead held Cantonese dialect exhibitions.

At the same time, the emergence of Wen He You also greatly promoted the construction of the city.
Wenheyou entertains 10 million people every year to promote the hotel industry around the store, the urban tourism industry, and other consumption upgrades.

2.
Three-level product innovation

2.
Three-level product innovation

The innovation path of Super Wenheyou is closely related to its unique attributes.
It is not only a food city, but also a cultural and commercial complex.

Starting from the overall product concept, we analyze how Wenheyou conducts product innovation combinations from three levels: core products, additional products, and extended products.

First, the core product.
Super Wenheyou has been positioned in the cultural field since its birth-to benchmark Disney's Chinese cultural IP.

Compared with the ancient culture and the culture of the Republic of China, the market culture is experienced by the main consumers of the post-80s and post-90s generations, and it can resonate more with them.

For example, on the 40th anniversary of China's reform and opening up, the Wen Heyou team planned and filmed a 52-episode series of documentary "Street Chef", telling the stories behind street food producers.

The first episode tells the story of Feng Tonghui determined to quit gambling after having a child and chose street barbecue to earn a living.
It is full of affection and warmth.
.
.
Those stories of kindness, perseverance, and brilliance under the pressure of suffering, misfortune and despair, which endow the urban food culture Has a new meaning.

Second, additional products.
Food and offline experience halls are the cultural carriers chosen by the super Wenheyou team.

In terms of cuisine, consumption upgrades have led to further adjustments in the catering structure.
In order to reduce costs, break dependence, and achieve standardization, the traditional catering industry is increasingly inclined to the development of single products.

Compared with traditional catering companies, Super Wenheyou, as a food giant, has to go the other way, but has to be "big and complete.
" Wenheyou CEO Feng Bin said: "Wenheyou currently has more than 200 items, 40 in Changsha, 25 in Guangzhou, and more than 100 in Shenzhen.
"

In terms of venue construction, Super Wenheyou has integrated a large number of cultural entrepreneurs and cultural associations, allowing consumers to visit bookstores and museums after they have eaten.
.
.
One-to-one restoration of the urban scene in the 1980s.
In addition to food, it also covers multiple sports.
Experience scenes, such as marriage agencies, dance halls, barber shops, dry cleaners, community neighborhood committees, fruit shops, movie theaters, etc.

There is an aerial tramway, which provides sightseeing services for consumers, and enjoys the atmosphere of the city indoors; there is a laugh factory, which uses jokes close to life and short jokes to bring joy to customers.
.
.
a combination of static visits and dynamic experiences, and all are Free service creates a different food journey.

Third, extend the product.
Young people are eager to find a relaxing environment.
In Super Wenheyou, you can be an exquisite social person, or a solo eater who is introverted and quiet.
What changes is a person who comes and goes, and what remains unchanged is a consistent sense of belonging and identity.

In addition, the cultural and creative products of Super Wenhe Youzhong are becoming more and more popular and sought after by young people.
Many foreign tourists come to Changsha to purchase related products.
In the future, Super Wenheyou may be able to use its own brand to create a composite format, including the production and distribution of movies, stage plays, etc.
, to create its own extended product industry chain.

3.
Multi-dimensional experience iteration

3.
Multi-dimensional experience iteration

Yang Qianjun, co-founder of Wenheyou, said: "We put the customer's emotions and feelings first, including vision, space creation, experience, and the home-cooked taste of the dishes, which can inspire more emotions from customers.
"

In order to achieve the ultimate sense of experience, each upgrade of Super Wenheyou is highly targeted, and must be the best in terms of functional experience, emotional experience, and economic experience.

First of all, functional experience.
Changsha’s night economy is prosperous, and Guangzhou’s morning tea culture is strong.
Therefore, the super Wenheyou of the two places have added supper and morning tea to the original lunch and dinner respectively to achieve all-weather coverage in the catering category.

In addition to the four old Changsha specialty snacks, the Changsha Hisense Plaza store has also incubated a series of brands, including snacks, tea and bakery markets across the board.
At the same time, the Wenheyou Lao Changsha takeaway was launched, turning Wenheyou’s food culture into a circulation product, so that consumers can enjoy it at home.

Secondly, emotional experience.
Wen Heyou puts the outdoor indoors to maximize the scene of the city in the 1980s and 1990s, which has high requirements for floor space and space display.
The Changsha Hisense Plaza store won the Berlin Design "Red Dot Award" in 2019, and its interior design and independent details have won world-class recognition.

Beginning in 2014, Wenbin and Weng Donghua, general manager of Super Wenheyou, began to consciously collect the objects discarded during the demolition of the old neighborhoods, sort them and number them, and now use these tens of thousands of old objects to reproduce them.
The original place of life.

Yang Qianjun revealed: "In the future, a part of the space of Super Wenheyou will be opened to develop homestays, in cooperation with Airbnb, Booking, etc.
, and open to backpackers.
"

Finally, economic experience.
Super Wenheyou’s dining positioning is not a business banquet, nor a high-end annual meeting, but to provide young people with a low-cost, relaxing and comfortable dining environment.

The minimum price of the single product in the store is 5-10 yuan, and the customer unit price is maintained at 100-150 yuan.
It is planned to further reduce the price to provide a place for young people who are eager to consume but cannot afford it, and are committed to letting them get the most satisfied with the cheapest price.
service.

Comment: Value creation is to create the value proposition promised by the brand and exceed customer expectations.

Firstly, Super Wenheyou provides a win-win solution for the city, merchants and users; secondly, it uses the three-level innovation of the overall product to organically integrate the physical space scene, special cuisine and cultural atmosphere, so that the plan can be implemented; finally, By lowering the customer unit price and supporting small merchants to inherit gourmet food, the perfect combination of consumer functional experience, emotional experience and economic experience is realized.

Value delivery:

Value delivery:

Let the brand become a social currency to achieve self-propagation

Let the brand become a social currency to achieve self-propagation

Wenheyou has accumulated a good reputation among users through continuous iterative product optimization.
The team began to realize that while working hard around the ultimate experience of products and services, it also needed to plan and manage brand communication and channel distribution.

We summarized Wen Heyou's brand communication strategy based on the AISAS (Attention, Interest, Search, Action, Sharing) model.

Feng Bin said: “Wen Heyou has not spent a penny to invest in hard broad so far.
” In 2013, Wen Bin was invited to participate in the "Everyday Upward" program because of his small fame.
After that, "The more the strategy, the more happy" and "The Twelve Ways".
Variety shows such as "Feng Wei" successively invited Wen Heyou, Wen Heyou began to officially go out of the circle, and received a large amount of traffic attention.

After the birth of Super Wenheyou, Internet celebrities and celebrities came to visit one after another, and the internal buildings even became locations for filming and video shooting.

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In terms of direct costs, the team insists on high quality and low consumption.
Take the old salon shrimp restaurant as an example.
Wen Heyou established Wangcheng Lotus Shrimp Farming Experimental Demonstration Base in Qiaokou Town, Changsha, using smart greenhouses to select and breed high-quality species, overcome breeding technology, and solve the bottleneck problem of seedlings that restrict industrial development.

After the base matures, the shrimp production per mu is expected to increase to more than 300 kilograms, which is three times the usual output.
It can provide high-quality improved seedlings for the whole province of Hunan every year, and radiation will drive the transformation and upgrading of 1.
2 million mu of crayfish farming in the province.
The test base greatly reduces procurement costs, and also contributes to the sustainable and healthy development of the province's crayfish industry.

In terms of indirect costs, the standardized operation of Wenheyou stores is the basis for cost reduction.
At the same time, Super Wenheyou regularly conducts cost analysis, evaluates the cost rate of each merchant and each item, and compares the cost and income of each merchant as a unit.
.

In terms of turnover speed, Wen He You has continuously improved efficiency.

(1) Turnover rate.
Since the opening of Super Wenheyou Changsha Hisense Plaza, the daily passenger flow has reached more than 10,000.
The business hours are from 11 am to 3 am, with almost no empty tables, and the highest turnover rate is 10 times per table.

(2) Survival of the fittest and dynamic adjustment of products.
Super Wenheyou evaluates cooperative merchants in a three-month period, and replaces merchants when their revenue is too low to stimulate competition.

(3) Speed ​​of new product introduction.
On the one hand, understand the brand and merchants and grasp the product dynamics.
On the other hand, through the public account fan community, understand the dynamics of consumer demand and cultivate the ability to order in advance.

Graphics: Business Review

Comment: Super Wenheyou breaks through the traditional dining model and gathers urban culture through local cuisines, bringing young people a multi-dimensional consumption experience, but it also faces high construction costs and high decision-making risks.

To this end, Wenheyou has achieved a dynamic balance between value creation and value acquisition through continuous improvement of diversification of income sources, variability of cost structure and acceleration of turnover rate.

Source: New Retail Business Review

Note: All pictures in the article are reprinted on the Internet, and infringement will be deleted!

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