4 years of transformation, 3 times, the catering company in the eyes of others has been converted to a profit of 25 million yuan by SaaS.

â—† The logo of the bean is a serval cat, staring at the bowl of noodles, drooling, like the food at night.

Is Bean Bean Nightingale a catering company?

When 80s and 90s, young people sat in front of a computer or TV in the evening, and they needed a few fragrant nightingales to satisfy the roaring stomach. The bean was indeed a restaurant brand specializing in nightingale.

But for the founder Li Zhe, the Bean is not a catering company. According to him, “I didn’t want to be a catering company at all. The Bean was an Internet company from the beginning.”

People know that every night from 20:00 to 4:00 am, you can open your app and buy a favorite meal. You can have a meal at home. What people don’t know is that the bean has been quietly cut through the night. Restrictions, gradually extending the business to the day, behind it there is a system called "Night Walker", there is a business model called S2B2C.

The model is based on a set of SaaS systems called “Night Walker”, which connects upstream suppliers and downstream small and medium-sized stores to provide standardized operation processes and raw material supply chain, store operation, food processing system, infrastructure and warehouse. With services such as trunk logistics.

It is the result of three transformations of the bean after three years of transformation. It is also because of this business model that the beans have become lighter and lighter, and they have shed their losses for two consecutive years and have ushered in full profit this year.

Let this man standing behind the Bean Nights uncover these secrets.

Note: Li Zhe promises that the data in the text is correct and responsible for the authenticity of the content. This website is an objective and true record, and the speed record sound has been backed up.

Stepping into the market

At 5 o'clock on the morning of July 14, 2014, in the Maracana Stadium in Rio de Janeiro, Brazil, with the German team's 22-year-old teenager Mario Gez in the penalty area, he shot the goal in Argentina. The 20th World Cup came to a close in the climax.

The four-year football event has made people around the world love the sport crazy. They have forgotten the shackles of jet lag and enjoyed swimming in the ocean of football, beer and day and night.

On the Pioneer Street in Zhongguancun, Beijing, more than 17,000 kilometers away from Barcelona, ​​there is a small shop that is playing a night. When other merchants had already hung up the lanterns, Li Zhe also directed the partners to cook and distribute the meals. This small shop is called the Bean Kitchen, the predecessor of the Bean Night.

Perhaps because of the World Cup relationship, this small-scale restaurant that is mainly for take-out and staying up late in the summer of 2014, the business is particularly hot. At that time, the Bean App had a daily download of about 10,000 times and received hundreds of orders every night. However, the kitchen can only complete 60 orders per night, which is in short supply, which has ruined Li Zhe.

â—† According to Li Zhe, in order to ensure the user experience, the cost of the takeaway bag is not low.

This small shop is the first step for Li Zhe to enter the restaurant industry. This postgraduate student of the North Post Computer Department, who claims to be not very picky on weekdays, has always believed that the Internet of food and beverage is promising. “There seems to be no Internet company in the trillion-dollar food and beverage market, which may have entrepreneurial opportunities.”

But to step into the catering industry, there must be a block of bricks, and the small kitchen is the brick. Established at the end of 2013, the Bean Kitchen has entered the market in a full-operated mode. Li Zhe also gradually explored the logic behind the catering industry in the process of operating it. From procurement, processing to distribution, all the operations of this small shop in the early days require Li Zhe and entrepreneurial partners to personally work together.

The night-time take-out boom brought by the World Cup allowed Li Zhe to reflect on the business model of the kitchen. He realized that there was an opportunity in the market and that the road seemed to be right. However, in the face of the traditional food and beverage kitchen model with limited productivity, in order to make the company go lighter and faster, we must seek change. “Entrepreneurship is like a long-distance running. The result does not depend on the player starting to run a lot. Instead, he needs to know how to prepare for the exercise, how to control the breathing during running and avoid injury.”

In his eyes, scale expansion is not the primary problem that need to be solved, and the focus is on the establishment of the system. Li Zhe believes that when the beans are sorted out the management system, quality control system and supply chain management system of the Qingmen store, the company can accelerate its running. "Expansion can be put aside, and the mode needs to be run first."

Running through mode is like a long bone

In April 2015, the Beans Kitchen had five stores in Beijing, and the single store had a radiation range of 8 to 10 kilometers, which was used to distribute food for customers within the Fifth Ring. At this time, the bean has been in operation for nearly two years and won two rounds of financing. Taking advantage of the money, Li Zhe decided to shake the baggage for the heavier full-service catering mode.

In the food service chain, he decided to make adjustments from the upstream suppliers of the industry. Unlike the direct purchase of food on a daily basis, he aimed at the central kitchen model. “The central kitchen can mass produce dishes and solve the problem of insufficient productivity in the kitchen.”

After being processed in the central kitchen, the dishes will be transported to the offline store of the bean kitchen for secondary heating, boxing, and then final delivery by the crowdsourcing distribution team. “We have always let the clerk and the delivery staff find that the efficiency is low, and the delivery will take 2 hours. With the crowdsourcing mode, you can have more part-time or full-time delivery personnel, billing by volume, and the cost is not high. ""

Behind this set of change logic is a hidden SaaS system called "Night Walker." The system has opened up a collaborative chain between suppliers, central kitchens, distribution platforms, and distribution crowdsourcing, so that the invoicing and logistics modules in the system help the store manager to make decisions. "In addition to the App, the first batch of enterprises are hungry, the US group take-out, Baidu take-out business. Unlike other businesses, the take-out platform needs to be connected with the 'night singer' system to precipitate the data into the background."

â—† The food in the box is processed by the semi-finished products provided by the OEM.

“Night Walker” is like a transportation hub, which summarizes the demand of downstream stores, and uses data as support to increase the bargaining power of upstream suppliers by means of centralized procurement. “At first, first-line suppliers such as Fucheng and Zhengda did not look up at us. They had to look for second- and third-line suppliers until they got the approval.”

But at this time, the customer's negative feedback on the taste of the meal once again made him rethink the variables of the business model. “The central kitchen and direct kitchen are the two ends of the seesaw. The central kitchen improves efficiency, but reduces the taste of the product. Although the direct-cooking kitchen tastes good, the production efficiency is too low.”

Spelling beans need to change again. Li Zhe split the central kitchen processing operation into three parts: the food research and development center, the food raw material processing supply chain and the offline store. Different from the central factory cooking, the food research and development center will standardize each dish, and then send the raw material processing standards involved in the food to the upstream supply chain for customized production. The semi-finished raw materials after the initial processing will be delivered to the offline store. To ensure the taste of the dishes.

This transformation has brought the beans to the path of smooth operation. During the period from December 2015 to October 2016, the company has developed nearly 15 direct-operated stores across the country, covering cities such as Beijing and Shanghai.

S2B2C mode

If the conversion of the full-direct mode to the light-processing mode is the stage of the long bones of the beans, since October last year, the beans are long muscles.

When I was planning to expand more cities, the beans were once again at a crossroads of choice. On the left side of the intersection is a managed catering company, aiming at creating more offline stores, achieving performance growth after supply chain integration; on the right is the Internet lightweight operation company. This time Li Zhe needs to define the following: Is it a catering company or an Internet company? The answer is the latter.

“Pictures must not be a food and beverage brand. One is because the team’s genes are Internet workers, and the other is that we want to empower and improve efficiency in the food and beverage industry through technology and model innovation.”

In order to further streamline the business model of the bean, the direct mode must be changed. In Li's view, the direct mode has no other advantages except that the profit is slightly higher than the joining. “The offline stores need to deal with the streets, industry and commerce, and spend too much time and energy. So the decision to gradually reduce the number of direct stores and turn to join and incubate brands.”

â—† Behind the spelling beans, there is a SaaS called "Night Walker".

Because of its own development trajectory, Bean has built a set of operating system around the "Night Walker" SaaS system. The spelling bean is the S-side of the Night Runner, providing services for small B-side food and beverage outlets. Services include exporting brands (selling beans have been internally hatched, sand and monk brands), traffic support, supply chain, store operation system, food processing system, infrastructure, warehouse distribution and trunk logistics. Then the small B-end merchant directly serves the C-end customers to form a business closed loop of S2B2C.

“When the B-end merchants access SaaS, they learn how long the food is processed in the kitchen, which store is processed, which distribution staff delivers, how long the round trip is, how long the replenishment cycle is, etc. Provide data support for B-end customers."

When the third transformation was completed last December, the Beans got rid of the loss performance for two consecutive years and began to make a profit. Nowadays, the price of Beans is expanding at a rate of at least three cities per month. The monthly flow of water exceeds 10 million yuan. It is predicted that this year's income will exceed 100 million yuan.

For the layout of the next three years, Li Zhe proposed the "1010 Plan" for the company. In this plan, Beans will continue to develop more than 1,000 offline stores in the downstream of the industry, and at the same time hatch 10 outsourcing catering brands, and help offline stores and restaurant brands to complete the docking, to empower the industrial chain.

Today's Beans are located in a small villa outside the Fifth Ring Road. In the office near the corner of the third floor, Li Zhe is thinking about the future of the company in the rhythm of an e-cigarette in 15 minutes.

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