[金钱豹高管玩失踪]_老板失联,高管集体玩失踪,红极一时的金钱豹为何陨落? The leopard disappeared]_ executives lost contact with the owner, executives collective disappeared, a leopard why fall-朴槿惠狱中怪异



老板失联,高管集体玩失踪,红极一时的金钱豹为何陨落?

"近日,鼎盛一时、被称为“自助餐中的劳斯莱斯”的金钱豹关闭了它在北京的最后一家门店。目前全国仅剩的上海总店也处于休业状态,仅有少数被欠薪的行政人员在值守。"

  近日,鼎盛一时、被称为“自助餐中的劳斯莱斯”的金钱豹关闭了它在北京的最后一家门店。目前全国仅剩的上海总店也处于休业状态,仅有少数被欠薪的行政人员在值守。 企业负责人则一直处于失联状,无论是消费者、供应商,甚至是大部分员工,都无法联系到金钱豹高管。 曾几何时,“饿一天,扶着墙进去;吃一顿,扶着墙出来”是金钱豹食客的真实写照。数百元一位自助餐价格,在金钱豹吃上一顿包含海鲜鱼翅、哈根达斯的自助餐,被视为一种“高大上”的体验,给无数食客留下难忘的记忆。 观其发展始末,金钱豹13年的命运实在令人叹惋。
辉煌坍塌,沦为资本“玩物” 2003年,金钱豹在上海开出中国内地市场第一家门店,此后十年一路高歌猛进,征服了无数食客,成了高端自助餐的金字招牌。最风光的时候门店扩至26家,遍布一线城市,就餐高峰时门庭若市,周末时更是一位难求。 2012年门店达到22家,曾提出2015年实现50家门店的战略规划。但自2013年后,金钱豹遭遇瓶颈,一路亏损;2014年新增门店仅有3家;2015年上半年未开一家新店。股权几经易主、财报亏损、门店收缩、甚至被供应商上门追债。 两次股权转手,加速金钱豹衰落了速度。 2011年7月下旬,金钱豹被欧洲最大的私募股权投资集团安佰深以15亿元价格收购。 2015年,金钱豹国际美食汇的股权再度易主。当年6月初,香港上市公司嘉年华集团公告称,以2.53亿港元(约2.03亿人民币)的价格收购了金钱豹99.9999%的股权,两次转让价格相比悬殊。 对比这笔交易,业内公认是“贱卖”,理由很简单:“亏损!” 截至2016年年底,金钱豹接连退出了8个省份11个一线及二线城市,关闭13家餐厅,雇员人数则由原来的2600人锐减至1100人。 除门店扩张严重放缓外,金钱豹财报也显示亏损。 2017年6月20日,北京金钱豹国际美食汇国际美食有限公司上传了2016年度报告,报告中指出,2016年,公司资产总额5118万元,其中所有者权益合计290万元。2016年销售总额1882万元,亏损金额为158万元,纳税72万元,负债总额4828万元。
五大“病灶”,企业内耗严重 曾经无论是在北京、在上海、在天津等一二线城市,只要一提起高端自助餐厅,闪现在人们脑海的第一个餐厅品牌就是金钱豹,金钱豹无疑成为了高端自助餐厅的首选,那个时候的金钱豹更像是一个傲娇的贵妇,只要开店就有钱赚。
▲ 金钱豹上海分店和电影中的布达佩斯大饭店 从高端自助餐饮标杆,到连续亏损再到被追债,金钱豹为何落得如此下场?
1.运营成本高昂 据公开报道,金钱豹平均单店投资高达2500万元至3000万元,仅食材一项成本就占营业额的45%,利润却不足10%。 为降低运营成本,金钱豹不得以缩减菜品,减少人工投入,但食材品质却受到考验。且2013年以来受外部大环境影响,定位高端餐饮的金钱豹生存空间变窄。 另外,自助餐饮追求大而全,品类丰盛,为了能陈列更丰富的食材,自助餐厅普遍以500-1000平米的大店为主,成本高昂的房租,造成门店重负。此外,2003年发展至今,金钱豹总共店面扩张至26家,长期的连锁投入致其资金运作紧张。
2.营销模式单一 作为舶来品,金钱豹传统的西餐自助模式在如今新奇百出的市场里难免显得保守局限。金钱豹多年来一成不变的经营和营销模式已经很难留住和吸引食客,还不时爆出食品安全问题。
3.被资本“玩弄” 内耗严重 金钱豹由台湾商人袁昶平创立,于2003年进入内地市场。在此后的13年里,金钱豹几经易手,多次转卖资本,短短几年内换了7任总裁,投资公司的介入导致金钱豹管理层混乱。在金钱豹内部,团队与团队成员之间勾心斗角,企业帮派氛围太浓,当一出现风吹草动的时候,就面临着员工集体离职。这造成了金钱豹企业内部不必要的内耗,在管理上和与资本方的协调上,这都是导致它倒闭的致命因素。
4.“扶墙进,扶墙出”的时代已经过去 在消费转型升级的背景下,传统自助餐对于消费者的吸引力日渐衰减,其落寞或有缺乏转型较慢的原因。 在过去,人们对自助餐的认识就是“产品丰富,超值,多吃”,“扶墙进扶墙出”。因此自助餐厅们多是以数量取胜。但当社会物质资源越来越丰富,人们开始追求品质,消费升级被不断强调的时候,以量取胜的自助餐厅自然就变成不高档的代名词。 且现在餐饮消费的主力已经变成了年轻的80、90后,他们的餐饮消费呈现:快时尚化、健康化、细分化和潮流化几个趋势。餐饮已从解决温饱上升到精神情感需求,消费者正从“价格敏感型”向“价值敏感型”转换。 曾经人们把金钱豹当社交货币,可以炫耀的资本,但如今的自助餐厅很难做成社交货币,毕竟炫耀占便宜本来就不是件太有面子的事,这是普通大众的消费心理。
5.压死骆驼的最后一根稻草 “让一个餐饮企业最快的死法可能就说食品安全问题”。这是海底捞张勇在某论坛上的演讲。可惜金钱豹不幸被言重,2013年01月08日央视曝光“假鱼翅”事件中,金钱豹在大名单之列,虽然后续金钱豹也开始做危机公关,停买鱼翅、鲍鱼。但品牌形象已经大打折扣,这个时候老百姓已经开始不信赖这个品牌。
高端餐饮遇寒冬只是说辞 回顾近些年,餐饮行业曾经出现了三次风口期: 2007年至2013年:高端餐饮疯狂生长,涌现如湘鄂情、俏江南、小南国等一大批知名企业。 2013年之后:美食购物模式兴起,催生出如西贝莜面、新辣道、黄记煌、外婆家等餐饮品牌,入驻商场的大众餐饮成为主流。 2015年至今:o2o外卖市场,“餐饮+ 互联网”成为大趋势,又给行业格局带来不小的改变。 2013年之前,高端餐饮消费曾占餐饮行业30%,而且利润非常高。2013年后高端餐饮出现艰难,业绩断崖式下降,湘鄂情、小南国、俏江南、净雅、顺峰、金钱豹等主流品牌无一例外都遭受了严重打击,至今仍未走出困局。 难道金钱豹没落的罪魁祸首,真的是像众媒体所报道的,遭遇了高端餐饮寒冬? 不见得,同样定位高端人群的大董却在所谓的行业“寒冬”,其营业额和利润的增长情况没有受太大的影响。比如北京宴,遭遇寒冬以后同样面临生意下滑,北京宴却针对此情况,推出“私人定制”服务,营业额逆势增长2000余万元。而金钱豹一味地等待市场给肉吃早晚会被市场所淘汰。 就中国中产阶级不断上升的数量和消费能力而言,高端餐饮还是有一定的上升空间。但传统高端餐饮存在的价格虚高问题妨碍其成为一种主流的高端消费方式,对于食材、品质、服务的整体提升或许才是未来高端餐饮的发展方向。 "Recently, the Golden Leopard, known as the" Rolls-Royce in the buffet ", closed its last store in Beijing. The remaining Shanghai headquarters in closed state, only a few are on the administrative personnel on duty. " Recently, the Golden Leopard, known as the "Rolls-Royce in the buffet", closed its last store in Beijing. The remaining Shanghai headquarters in closed state, only a few are on the administrative personnel on duty. The head of the business has been out of joint, and neither consumers nor suppliers nor even most of the staff have been able to reach leopard executives. Once upon a time, "hungry one day, holding the wall to go in; eating a meal, holding the wall out" is a true portrayal of the leopard eater. Hundreds of yuan a buffet price, in the leopard to eat a meal, including seafood, shark’s fin, Haagen Dazs buffet, is regarded as a "tall" experience, to countless diners leave unforgettable memories. The development of the whole story, leopard 13 years of fate really tanwan. Brilliant collapse, become capital plaything" In 2003, the mainland market Chinese leopard opened first store in Shanghai, after ten years the way to conquer the numerous diners, stride forward singing militant songs, into a high-end buffet a gilded signboard. The most beautiful time expanded to 26 stores, all over the first-tier cities, dining at the peak of the weekend is bustling, a hard to find. 2012 stores reached 22, has proposed in 2015 to achieve the strategic planning of 50 stores. But since 2013, leopard bottlenecks, a loss in 2014; the new stores only 3; the first half of 2015 opened a new store. After the change, equity earnings losses, and even by the supplier stores contraction dunning. Two changes in equity to accelerate the decline of leopard speed. In late July 2011, the leopard was acquired by Europe’s largest private equity investment group Apax price to 1 billion 500 million yuan. In 2015, leopard international exchange equity changed hands again delicacy. In early June, Hong Kong listed companies Carnival group announced that, to HK $253 million (about 203 million yuan) of the purchase price of the leopard 99.9999% stake, the transfer price of two compared. Comparison of the deal, the industry recognized is the "sale", the reason is very simple: "loss!" By the end of 2016, the leopard had been out of 8 provinces, 11 first and second tier cities, and 13 restaurants were closed. The number of employees dropped from 2600 to 1100. In addition to serious slowdown in store expansion, leopard earnings also showed losses. June 20, 2017, Beijing leopard International Gourmet International Food Co., Ltd. uploaded the 2016 annual report, the report pointed out that in 2016, the company’s total assets of 51 million 180 thousand yuan, of which the total owner’s equity 2 million 900 thousand yuan. 2016 total sales of 18 million 820 thousand yuan, the amount of loss of 1 million 580 thousand yuan, tax 720 thousand yuan, the total liabilities of 48 million 280 thousand yuan. Five major "focus", the internal friction of enterprises seriously Once both in Beijing and in Shanghai, Tianjin in a second tier city, the mention of a high-end cafeteria, flashed the first restaurant brand people mind is the leopard, leopard will undoubtedly become the preferred high-end buffet restaurant, at that time the leopard is more like a charming lady, as long as you shop money. The leopard and Shanghai branch of the Budapest in the movie Hotel From high-end catering to the benchmark, consecutive losses to debt collection, leopard why come to this fate? 1., high operating costs According to public reports, leopard store average investment of up to 25 million yuan to 30 million yuan, only a food costs accounted for 45% of turnover, the profit is less than 10%. In order to reduce operating costs, leopard may not reduce the dishes, reduce labor input, but the quality of the ingredients have been tested. And since 2013, affected by the external environment, positioning high-end catering leopard living space narrowed. In addition, self catering for large and all, in order to display more abundant category, rich ingredients, cafeteria generally 500 to 1000 square meters large, the high cost of rent, which stores the burden. In addition, since 2003, the leopard has expanded its store to 26 stores, and its long chain investment has caused its capital operation to be tight. 2., the marketing model is single As an exotic, leopard traditional Western-style food self-help mode in the market now full of novelty is conservative limitations. Leopard leopard for many years into a constant operating and marketing model, has been difficult to retain and attract diners, but also broke out food safety problems. 3. is the capital "serious internal friction The leopard was founded by Yuan Changping, a merchant in Taiwan. It entered the mainland market in 2003. In the next 13 years, leopard sold several times after the change, the capital, just a few years for the 7 president, the investment company resulted in Leopard management confusion. The leopard, infighting between the team and the team members, the enterprise atmosphere Gang is too strong, when one appears when facing the wind sways grass, employee turnover. This resulted in unnecessary internal friction in the leopard enterprise, and in management and coordination with the capital side, this was the fatal factor that led to its failure. 4., the era of "helping the wall and lifting the wall" has passed In the context of consumption transformation and upgrading, the traditional buffet for consumers increasingly attractive decline, its lack of loneliness or lack of reasons for slow transformation. In the past, people’s understanding of the buffet is "product rich, super value, eat more", "help the wall into the wall."". As a result, the cafeteria is dominated by quantity. But when society

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