The latest "2007 China catering chain enterprise development strategy trend survey" shows that venture capital and catering enterprises are in love and thirst.

The survey shows that 72% of the catering chain enterprises that are in the stage of capital operation have already discussed with many investment banks. The development strategy of catering chain enterprises has changed and is moving to the direction of capital operation. The good performance of Quanjude on the first few trading days is the first time in the first A trading market.

At present, at least 10 enterprises have publicly announced their wish to list, including South Beauty, small South, small fat sheep, Tan Yutou, Dong Lai Shun, dumplings, big tea dumplings, a tea sitting, real effort and so on, and there is a large amount of venture capital to enter the field.

Analysts believe that the end of this year and early next year will be the climax of Chinese food chain enterprises.

"This year, 48% of the restaurant chain enterprises choose to plan capital operation to accelerate expansion, of which only 6% of enterprises have introduced capital to prepare for listing."

Chu Dong, member of the China Chain Store Association, recently held the "Sixth China food and beverage industry chain development strategy seminar". These figures just reflect the financing situation of Chinese catering chain enterprises. Most enterprises are still on the sidelines, and only a few enterprises have the requirements of investors.

According to the current situation, the listed catering enterprises are a group with relatively distinctive characteristics in the chain industry. For example, Tan Yutou, little fat sheep and Chongqing Swan are running special restaurants, while real Kung Fu is running Chinese fast food. Besides, there are Shang Dao coffee, one tea and so on.

Many venture capitalists have focused their attention on the catering industry.

In July 2006, Inner Mongolia Little Sheep Catering Chain Ltd entered into alliance with the 3I group of Europe's largest investment organization and the well-known investment fund of the Hongkong Kai Kai fund. It introduced $25 million. In March 30, 2007, the Chinese company announced that it was listed as the first overseas catering company to be listed overseas.

In June 13th of this year, Chongqing Swan announced that it had been jointly invested by Sequoia China and Haina Asia venture capital fund, with a total value of between 20 million and 25 million dollars.

The Shanghai leisure restaurant has announced the completion of the second round of 10 million 680 thousand dollar venture capital financing. In October 25th, the Chinese fast food chain "real kung fu", with the help of the capital market "Dongfeng", obtained today's capital and linkage investment, two venture capital investors 300 million yuan investment.

The industry experts believe that the scale and chain operation of the catering industry is an important factor to attract the attention of venture capitalists. Compared with the previous Internet investment, the cash flow recovery of the catering industry is fast, and there are operating entities, and some of the catering businesses still have many real estate.

Before the emergence of the Internet bubble, many venture capitalists began to consider turning to traditional industries. Catering businesses and other consumer businesses were very much in line with VC's taste.

The latest "2007 China catering chain enterprise development strategy survey" shows that venture capital and catering enterprises are in love and thirst.

The survey shows that 72% of the catering chain enterprises that are in the stage of capital operation have already discussed with many investment banks. The development strategy of catering chain enterprises has changed and is pferring to the direction of capital operation.

據(jù)楚東介紹，當(dāng)前餐飲企業(yè)戰(zhàn)略變化主要表現(xiàn)在6個(gè)方面：第一，在戰(zhàn)略方面，資本運(yùn)作成為企業(yè)未來(lái)發(fā)展重點(diǎn)；第二，在資本籌劃方面，多數(shù)企業(yè)仍處于多輪洽談和觀望當(dāng)中，成功融資的企業(yè)只是少數(shù)；第三，在企業(yè)管理方面，市場(chǎng)擴(kuò)張是現(xiàn)階段重點(diǎn)，對(duì)營(yíng)運(yùn)管理、人力資源方面的關(guān)注度下降；第四，在營(yíng)運(yùn)管理方面，人才、培訓(xùn)、督導(dǎo)等老問(wèn)題依然沒(méi)有得到有效解決，建立規(guī)范的管理文件問(wèn)題更加突出；第五，在人力資源方面，高管人才缺失、基層人員流動(dòng)大仍然是行業(yè)普遍問(wèn)題，并沒(méi)有得到緩解，建立有效的激勵(lì)機(jī)制問(wèn)題更加突出；第六，在管理經(jīng)驗(yàn)的探討方面，排名前5 位的是與資本合作的目的、方法和風(fēng)險(xiǎn)控制、中外特許經(jīng)營(yíng)發(fā)展新模式、統(tǒng)一有效的品牌營(yíng)銷(xiāo)、連鎖企業(yè)如何建立安全消費(fèi)體系、連鎖總部信息化技術(shù)應(yīng)用等。

The attitude of many experts is relatively calm for the Chinese restaurant business.

They say that most enterprises are still under fire. First of all, the threshold of catering industry is low, the internal management of enterprises is chaotic, the quality of enterprise owners is low, and the operation of capital is basically ignorant. Secondly, the preparation time for listing is insufficient. Taking Gome as an example, it has been preparing for listing for 5 years, while most catering enterprises have gone from single store operation to chain regular operation for less than 10 years, and most of the catering enterprises are 6 to 8 years' scale.

In this regard, Chu Dong suggested that catering enterprises should first practice their internal skills in order to go public. First of all, we should carry out scientific strategic research and development, and formulate clear and effective strategic management plans. Secondly, we must establish long-term talent introduction and training mechanism; third, attach importance to infrastructure construction, especially the formulation of standardized management manuals; fourth, capital operation strategy is not a long-term strategy, brand strategy is a long-term strategy; enterprises should pay full attention to brand strategy, return to fundamental management, and create a century old brand.