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为了弘扬中华民族传统饮食文化,“老北京传统小吃协会”于2010年5月斥资6000万元创建了“中华万丰全国小吃城”。根据有关调研资料显示,“万丰小吃城”就餐顾客人数较少,“小吃”常被顾客群体评价为味道并不正宗且价位偏高,同时还存在着附近商家与“小吃城”之间的客源竞争问题。转眼两年多时间过去了,“万丰小吃城”现在的经济效益并不尽如人意。“万丰小吃城”汇集全国各地特色小吃的经营模式是否可行,本文基于蓝海战略的视角,尝试探讨“万丰小吃城”的经营之道。
In order to carry forward the traditional Chinese food culture, “Old Beijing Traditional Snack Association ” in May 2010 to spend 60 million yuan to create a “China Wanfeng National Snack City.” According to the survey data show that “Wanfeng snack City ” less number of dining customers, “snack ” often by the customer groups as the taste is not authentic and the price is high, but there are still businesses and snacks nearby City “competition between customers source. Blink of an eye over two years time has passed, ”Wanfeng Snack City “ Now the economic benefits are not satisfactory. ”Wanfeng Snack City “ brings together the characteristics of the snacks throughout the business model is feasible, this article based on the blue ocean strategy perspective, trying to explore ”Wanfeng Snack City " management.