Dr. Wang Zhenguo: Under Major Era Changes, These 7 Opportunities Are Worth Restaurant Operators' Attention

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On March 25, the 2026 China Catering Industry Festival and the 35th HCC Global Catering Industry Expo, jointly organized by the World Chinese Catering Association and Hongcan.com, was held at the Hangzhou Convention and Exhibition Center. At the “2026 China Catering Industry Conference,” Dr. Wang Zhenguo stated that the current catering industry is experiencing overlapping impacts from macro, industry, and technological capital cycles. The era of inclusive growth has come to an end.

Among these, the macro cycle shift is characterized by intensified stock competition. The macro GDP growth rate has entered a plateau, with total retail sales of consumer goods slowing to 3.7%. The catering market has shifted from “growth frenzy” to “stock competition,” becoming more differentiated.

Industry cycle resonance refers to deeper structural adjustments. Over the past decade, the number of catering outlets has surged, with an average closure rate exceeding 20%. The industry has bid farewell to the “big water, big fish” dividend period and entered an era where success depends on operational excellence and brand strength—the “survivors” era.

The reconfiguration of technology/investment cycles signifies an AI-driven efficiency revolution. Digitalization and AI technology are accelerating their penetration, with their core value lying in “application” rather than “invention.” They are evolving from efficiency tools into core engines driving R&D, supply chain, and marketing.

“The industry is shifting from ‘hunters’ enjoying market dividends to ‘farmers’ cultivating user value,” summarized Wang Zhenguo. Only by proactively understanding the big picture and completing self-restructuring can enterprises survive ongoing reshuffles.

△ Dr. Wang Zhenguo

Facing these challenges, Wang Zhenguo outlined four core dimensions for systematic upgrades.

First, product restructuring: from “functional carriers” to “value solutions.” Basic functions have become homogenized; future products must be integrated value packages that combine health, transparency, emotional connection, and efficiency.

Second, channel restructuring: from “sales pipelines” to “value delivery hubs.” The role of channels is changing, becoming the final test of brand value and the core operational arena for user relationships. Taking supermarket adjustments as an example, the essence has shifted from simple space efficiency optimization to systematic restructuring of relationships among people, goods, and spaces.

Third, price band restructuring: forging true strength amid the rise of “cost-performance ratio.” Rationalization of dining check averages is a clear trend. Lowering prices is easy, but “the real skill is being able to lower prices without damaging the company’s foundation.” This depends on real efficiency improvements driven by supply chain consolidation and operational digitalization.

Fourth, organizational and digital restructuring: from “mechanical hierarchy” to “agile ecosystem.” Digitalization is not just a tool; its ultimate goal is to unify “information flow, logistics, and capital flow.”

Meanwhile, Wang Zhenguo shared seven structural growth opportunities: silver economy, emotional economy, cost-performance economy, health economy, pet economy, green economy, and localized economy.

Author: Hongcan Editorial Team