Managed investment, this word is very familiar, but it is very unfamiliar, why? Because not every enterprise can adopt this model, and at the same time, it also needs a strong single-store profit model and a mature operation team.
Otherwise, it may also cause a "Ponzi scheme", the store does not make money, the headquarters only relies on the franchise fee to make money, once there is no franchisee (investor) to come, the chain system will collapse immediately.
"Seeing him raise the Zhu Tower, seeing him feasting guests, seeing his building collapse"
Therefore, we must start from our actual situation and seek truth from facts.
Last time, I shared the first classified dividend investment model: , this time I will continue to talk about managed investment.
The first type: classified dividends
Type 2: Managed Investments You are currently here
The third type: premium investment
Fourth: guaranteed investment
Fifth: dynamic dividends
No matter how the plan changes, the essence behind this is the game between man and capital, as well as the distribution of benefits, and how to balance risks and benefits.
To put it simply, it means that investors invest money, do the shopkeeper, and the brand does the store management.
The general operation is as follows: the industrial and commercial registration of the store is generally registered in the name of the investor, and the registration method is an independent limited company or self-employed, and then the investor signs an entrusted management contract with the brand operator.
At present, Heilan Home and MINISO have a relatively successful hosting model, and it should be noted here that the profit margin of the brand must be there, otherwise it will be difficult to continue to operate.
If there is no long-term development vision, it is difficult to get through the hosting model from the perspective of the brand supply chain, because this is to give profits to investors, and the brand opens the market with the help of channels, that is, the money of the store is transferred to the franchisee.
1. Management fee based on turnover;
2. The supply chain supply price difference to the store;
3. Operating profit sharing;
4. Brand fees, store construction and other expenses.
This is the long-term development plan, the so-called do not seek the overall situation, not enough to seek a domain.
A brand chain invests in a store with a budget of 1 million, and the brand adopts a managed investment model for external expansion, that is, the investor invests 1 million in full, and the brand operates it, in which the brand does not charge brand usage fees and preparation fees.
The store is registered as an individual industrial and commercial household, and the registered investor is the operator, which is entrusted to the brand operator.
How brands make money:
- The operator will receive a monthly management fee of 5% of the turnover.
- The operator supplies the goods uniformly and earns 10% of the price difference.
- The operating profit is 70% for investors and 30% for operators.
From an investor's point of view, as long as the return-risk ratio is appropriate, the two parties can cooperate. The investor contributes money, the operator contributes, and the distribution plan is very clear.
But there are three core problems here:
- Who owns the store?
- What is the relationship between the brand and the investor?
- How to define the rights and obligations of both parties?
Obviously, the ownership of the store is an investor, but it is just entrusted to the brand to operate, that is, the brand is a worker, and it is better to hear that it is a professional manager. It's easy to say that if you make money, if you don't make money or even lose money, there is a big contradiction in this.
Because the entrustment relationship can be dissolved, the store is registered in the name of the investor, and the initiative lies with the investor.
Therefore, some brands often have this thought: "Can I let him pay for it, but I am not allowed to meddle in the management, nor can I question it, and I can't shout if I lose?" ”
That is, the communication method between the brand and the investor and what is the role positioning of the brand side, which needs to be considered.
Even though this scheme sounds simple and easy to understand, the actual operation is not simple, which is why the custody investment model is not a mainstream chain expansion model, and many industries cannot use it.
Because as far as business is concerned, it is a long-term thing, and the trend and outlet, or the external environment are often changing, so the interests are also often changing, and there will be a game between human and capital, such as:
- Strong brands want to stabilize control, hope that people and stores are in their own hands, and don't want to work for investors.
- If the operation of a weak brand is not stable, it will be difficult for investors to sustain their returns and not satisfy investors.
The most intense points of conflict:
Investors contribute money and take risks, but they may not be able to get high returns;
The brand side contributes and works hard, but it is difficult to control the store.
Therefore, the mode of custody investment is often a short and fragile balance, the relationship between the position of the two parties, power and interests, are not easy to grasp, a careless, offside, from a business point of view, the investor should be the boss, but for the operator, it is always like helping others raise their sons.
This is the reason why managed investment cannot become mainstream at the moment, but it is indeed worth learning from chain enterprises, and the expansion adopted at different stages can be constantly changing.
As the saying goes: soldiers are impermanent, and water is impermanent.
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