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01 ■
Development path from 0-10000
In the initial stage of business operation, that is, from 0 to 1, the focus is on creating a single-store profit model. This stage is the initial stage of enterprise establishment, and resources and energy are relatively limited, so it is necessary to focus limited resources on a single point of breakthrough and prove the viability and profitability potential of the business model by carefully building a profitable demonstration store.
When the company successfully creates a single-store profit model, it enters the stage from 1 to 10. At this stage, the focus of the enterprise shifted to the construction of standardization. Standardization is the key to rapid expansion and consistency among chains. By refining and summarizing the successful single-store profit model to form a set of replicable and operable standardized processes and specifications, enterprises can ensure that each newly opened store can operate according to the same standards, so as to maintain the consistency of service quality and brand image.
With the further expansion of the scale of the enterprise, it has entered the stage from 10 to 100. At this stage, the focus of the enterprise needs to focus on the replication of the model. With a standardized foundation, companies can quickly open new stores in different regions and markets by replicating a successful single-store model. The replication of the model not only requires enterprises to have strong execution and management capabilities, but also requires enterprises to be able to flexibly adjust and optimize according to different market environments and consumer needs.
1. Strategic positioning: scientific choice and abandonment, strategic victory! Create the core competitive advantage of the chain! Solve the problem of maximum efficiency allocation of industry resources and enterprise resources!
2. Business model selection: design the profit model of the chain enterprise, and choose the chain business model of "must win, continue to win". Set up a management and control routine of "up and down, flexible response", and choose a "fast and stable" chain development model.
3. Standardized operation: Combined with the current situation of the enterprise, design a replicable annotation and perfect franchise system to improve profitability and operational efficiency
4. Training system: help enterprises standardize cross-regional replication, while ensuring consistency and not distorting. Establish a training platform for talent teams to meet the needs of expansion. Establish an effective training system to achieve standard replication output. Effective output of corporate culture and operation standardization at the same time!
5. Supervise the implementation: to ensure the continuous and happy implementation of standardization, to ensure the implementation of the standards of different franchise systems, and the continuous improvement and upgrading of the standardized operation system.
Chain management requires the unity of the brand image of each chain store. Chain management itself is an important way to promote brands. At the same time, a unified brand image also contributes to the improvement of the performance of the chain store. Otherwise, if there is no unified brand image, "thousands of stores and thousands of faces", it is difficult to obtain the "scale effect" on the brand image, needless to say, without a good brand image, the profitability of the chain store will also be greatly reduced. Therefore, the headquarters is required to provide a unified brand image standard and strictly manage the brand image.
02 ■
Create a single-store profit model
How to build the profitability of a single store? This is a challenge that many chain brands often face in the early stages of development. In Yima Aladdin's strategic escort service, we know that the construction of profitability is not achieved overnight, but the result of in-depth analysis and refined operation. Therefore, our first task is to conduct a comprehensive "financial check-up" for individual stores.
The core of this physical examination is to calculate the four key indicators of investment, cost, expense, and profit of a single store. Through accurate data analysis, we can clearly understand the capital flow of a single store, and clarify its input-output ratio, that is, ROI (return on investment). This step not only helps a single store to recognize its own profit status, but also provides strong data support for its subsequent profitability improvement.
So what can be done to improve this ROI? The construction of the smallest profit unit is the key to maximizing ROI. The smallest profit unit refers to the smallest business unit that can be independently accounted for and self-financed in the course of operation. Through refined management and cost control, enterprises can ensure that each minimum profit unit has profitability, which is the basis for overall performance improvement.
At the same time, the establishment of the minimum profit unit also helps enterprises to better identify business risks, and make timely adjustments and optimizations.
Reproducible (single-store profit model)
After the minimum profit unit is run through, the next step we need to do is to make this unit (single store) have the ability to be replicated. First of all, we have to make an in-depth analysis from the internal operation level: we must have an operation management system that can ensure the orderly daily operation of a single store, a refined commodity management that can accurately grasp the market demand to improve the inventory turnover rate, a human resources system that can stimulate the potential of employees and enhance team cohesion, a stable financial management ability, and an information-based management network....... Together, these foundational elements ensure that a single store can maintain efficiency and stability in its daily operations, laying a solid foundation for the construction of a profit model.
In addition, market positioning and external conditions cannot be ignored. For example, external factors such as accurate positioning and customer group analysis, scientific site selection decisions, product and service mix in line with market demand, high-quality environment and scene design, etc., and timely adjustments are made according to market changes to ensure that a single store always maintains competitiveness.
These elements do not exist in isolation, but are interrelated and mutually influential. Together, they form the core framework of a replicable single-store profitability model and provide strong signposts for companies in the expansion process. Only when we fully understand and grasp these elements can we create a truly replicable single-store profit model.
What are the components of the single-store model?
03 ■
Create store standardization
How to replicate the profitability of a single store and realize the large-scale development of chain brands? The construction of standardization is the key to this. Standardization can not only ensure that each single store can follow a unified specification and process in the operation process, but also improve the operational efficiency and service quality of a single store, thereby enhancing its profitability.
In the process of standardization, we pay special attention to the standardization of several key points: the first is the management ability of store managers. As the soul of a single store, the strength of the store manager's management ability directly affects the operation effect of the single store. Therefore, we will systematically train and guide store managers to ensure that they have sufficient management skills and leadership charisma.
The second is the ability to attract customers and expand customers. In today's increasingly fierce market competition, how to attract and retain customers has become the key to the profitability of a single store. By formulating effective marketing strategies and promotion methods, we can enhance the visibility and influence of individual stores, optimize customer experience, and enhance customer stickiness and loyalty.
Finally, there is the product and service portfolio capability. Products or services are the core of a single store's profitability, and we need to carefully design and combine products or services according to market demand and consumer preferences to meet the diversified needs of customers. At the same time, we also focus on the quality and innovation of our products or services to ensure that they have a competitive advantage in the market.
Through the standardization of these key points, we can effectively improve the profitability of a single store and successfully replicate it in every newly opened single store. This can not only achieve the rapid development of the chain brand, but also ensure that each single store can create sustainable value for the brand.
04 ■
Create a two-way contribution model from single store to headquarters
No matter at what stage, the two-way empowerment capability between a single store and the headquarters is the core driving force for enterprise development. The profitability of a single store is the foundation for the survival and development of an enterprise, and only by ensuring that each store can achieve profitability can the enterprise continue to develop steadily. The two-way contribution capability of a single store and headquarters is the key to achieving large-scale expansion and maintaining brand vitality.
The headquarters needs to provide continuous support and guidance to the single store to help the single store solve the problems and challenges encountered in the operation; At the same time, a single store also needs to transmit front-line market information and consumer feedback to the headquarters in a timely manner to provide strong support for the strategic decision-making of the headquarters. This two-way empowerment relationship not only promotes the close cooperation and collaborative development between enterprises and individual stores, but also provides a strong impetus for enterprises to continuously adapt to market changes and continue to innovate.
First of all, in terms of strategic positioning, enterprises need to abandon the traditional supplier thinking and turn to a more forward-looking brand perspective. The role of suppliers is often limited to earning product price differences, with limited profit margins and is susceptible to market fluctuations. Brand owners, on the other hand, can achieve wider market coverage and higher profit returns by building a strong brand image and reputation. This transformation requires companies to not only pursue excellence in products and services, but also to invest more in brand building and marketing to create unique brand value and competitiveness.
Secondly, how to make all partners in the ecological chain profitable is a key issue that needs to be considered in the process of escorting. A healthy ecological chain requires all parties to work together for mutual benefit and win-win results. Therefore, enterprises need to develop a reasonable profit distribution mechanism to ensure that each link can get a reasonable return. This is not only a respect for partners, but also the key to maintaining the stability of the ecological chain.
Finally, how do you continue to add value to the entire company? Enterprises need to design a diversified and profitable business model, and achieve continuous growth in company value through continuous innovation and expansion of business areas. At the same time, it is also necessary to pay attention to capacity building and improve the management ability, operation ability and innovation ability of the enterprise in the process of chain development, so as to ensure that the company can cope with market changes and challenges and continue to maintain a leading position.
In the process of chain development, the brand licensing operation emphasizes the concept of "dividing the visible money and taking back the invisible money". This means that enterprises need to focus on long-term interests, not to pursue short-term profits excessively, but to achieve sustainable development through reasonable profit distribution and value creation.
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