But if the unification of VI is a great inspiration to franchisees, it is that they are eager to learn the standardized operation and management processes of big brands. The management of franchise stores is not only the unification of VI, but also the gradual infiltration of the operation concept of headquarters and the unification of internal management and operation. To be sure, franchise stores lack a complete and standardized management system before joining, which is more reflected in the local method of crossing the river by feeling the stones. On the one hand, many franchisees are actively seeking more scientific management methods to make new breakthroughs. On the other hand, after joining, they continue to use the original local methods, so the turnover and sales volume will naturally not go up.

In addition, franchisees will be wary of the marketing strategy of the headquarters in the early stage of joining, fearing that the headquarters will hurt them while guiding them, or want them to go offline forever. These are the reasons why franchisees still have reservations in the initial stage of joining, and they are also the embodiment and test of the business ethics of the headquarters.

2. Headquarters' own reasons analysis

(1) The foundation of cooperation between headquarters and franchisees is unstable.

At present, the franchise chain system of many brands itself is a relatively fragile cooperative relationship. The two sides have no shareholding constraints and no prospects for common development. This is a mutually beneficial relationship. Franchise stores only hope to grow with the help of the headquarters, but have no willingness to cooperate for a long time. The headquarters covets market share and develops blindly under the premise of its own imperfect system. Therefore, this franchise chain is a very unstable cooperative relationship and the main reason for differences.

(2) The marketing strategy of the headquarters is not formulated according to the actual situation.

The marketing strategy formulated by the headquarters without detailed market research is often only suitable for some regions, which will cause resistance from franchisees, or the marketing plan is not suitable for local promotion at all. There are great regional differences in China, and the consumption level and concept of each place are different. Therefore, when making marketing plans, the headquarters should not generalize, but take the overall situation into consideration.

(3) The enterprise lacks control ability.

If the headquarters gives franchisees too much power, it will also make the marketing strategy of the headquarters difficult to implement. The headquarters should reasonably control the rights of franchisees and formulate a sound, perfect and reasonable management mechanism. Everything can be found in the rules and regulations.

(4) There are problems in the management structure and communication system between headquarters and franchisees.

1, unifying the VI image only solves the expedient measure. The headquarters maintains a good business reputation, helps franchisees cultivate the market, correctly guides and supports the business mode, and then penetrates the business philosophy, and finally achieves a win-win situation. This is the key to the root cause.

2. When making marketing planning, the headquarters should formulate detailed marketing policies according to the different actual conditions of each franchise store, solicit the opinions of franchisees, and form a marketing plan acceptable to both parties.