Reprint the following information for reference \x1d\ x1d \ Operation and management of bakery \ x1d \ What is the operation and management of bakery? That is, how to make the bakery make money better, more stable and more chic, so how to do it? Bakeries are large and small, and they are different in many aspects, such as production, management, sales and expenses. But the requirements in hardware and software are basically the same. Hardware includes: store decoration, lighting arrangement, product display, clean environment of factories and bakeries, quality and grade of bread, cakes and western pastry sold. If consumers can have a sense of trust and quality, and have the desire to buy, then the hardware is half the battle. At the same time, we should also pay attention to the construction of software, which includes: the hygiene situation of workers in factories and operation rooms, the service attitude of service personnel, production management, cost control and so on. If we do a good job in these two aspects, then financial resources will roll in. Before talking about these two aspects, let's talk about how to find a so-called "golden storefront", because this is the beginning of making money and management. Without a good storefront, you can't do good business and make money, and even the best management is futile. So what is a "golden storefront"? Before evaluating the store location, let's first understand the concept of "business circle". The so-called "business circle" is the area that can be opened with the store location as the center. The size of the store determines the size of the business circle. Then you can choose to open a store in the business district with the most concentrated customer base. Here are some factors to consider when choosing a "golden storefront": \x1d\ 1. Crowd flow: We should investigate the crowd flow during peak hours and peacetime. People are buyers, and the greater the crowd flow, the better the business of the storefront. In general, the flow of people is the highest during commuting, but business is best in downtown areas and night markets, after work and at night. \x1d\ II. Development: The faster the future development of the area where the store is located, the greater the help to the business. If there are roads or subways nearby, it will bring more people to the future. \x1d\ III. Degree of competition: The more stores of the same nature in the business circle, the more competitive the business. Bakery belongs to general food, so Chinese and western fast food shops, restaurants, night markets, roadside stalls, restaurants and other stores related to food are all substitutes for bakery, so the fewer such stores, the better the business of bakery. \x1d\ IV. Household background: The basic background of households in the business circle, such as income, education, occupation, family size, religious belief, age, etc., all affect the purchase behavior. The basic data of households can be used to evaluate their spending power, and then to evaluate the store location. \x1d\ V. Household nature: Investigate the proportion of various households in the business circle, and if it is an office building area, business is better during commuting hours. If it is a residential area, the business is relatively stable. If it is downtown, business will be good all day, but the rent may be much higher. If there are large organizations such as government agencies and schools near the store, it will bring a fixed crowd and business will be better, but when there is a holiday, business will be poor. \x1d\ VI. Convenience: If the transportation between people in the location is very convenient, business will naturally increase. Such as stations, docks and other places. \x1d\ VII. Prosperity: The higher the prosperity in the business circle, the better the business. For example, there are many shopping malls or business districts near the store. \x1d\ VIII. Opportunity: Besides normal business, the more occasional business opportunities, the better the business. Such as the venue of all kinds of ball games and community sports meetings. \x1d\ IX. Bus stop signs: The more bus stop signs, the more people will wait for the bus and get off, and the better the business will be. \x1d\ X. Public telephone: There is a public telephone near the store, which can often increase the number of occasional buyers. \x1d\ XI. Moving lanes: They belong to the same street, and the population flow on both sides is often very different, so we should pay attention to which direction has more people. \x1d\ If you make a good evaluation of the above items, it won't be a problem if you want to find a "golden storefront". \x1d\ What's the next step after the store is selected? Now, people's ideas have changed. In terms of eating, they are not only required to be full, but also to eat well. At the same time, they are eating things with added value such as brand, health, nutrition and service. While doing a good job in product quality, the bakery should have its own "store" to make people who have been here want to come again, to make them become repeat customers and voluntary propagandists, and to make people who pass by for the first time have the idea of going in and having a look. How to create your own store? First of all, there should be obvious signboards, with dazzling colors such as red, yellow and green, properly deployed, and with lighting, printed with our unique logo and placed in a conspicuous position, so that consumers can see it clearly from a distance and leave a deep impression. Secondly, the decoration and atmosphere in the store should be coordinated, the shopping route of customers should be smooth, the colors and lighting that can arouse customers' appetite, good ventilation equipment, etc., so that customers can have a new sense of vision and space, and at the same time pay attention to the layout of pictures in the store and play different music in different time periods to prolong customers' stay in the store. In this way, your store has basically formed. \x1d\ After your store is formed, you should manage it from three aspects: cost, production and sales, so that you can have a good idea of the operation of your factory or bakery, produce marketable products according to the needs of the market, and be in a favorable position in the competition. \x1d\ First of all, let's talk about cost management. Only with good cost management can we clearly know what the net profit is. The so-called pure profit refers to the part of daily operating income that remains after deducting the expenses of raw materials, production, labor and sales. Many bakery owners only know that they produce a lot of products every day and sell most of them. It is difficult for them to say clearly what the daily turnover is, what the net profit is and what their signature products are. As a bakery operator and manager, you should have a certain understanding of cost management. Only by knowing cost management can we control the cost of products and get the most output with the least input. For cost distribution, in the total operating income, the cost of raw materials accounts for about 31%, labor costs account for about 35%, equipment maintenance and depreciation accounts for about 11%, management costs account for about 18%, and the remaining profits account for about 7% (for reference only). The following is a further explanation of the above items. \x1d\ 1. Direct raw material cost: including raw materials needed in the formula, such as flour, eggs, sugar, grease, etc., and packaging materials of products, etc. \x1d\ II. Labor cost: refers to the salary of the person who directly produces the product. \x1d\ III. Management expenses and fixed expenses: refer to the salaries and other expenses of producers who are not directly involved, such as the salaries of managers and salesmen, venue rent, freight, advertising and equipment maintenance expenses. \x1d\ IV. Profit: The income remaining after the above expenses are removed is the pre-tax profit, and the income remaining after the tax is removed is the actual profit. \x1d\ From the above cost analysis, it can be seen that to increase profits without raising prices, we should work hard on various expenses, reduce expenses and increase profits. As for management and fixed expenses, there are many aspects involved, and there are special departments to discuss them. We only talk about the management of raw material expenses and labor expenses. The expenses of these two parts account for 65% of the total income and are the main factors that determine the price. If we can control these two aspects of expenditure, we can effectively increase profits. The general method is to use the "form" to control these two aspects, because the "form" can clearly record the raw material cost and labor cost of all products, which is convenient for management. The "form" of raw materials should be designed for each product, which should include the dosage, unit price, price of packaging materials and product yield of each raw material. According to this form, the cost price per unit weight of each product can be calculated, and then all kinds of products produced in the store are recorded and managed in a "form" every day, so that the daily production situation of the bakery can be truly grasped, and the daily production list can be accurately discharged to control the output of raw products and the surplus of products, and the cost of raw materials can be easily controlled by adding the requisition form. In terms of manpower, if the workload of workers can be understood and controlled, the waste of personnel can be avoided relatively. For example, in actual production, there is often a shortage of manpower during Mid-Autumn Festival and Spring Festival, but there are too many in off-season. Only by adjusting the staffing to make it at an optimal point, making it suitable for off-season personnel, and inviting some hourly workers to produce smoothly in peak season, can the labor cost be effectively reduced. \x1d\ Secondly, let's talk about production management again. With the development of baking industry, open factories are becoming more and more common. The attractive advertising slogan "Visible based on freshness, visible process, visible sanitation and safe sight" should change the light from dim to bright, messy to smooth, dirty to neat and stuffy to cool and ventilated, regardless of the size of the operation site. No matter how big or small the workplace is, only a bright, smooth, clean and tidy workplace will make customers feel at ease and workers feel satisfied. And it is necessary to institutionalize the work of personnel and correct their habits. Then there is the daily management of production. Generally, large central factories work in groups, but small bakeries generally don't have so many workers. The boss may have to work for several hours every day, and each worker's work will not be divided into details. As long as everyone works together to complete the task every day, the boss may feel that the daily production management is not very important, but if the boss can pay attention to this work, it will benefit a lot. Small bakery itself is a small-scale operation, and its profit is not much. Its profit is accumulated bit by bit by all employees. If you avoid waste and take good care of equipment, the store can embark on a virtuous circle. The following suggestions will be of great help to improve your profit. \x1d\ 1. We should control the quantity of raw materials and packaging materials, so as not to waste them because of the large quantity. At the same time, we should let the operator know how many raw materials and products are produced, and know the quantity of products fairly well. \x1d\ Second, it is necessary to have a good sign-off system, with clear responsibilities, so that it is easier to track and correct problems when they occur, and at the same time avoid waste. \x1d\ III. Always check the inventory of raw materials, the amount of raw materials, the price of raw materials and the products produced to avoid mistakes and out of stock. \x1d\ IV. Raw materials should be stored under strict management system to avoid deterioration and waste. \x1d\ 5. Pay attention to the circulation of frozen and refrigerated products to avoid deterioration. \x1d\ VI. Do abide by the principle of first in first out. \x1d\ VII. Abide by the standardization of product formula and standard production process to ensure the stability of product quality. \x1d\ VIII. Avoid products that are overcooked or undercooked, resulting in waste.