Regarding the separation, a commonly circulated theory is that the founder's business philosophy is different.

But what is the truth?

We have no way of knowing, we can only guess based on some circumstances.

In fact, the trigger for the family separation should have been buried in 1999.

At that time, Holiland's co-founders began to have different business philosophies.

Finally, Holiland adopted the so-called "internal franchise system", which means that the stores distributed across the country are divided into regions and are managed by different co-founders.

Operation (employees who have worked in Holiland for more than 8 years and performed well can also apply to join), the costs and benefits of the franchisee can be calculated separately.

The initial idea was wonderful, but in practice it might just be like "a chicken feather." In 2017, Luo Hong decided to formulate new business standards for Holiland and launched the slogan of "brand upgrade": store decoration, products, services, etc.

Standards must be unified.

This is where the contradiction arises. Due to the different standards for urban stores in the six major areas of Hollyland, it is difficult to implement unified standards.

The founders of several regions had differences of opinion, and eventually they had to cooperate with each other.

This is also the beginning of the contradiction.

Of course, family separation is not uncommon.

For baking brands, today's competition has gone beyond product level competition and is more about store operations and how to use social media to attract traffic so that consumers can culturally identify the brand and promote consumption.

However, for the baking industry that has been developing in China for nearly 30 years, it has just passed the first obstacle of "gourmet food".

How to get rid of differentiation and then improve efficiency is still a difficult problem facing enterprises.