1. Only when the business model of an enterprise is determined can there be a business model.
2. The investment model needs overall design, not pieced together.
3. The investment pattern changes with the development stage of the enterprise.
Zero franchise fee mode
If the enterprise is a chain enterprise in the early stage of development, it needs to expand rapidly to achieve scale effect, and more than 80% of the products, equipment and materials in the store can be purchased from the headquarters, and the chain mode of zero joining can be adopted. However, charging the franchise fee is one of the basic benefits of franchise chain enterprises. If the joining fee is zero, franchisees need to get back this part of the profit space from other angles, otherwise it will affect the operation of the subsequent business model. After the introduction of this policy, it is inevitable that some potential franchisees who like opportunism will join. The head of the alliance must do a good job of "opening the door wide and recruiting low" and strictly control the screening.
Negative joining fee model
Even some enterprises adopt the passive franchise model, which actually realizes the investment promotion drive from the perspective of concession, but this driving force model can not achieve real self-fission. The implementation of this model can only be carried out after the matching business model is implemented as a whole, otherwise it will directly affect the subsequent development of the enterprise or lead to weak development. Without the collection of the joining fee, it is difficult for the investment promotion department and the supporting service department behind it to obtain high-quality welfare protection, and it is weak internally. More importantly, the deduction of negative deductibles should be really implemented and don't give up too much profit margin. At the same time, let franchisees feel value for money after getting the products or services with deducted amount.
Franchise mode
When the vast majority of enterprises develop to the middle stage and need to go deep into the market and realize the scale effect, they will adopt the franchise chain model. Enterprises will charge a certain franchise fee, brand deposit, equity fee and so on. This requires enterprises to have strong support for stores, supporting information management systems and strict business circle protection design.
Financial leasing model
If the added value of products is high and there is a certain value-added space, the chain mode of financial leasing can be adopted. This requires a certain initial fee, brand deposit, equity fee, etc. And require enterprises to have strong support for stores and have the ability to operate funds. Some products with appreciation space are added to the project, or high-end equipment is needed to complete the store operation. Adopting this model can greatly reduce the investment threshold of the alliance owner.
The business environment of chain enterprises needs high-end value-preserving products, high-end beauty equipment and dry cleaning equipment. Enterprises can design their own franchise chain model by adopting a similar financial model.
Whole store output mode
Chain enterprises that have developed to the intermediate stage or above can also adopt the franchise chain mode of whole store export. This can reduce the risk of opening a shop. Such ultra-low risk projects can fully arouse the desire of potential franchisees to understand the project.
This model requires building a store first and operating for a period of time. After the potential franchisees choose to join, the tour leader can directly transfer the normal store to the franchisees.
When KFC and McDonald's entered the market layout in China in the early stage, they adopted the whole store export model to expand, with the purpose of withdrawing funds quickly on the one hand and opening franchise business tentatively on the other. For the current domestic market, the mode of franchise chain is relatively mature, and the importance of opening this mode lies in high-quality single-store replication.
Compared with other types of joining modes, the success rate of the whole store export mode is higher, but the expansion of chain enterprises in this mode is relatively slow. Chain enterprises that adopt this model can completely expand by adopting the fission model of internal investment promotion. Its basic operating principle is that the head office is responsible for the pre-investment of the storefront, and the invested storefront can be publicized on the company's information platform, and anyone in the company can subscribe for the storefront. If the store has completed the investment recovery within the four areas agreed by both parties, then the ownership of the store belongs to the subscriber, and the store will be directly converted from a direct store to a franchise store.
Employees who become the "boss" of franchise stores can also hang the store in the company's investment promotion system, and then the investment promotion department is responsible for "selling the franchise stores at a higher price". In doing so, for leaders, it can reduce costs, motivate employees, achieve expansion at the fastest speed, and maximize the withdrawal of funds.
Pre-industrial chain layout and post-industrial chain value-added model
Franchise chains with pre-industrial chain layout and post-industrial chain value-added are suitable for chain enterprises at any stage of development. This model must collect high brand margin and choose franchisees with certain conditions and strong replication ability. This model either has strong enough financial strength or can bear the loneliness of low return on investment. Because it needs a lot of money to occupy the market quickly in the early stage, and at the same time, the leaders need to give most of the profits to franchisees, so that franchisees can quickly deploy in the country. In the process of layout all over the country, franchisees need to build related companies that provide storefront services, such as decoration companies, logistics companies, design companies, container manufacturing companies, product companies and so on. The main reason why the leader needs to build the above companies is that he gave almost all the benefits of the front-end industrial chain to franchisees. He needs to use the front-end storefront to support the survival of the post-industrial chain companies, so that the post-industrial chain companies can obtain rapid development by receiving other external businesses. The risk of concern is that if the industrial chain layout behind the headquarters can't keep up with the pace of chain development, the post-industrial chain can't operate normally. The rising management cost of group companies is a great challenge to the overall management ability of the team.
Repurchase mode
Chain enterprises with certain market development and operation capabilities can adopt the franchise chain mode of repurchase. Most of them have the ability to operate.
The manager or a company with a strong operation team can adopt this model. Because for the vast majority of franchisees, when they choose projects, the biggest worry is what to do if franchisees can't make money. Franchisees in this mode are very attractive to entrepreneurs because they have no worries.
For franchisees, this joining mode can quickly attract a large number of franchisees to join. Every time these franchisees open a store, it means that franchisees need to purchase a lot of equipment, products, materials and other items needed by the store from the headquarters, which can make the headquarters get a lot of cash. If the headquarters can set a settlement cycle with upstream and downstream suppliers, then the headquarters can use these funds for financial operations. In this way, the headquarters can also get good extra income.
This "repurchase" does not mean that the owner repurchases all the investment of the franchisee. For some inputs, the headquarters can buy back, some inputs can be bought back at a discount, and some inputs cannot be bought back by the headquarters.
Another important message is that the owner must set a certain threshold for store repurchase, such as the store's operating time should not be less than one year, and the store has never violated the terms of the franchise contract.
For the store that has been repurchased, if the owner's operation team can revitalize the repurchased store, then this store can become a direct store that will continue to operate in the future and can be sold to new franchisees at a high price.
If this model is operated properly, it can achieve a win-win situation for the alliance owners and franchisees.
Agency mode
The vast majority of chain enterprises with back stores can divide the whole market into regions, then find partners who have the ability to continue developing projects in the regions, and then guide these regional partners to develop the market step by step. The ultimate node of market development is chain stores. It should be noted that agents at all levels are not the specific products operated by stores, but are responsible for "selling stores", so that franchisees can obtain more large-scale terminal stores through partners at all levels in a short time.
Chain mode
With the arrival of the era of platform economy, the chain enterprises that adopt the traditional mode have also encountered new development bottlenecks. "Interlocking" can be understood as horizontal alliance, chain leader, integration of upstream suppliers, enjoyment of downstream consumers, bundling expansion of single stores, business projects interspersed in chain stores, procurement alliance, construction of industry platforms, and leveraging of national platform institutions. What is the "connection" of chain enterprises? It is connected with big data, cheap logistics, market share, bulk purchasing, joint marketing, consumer confidence and network resources. Chain enterprises should give franchisees continuous support in management, marketing, products, technology, service, mode, culture and talents during the franchise period. These support can help franchisees to embody their life values, gain wealth income, realize their life dreams and gain a sense of honor from different angles. All the above contents will eventually converge into the word "brand", which will also become synonymous with the core competitiveness of enterprises.
After thinking about the above problems, franchise chain enterprises can design a "chain" model suitable for their own enterprises in combination with their own business model, product characteristics and market conditions.
Joint venture model
Chain enterprises with a complete store management team can adopt the mode of joint venture and franchise chain. The highlight of this mode is to enhance the confidence of entrepreneurs in choosing to join. Give new franchisees the motivation to forge ahead and provide better development support for the old batch of domestic dairy merchants. The business license of the joint store is registered by the company, and the store belongs to the direct store in law, preparing for the company's next valuation, financing and listing. Can greatly improve the success rate of excellent franchisees to open stores. The cash flow of the headquarters can also get the maximum return value at this stage. Fully mobilize the resources of all partners through the joint venture model, thus further helping the development of the national layout of the headquarters.
The model of joint venture shop is an attractive franchise chain model for entrepreneurs, a career planning incentive model for new franchisees, and a model to maximize the potential ability of franchisees. By implementing this model, franchisees can avoid being unable to open new stores in a short time because of financial pressure, and franchisees can invest very little money.
In the case of funds, we have obtained the shares of many excellent franchisees in opening new stores.
There is a risk that franchisees in joint stores do not have the ability to operate in multiple stores, which will never lead to a decline in the performance of both new stores and old stores. The viability and life cycle of storefronts are limited, which leads to the bleak business of storefronts that have started joint ventures.
online to offline (O2O)
The vast majority of chain enterprises that have developed to the intermediate level or above can also adopt the chain mode of combining online and offline, and break through the physical business environment of stores through offline opening, online drainage, offline customer expansion and online maintenance. This model is suitable for chain enterprises with different business formats, but chain enterprises in different fields must first understand the essence of online and offline, and then design business models. The essence of online and offline is to clearly define and divide the 16 function of the "store", which will help to put the storefront function of offline applications online and offline.
What this business model can achieve is to continuously introduce offline store customers online, then split offline customers with the help of online network platform, and finally drain the fission customers offline. This class can ensure the success rate of franchisee store operation and reduce the difficulty of franchisee recruitment.
Cross-shareholding model
For chain-type enterprises with certain capital operation ability, the leader can invest in various forms, and the new store and the leader can cross-hold shares, which can enhance the anti-risk ability of the single store and make the leader profitable in the replacement. The prerequisite for shopkeepers to implement this model is to have a certain degree of proficiency in single stores as the basis for equity exchange.
For the owner, the owner can make some valuable products, equipment, expenses and other contents in his own enterprise, which will be used as the investment of the new store after a certain valuation. For the franchisee, he will greatly reduce the capital investment in the early stage of opening the store, because the initial fee that should have been paid to the headquarters has become the investment of the headquarters, and the equipment and goods that should have been purchased at the headquarters have also become the investment of the headquarters. If the headquarters has a certain proportion of investment in the store, it will support the store more attentively. This practice virtually gave franchisees a reassurance. In addition, franchisees can replace the shares of mature stores designated by the headquarters through new store shares, which undoubtedly improves the success probability of a new store franchisee.
Social e-commerce model
The model of social e-commerce is suitable for chain enterprises at any stage of development. Social e-commerce is a business model that relies on physical stores. A simple understanding of this model can be "based on physical stores, leveraging the attributes of the mobile Internet, in-depth operation of accurate customers in the largest business circle of stores, thus realizing the overall ecological cycle development of stores and brands.
In the process of circular development, the store first needs to make every potential consumer who enters the store not only become the actual consumer of the store, but also influence people in the social circle with the help of its social software, making it a potential consumer of the store. Of course, if the content of this kind of communication cannot fully arouse the curiosity of the groups in the consumer social circle, even if consumers spread information, the result will not be ideal.
Agent operation mode
The franchise chain mode of agency operation is more suitable for chain enterprises with rich experience in store management. Agency operation mainly means that the franchisee provides agency operation for the franchisee. General franchisees are responsible for the investment of the store, while franchisees are responsible for the actual operation and management of the store. In the absence of investment, franchisees get a certain percentage of shares in a single store, or charge a certain percentage of management fees as income.
Generally speaking, the leader's operation is divided into several situations:
1. The franchisee shall provide members with core work to the franchisee's single store.
2. During the opening of the new store, the leader will provide core personnel for the franchisee's single store.
In addition to the above, shopkeepers can give franchisees who lack financial strength but have operational ability the opportunity to start a business. For example, shopkeepers can entrust their direct stores to franchisees, who are responsible for the operation of the stores. The disadvantage of this method is that once the store's operation has a long-term loss or even closes the store. Franchisees will put all the responsibilities on the leaders.
Franchisees will use some special methods and means to dig people from headquarters. Cross-regional personnel recruitment, training and management have become the burden of enterprise human resources.
Direct selling mode
In order to reduce the overall investment and attract people with investment ability at all levels, some enterprises will adopt the franchise chain of direct operation mode. This model needs to do a good job in the profit distribution mechanism within the direct selling system and between stores. In the process of expansion, direct selling must be supported by a certain number of physical stores in order to legally carry out the layout of the entire domestic market. However, in the process of physical store layout, it is difficult to keep up with the market demand only by relying on the headquarters for store layout. Therefore, the best expansion mode of physical storefront under direct selling mode is to adopt franchise chain mode for rapid replication.
Financial model
On the one hand, leaders intend to complete the national layout in a short time, on the other hand, they also intend to reduce the investment risk of franchisees as much as possible before this model can be used to design the business model of enterprises, and will adopt the financial operation franchise chain model. First of all, we need to pay attention to the life cycle of a single store. Second, the investment amount does not exceed 500,000 yuan, and the number of single stores continues to increase according to a certain proportion.
Entrepreneurial model
In fact, the core of the development of franchise chain enterprises is people. If chain enterprises can have the ability to copy talents, the success rate of joining will be greatly improved. When adopting the mode of business incubation and franchise chain, comprehensive training can be carried out by means of "bringing the old with the new", which will be accompanied by specific implementation operations. Therefore, after a period of time, people who have the ability to open a shop can basically master the main points of work in various positions in the shop and have their own shop-opening skills. Everyone who is copied will have a very strong comprehensive ability. This is also a basic condition to ensure the complete operation of the whole system. Under the condition of ensuring the benign operation of the whole system, the self-fission of each store will also start from the stable operation of each store.