Preliminary inspection is very important. The number and operating conditions of brand-operated stores can reflect the feasibility of this project.

A good project must be one that has been tested by the market, and directly operated stores are the best way to test the feasibility of the project. The successful operation of a directly-operated store can test the correctness of the project's business model, the product's suitability for current consumer trends, and the operability of store operations. The development of directly-operated stores also objectively demonstrates the brand's core competitiveness.

A good project directly-operated store must be a benchmark: in-place service, excellent products, attractive decoration, excellent location selection, and strong profitability. If a directly-operated store cannot achieve the above points , where can the headquarters summarize successful experiences and teach them to franchisees?

Inspect whether the headquarters has direct-operated stores and their operating conditions.

The operation of a store is usually based on paying rent in one quarter or half a year. If a directly operated store does not find any hope of profit after three months of operation, it may continue for another three months. But if the profit is not satisfied within half a year, they will choose to give up. Therefore, the length of continuous operation of a directly-operated store can determine the basis of profitability and the feasibility of the project.

The more directly-operated stores a brand has and the longer the directly-operated stores have been operating, the richer the accumulated operational experience will be.

1. In the early stage of joining, attention should be paid to reasonable raising of funds and reasonable investment of funds.

Due to the eagerness to start a business and open a store, some dessert franchisees go all out in order to raise franchise fees, deposits, etc. , even borrowing usury at high interest rates. Once the store was opened, although the business went smoothly, in order to raise money to pay off debts every day, I had no intention of investing in the business. Once the operator who is supposed to be the leader leaves the front line due to capital allocation, other employees in the store will be immediately affected, and the service quality will gradually decline.

Franchisees should act according to their ability and choose the franchise fee that suits their own threshold. Otherwise, they will be in debt and worry all day long, which will have a great impact on the operation of the store.

2. Control operating costs and plan purchase strategies

Cost control in the operating process is very important. One less expenditure equals one more profit. Compress costs to a smaller level. A low range is absolutely necessary. However, excessive savings are also incorrect. For example, lighting effects are an indispensable condition for attracting customers for the sale of certain goods. If the spotlights are turned off in order to save power, the gains will definitely outweigh the losses.

At the same time, planning the purchase strategy and adjusting the turnover speed are also effective ways to control costs. Stores should try their best to avoid stocking up on goods. Many new owners often have serious capital constraints, and their capital operations are stretched thin, and they quickly fall into trouble. Seasonal slow-moving goods should be cleared at a timely price reduction and new goods should be used to fill the original vacancies. After all, money only comes from selling goods.

3. Learn to manage employees

Every dessert franchisee must realize that managing employees is their own business, and it is something that must be done well. First of all, franchisees must fully understand their employees. As a manager, it is not easy to fully understand your employees. But if managers can fully understand their employees, their work will go much more smoothly. "A ruler is short, an inch is strong." Each employee has his or her own strengths and weaknesses in terms of ability, character, attitude, knowledge, cultivation, etc. Some work quickly, some are cautious, and some are good at dealing with people. relationship, some people like to bury themselves in statistics and work silently. As the saying goes, "A man who knows his friends will die". A manager who can fully understand his employees will be a first-class manager in terms of work efficiency and interpersonal relationships.

At the same time, employees should be allowed to make mistakes and employees who perform well should be praised in real time. The real world is full of uncertainties. In such an environment, it is naturally impossible to succeed in everything. As a manager, if you require your subordinates not to make any mistakes, it will inhibit the spirit of innovation and make them timid at work. Of course, employees who have made contributions must be rewarded and praised in a timely manner to boost morale.

4. Learn to manage customers and establish good customer relationships

Developing a new customer is 6 times the cost of developing an old customer, so retaining old customers is the key to survival of the franchise store. Base. Providing after-sales service to customers and strengthening communication with customers are effective methods. At the same time, franchise stores can promptly reward old members through membership promotions and other activities to improve customer satisfaction and loyalty.

In order to expand the market and discover new customers, franchisees can adopt a variety of business methods for marketing. For example, the joint operation method: you can form a joint venture with nearby coffee shops, cinemas, Internet cafes and other commercial institutions with the same customer base. For example, if you buy a specified product, you may get a movie ticket, etc.

5. Coordinate with the franchise headquarters to advance

The franchise store and the franchise headquarters have a very subtle relationship. They are interdependent and each has its own axis of interests. Therefore, it is inevitable that there will be some conflicts between franchise stores and the headquarters. Franchise stores often complain about the bureaucracy at the headquarters, which only knows how to give blind orders and lacks understanding of the actual situation; the headquarters also thinks that the franchise stores are self-centered, insist on having their own way, and do not support or cooperate with the work of the headquarters.

6. Actively accumulate industry experience

Industry experience is Hanxin’s starting point for franchisees, the more the better. The so-called "separate lines are like mountains apart, and people working together have different benefits" are caused by familiarity or lack of familiarity.

I hope my answer can help you!