Carving time Cafe management story sharing, how to develop into a franchise brand

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In the coffee industry, it is very difficult to successfully open a shop, and it is even more difficult to open a chain of coffee shops. However, some coffee shops do this, and Carving Time is one of them. So how did Carving Time evolve from a coffee shop to a coffee brand? It started in 1997.

Entrepreneurship should have a sense of rhythm

Entrepreneurship is not a straight line, but an undulating wave line.

In 1997, Zhuang Songlie opened his first Diaoguang store on Chengfu Road in Beijing. At that time, the coffee culture of the mainland was not popular, only concentrated in a few circles, and the emergence of carving time attracted the attention of intellectuals and literary youth.

The "literary" gene of carving light was also laid.

In 2005, Diaoguang is planning its third store, which is a very important node from a chain point of view.

The first two stores of Diaoguang are opened in the university district of Haidian District. The second store can be supported completely by the word-of-mouth spread and customer group diversion of the first store, and the management radius is relatively small, which is convenient for collaborative management.

However, the third store is different. We can't continue to dilute the customer group of the first store, so we must leave Haidian District and survive independently; at the same time, the three stores are far away, so we can't use a set of management team to run back and forth, and the organization and manpower must keep up.

Grasp the sense of rhythm, clarify the conditions and conditions to be achieved for each upgrade, and develop steadily and orderly.

With the smooth development of Beijing stores, in 2007, Diaoguang opened its first out-of-town store in Xi'an.

The reason why the first stop of "out of Beijing" was selected in Xi'an is because Xi'an is the city with the most Chinese universities outside Beijing (Diaoguang University Store positioning), gathering a large number of target customers; second, Xi'an's historical accumulation and cultural atmosphere are strong, and its position in the history of Chinese literature and film is second to none ("literature and art" positioning).

In 2012, the company switched from direct sales to joining.

Evolution from 3 to 60

60 is 20 times 3, but managing 60 stores is more than 20 times harder.

After the plate became bigger, the CEO's role orientation also changed, and he began to work hard on strategy, organization, balance, etc.

1. Pay more attention to the refinement and construction of enterprise culture

Many people think that the word "corporate culture" is too weak, but this is precisely the dry goods of the enterprise. When the corporate culture is clear, employees can clearly understand the vision and behavior of the enterprise, and do not deviate in the process of implementation.

After the organization and scale of the enterprise are expanded, if we cannot make concerted efforts, it is easy to have difficult implementation problems, resulting in the strategy not being effectively implemented.

It is usually a slogan like chicken soup. It will be effective if it is mentioned more and goes deep into the heart of employees.

2 have sufficient organizational evolution capacity

Just like marching to war, to attack cities and seize land, you can't go to the battlefield in person every time. You must have a general who can take charge of one's own affairs.

Especially for physical stores like cafes, if you want to enter another city, you must have your own people who can take root in that city and operate alone.

3 Control the balance between the regions

In the later period of carving light, it is divided into 6 regions according to geographical location, and each region is provided with an operation chief. An important part of a CEO's job is to pick the right COOs and manage them.

Transport battalion commander is your general, to lead the team, performance, with a certain degree of autonomy, a bit like the enfeoffment of "princes." Therefore, it is very important to master the "degree" of management. If the management is too light, it is not easy to produce performance; if it is too heavy, it is likely to quit.

For example, Beijing and Xi'an's economic development is a grade apart, so when formulating performance requirements, they cannot be treated equally and must be differentiated.

The general principle is "Be competitive, but don't feel unfair."

Quality control is key

"Quality control" is the control of product quality, which is an eternal problem faced by chain enterprises.

If quality control is not done well, customers 'perception of corporate brands will be unstable, and a torn brand cannot be called an independent brand.

Carving light is controlled from these points:

1 Design on affiliate mode

Abandon the traditional franchise model and adopt the entrusted management model.

That is to say, Diaoguang's headquarters will provide franchisees with all operation management hosting services, including overall planning, manpower allocation, resource allocation, input of business technology and preparation for opening stores before opening stores, and will be fully responsible for the operation management after opening, so as to keep franchisees and direct-sale stores consistent in management.

The key to quality control lies in standardization

2. Enterprise Resource Planning (ERP) Management System

Coordinate all production and operation systems, including OA(Office Automation) system, supply chain management system, procurement system, etc., monitor the operation status of each store at any time, and rely on data for scientific management.

3 Grasp the sense of rhythm

Control the expansion speed to ensure sufficient supply of talent echelon.

Joining cannot only look at money

Joining is like falling in love, not only looking at economic conditions, but also whether the "three views" are consistent, especially for coffee, an industry that values spiritual needs.

In the relationship between brand and franchisee, franchisee output is financial capital, while brand output is its own vitality. If the two sides "three views" are inconsistent, the brand is likely to be destroyed by franchisees.

Therefore, any enterprise that has the intention of "lasting forever" should not squander its brand value at will.

The following types of franchisees are firmly unacceptable:

1. Specializing in franchisees

They will join multiple enterprises in multiple industries at the same time, sacrificing other people's brand assets for their own profits through some non-compliant operations.

2 Businessmen who want to get rich by joining

Coffee itself is a slow industry, it is impossible to get rich overnight, it is more suitable for stable income and life. This kind of mentality franchisee, will certainly be in the rich illusion disillusioned mentality imbalance, sooner or later the relationship will break down.

To some extent, franchisees are both interest communities and collaborators.

3 Franchisees with romantic ideas

I think joining is the bottom line. I hope I can make money while enjoying the good atmosphere of the cafe. At the same time, I also regard the cafe as my own private club to entertain friends and relatives.

Such a state of mind franchisee is to join the store as their own private property, will have objections to the management and supervision of the headquarters, eventually leading to the two sides parted ways.

It can be said that the development of carving time is a microcosm of domestic coffee chain brands. Under good development environment, some domestic coffee chain brands have developed and grown. It can be said that now is a good time for coffee, and China's huge coffee consumption potential will provide development opportunities for more coffee shops.