How to transform from an independent small cafe to a chain operation?

Originally one store made money, how to open to five, more and more losing money?

In the domestic coffee industry, it is not easy to open a small store to make a profit, and it is even more important to mention being a chain.

Today, let's take the carving time of a domestic coffee chain as an example to talk about doing a chain.

Start a business with a sense of rhythm

Entrepreneurship is not a straight line, but a undulating wavy line.

In 1997, Zhuang opened the first Diaoguang store on Chengfu Road in Beijing. At that time, the coffee culture in the mainland was not yet popular, and it was only concentrated in the circle of a small number of people, and the emergence of sculpture time attracted the attention of intellectuals and literary youth.

The "literature and art" gene of carved light is also established.

In 2005, Dioguang is planning the third store, from a chain point of view, the third store is a very important node.

The first two stores of Dioguang are opened in the university district of Haidian District, and the second store can be supported by the word-of-mouth spread of the first store and the diversion of customers, and the management radius is relatively small, so it is easy to coordinate management.

But the third store is different, can not continue to dilute the customer base of the first store, so must leave Haidian District, independent survival; at the same time, the three stores are far away, there is no way to use a set of management team to run back and forth, the organization and manpower must be able to keep up.

▲ grasps the sense of rhythm, defines the conditions and conditions that need to be achieved in each upgrade, and develops steadily and orderly.

With the smooth development of stores in Beijing, in 2007, Dioguang opened its first non-local store in Xi'an.

The first stop of "going out of Beijing" is chosen in Xi'an, first, because Xi'an is the city with the largest number of Chinese universities outside Beijing (Diaoguang University Store orientation), gathering a large number of target customers; second, Xi'an has a strong historical accumulation and cultural atmosphere, its position is second to none in the history of Chinese literature and film ("literature and art" orientation).

In 2012, Dioguang changed from direct camp to joining.

Evolution from 3 to 60

60 is 20 times as much as 3, but it is more than 20 times harder to manage 60 stores.

After the plate became bigger, the role of CEO also changed, and began to work on strategy, organization, balance and so on.

one

More attention should be paid to the refinement and construction of corporate culture.

Many people think that the word "corporate culture" is too empty, but this is precisely the practical information of the enterprise. Only 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 expansion of the organization and scale of the enterprise, if we can not make concerted efforts, it is easy to have the problem of difficult implementation, resulting in the strategy can not be effectively landed.

▲ is usually a slogan like chicken soup. If you mention it more, it will be effective if you go deep into the hearts of employees.

two

Have enough ability of organizational evolution.

Just like marching and fighting, if you want to attack cities and lands, you can't go to the battlefield by the commander himself every time. There must be generals who are on their own.

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

three

Control the balance between regions

The later stage of carving is divided into 6 regions according to geographical location, each of which is equipped with an operating director. One of the important tasks of CEO is to select the right operating directors and manage them well.

The operating director is your general, to lead the team, performance, with a certain degree of autonomy, a bit like the enfeoffment of the "princes." Therefore, it is very important to master the "degree" of management. If the management is too light, it is not easy to achieve performance; if it is too heavy, it is likely to change jobs.

For example, the economic development of Beijing and Xi'an is one level lower, so when setting performance requirements, they cannot be treated equally, and there must be a difference.

▲ doesn't feel unfair to make both sides feel motivated.

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

You can't just look at money to join.

Joining is like falling in love. We should not only look at the economic conditions, but also whether the "three values" are consistent, especially in an industry like coffee, which attaches great importance to spiritual needs.

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

Therefore, any enterprise with the intention of "evergreen" should not squander its brand value at will.

The following categories of franchisees are firmly unacceptable:

one

Specialize in joining businessmen.

They will join a number of enterprises in multiple industries at the same time, through some non-compliant operations, at the expense of other people's brand equity for their own profit.

two

Businessmen who want to get rich by joining in

Coffee itself is a slow industry, it is impossible to get rich overnight, it is more suitable for a stable income and life. Franchisees with this mentality are bound to lose their mindset after being disillusioned with sudden wealth, and the cooperative relationship will break down sooner or later.

To some extent, ▲ franchisee is both a community of interests and a partner.

three

A franchisee with romantic ideas

I think that joining is a guarantee. I hope to make money and enjoy the good atmosphere of the cafe at the same time. At the same time, I also regard the cafe as a private clubhouse to entertain relatives and friends.

Franchisees in this state of mind want to take the franchise store as their own private property, which will raise objections to the management and supervision of the headquarters, and eventually lead to the two sides going their separate ways.

Quality control management is the key

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

If the quality control is not good, the customer's perception of the corporate brand will be unstable, and a torn brand can not be called an independent brand.

Diaoguang is controlled from these points:

one

Design on the joining mode

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

That is to say, Dioguang's headquarters will provide all operation management and hosting services for franchisees, including the overall planning, manpower allocation, resource allocation, input of business technology and store opening preparation before opening, and will be fully responsible for the operation and management after opening, so as to make the franchisee consistent with the directly operated store in management.

The key to good quality control of ▲ is to realize standardization.

two

With the help of enterprise ERP (enterprise resource planning) management system

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

three

Grasp the sense of rhythm

Control the speed of expansion to ensure an adequate supply of talent echelon.