Five Misunderstandings In Chain Operation Of Clothing Enterprises

　　 Chain operation is widely concerned and adopted by all trades and professions. This rapid growth replication mode is also favored by the capital, and even considered to be the best way to succeed in listing today. However, Liu Zuke, the leader of the southern advisory agency, thinks there are sixteen misconceptions in chain operation.

Misunderstanding 1: chain Just copy

This is the biggest misunderstanding of the development of chain enterprises. Some chain enterprises think that chain operation is to build a successful model store first, and then copy it continuously. In this way, the chain operation process is too simplistic. The biggest advantage of chain is replication, and the biggest trap is replication. Many chain enterprises in China suffered from "Waterloo" in the process of duplication. For example, the famous Quanjude, replicated several times in the south, defeated repeatedly, and finally had to shrink the front line. The biggest lesson was simply duplication without distinction. The domestic market is vast, the market demand of different regions is often very different, and the consumption patterns are different.

Misunderstanding two: Chain Management We must adhere to the "six reunification".

When chain was first introduced to China, many chain enterprises believed that chain operation was to pursue the "six reunification": unified procurement, unified distribution, unified logo, unified marketing strategy, unified price and unified accounting. In order to facilitate the unification of their brand image, the information transmitted to consumers is unified. The concept of "six unification" has greatly restricted the development of chain businesses. In recent years, with the in-depth development of chain in China, people gradually realize that even in a unified thinking, we need to make flexible adjustments according to the enterprise and market environment. Chain enterprises must be able to change their consumption preferences on the basis of standard unification. For example, WAL-MART and KFC have made some changes in order to adapt to the Chinese market.

Misunderstanding three: Chain terminal To sell the best products or services of an enterprise.

Many chain enterprises seek to provide their customers with the best products or services at their chain terminals. The reason for this is to attract customers and create brands. The reason is that many chain operators are not clear about their profit pattern. It is not difficult to provide the best products or services. The difficulty lies in whether all chain terminals can provide such products or services. Regardless of the operation requirements and cost control of technical standards, or the feasibility of logistics distribution, chain enterprises must undertake comprehensive measurement and judgment, and can not take it for granted. For example, McDonald's hamburger is certainly not the best hamburger in the world, but as a chain, McDonald's is still excellent.

Misunderstanding four: the management system has been perfected, and management is in place.

Many chain enterprises will work out a more perfect management system and form their own chain management system. By issuing various management manuals, they hope to strengthen the management of chain stores through manuals, and think that the manual is complete and the management is in place. This is just the starting stage. Chain stores do not necessarily have management if they have manuals. First, some things are not formed by manuals, such as corporate culture, which is the core factor that affects the development of enterprises. In addition, there are many problems in management and execution. Even if the same manual operates in different people, it may result in different results. Moreover, the curing of the hand book needs continuous training and supervision. Finally, in the process of development and expansion of chain enterprises, we need to constantly upgrade our management system.

Misunderstanding five: chain enterprises must have patented products.

Many chain operators think that enterprises must have patents, and the more patents they have, the greater their advantages will be to remain competitive and control franchisees. To some extent, this kind of understanding misunderstands the basic reason of chain generation. First, the chain is generated based on the excellent profit model. Besides the excellent products and services, the excellent profit model is more important than all the process management of selling products and services to customers. Patents are not the magic weapon for long-term development, and the profit model that is not easy to imitate is the real core advantage of enterprises. For example, WAL-MART, a chain giant, has no product advantage in itself, but its management advantages are hard to imitate by many domestic retailers.