What Are The 8 Successful Passwords Of Chain Businesses?

The chain industry is closed every year.

From product to brand, from management to talent, from

Password 1, product specialization

The big brand is to let consumers remember the brand first, then slowly familiarity with the characteristics; the small brand first lets the consumer remember the characteristic, then slowly remember the brand.

The unique product characteristics are the core of chain enterprises to realize differentiated management and the reasons for the existence of chain enterprises.

The product characteristic of little sheep is relying on the resources of Inner Mongolia prairie mutton. The mutton flavor is very delicious, which is incomparable to other mutton. The famous long range mutton, together with the original flavor of the "one pot soup" of the whole country, has become the two trump card for small fat sheep to gallop the north of the Yangtze River.

Real Kungfu chain Chinese fast food has created a strong Cantonese cuisine: Guangdong cuisine has been popular throughout the country since reform and opening up.

The main characteristic of Cantonese cuisine is "steamed" and "stew", making their brand positioning and product characteristics very different.

Password 2: fast food branding

Brand building is not only effective for manufacturing enterprises, but also for chain enterprises.

A person should have his core expertise, and a brand must have its own core value.

The core value of a brand is the essence of a brand. It represents the core of a brand and does not change because of the change of time.

Kung Fu fast food has made the brand of fast food. It has a unique interest in branding. Even the brand names are bold enough to change their faces. From the initial "168" to "double seeds" and then to "real Kungfu", real Kung Fu can be reinvented, pforming butterfly into immortal, and changing more and more wonderful.

The brand positioning of genuine Kung Fu is "steamed nutrition expert", which takes the main nutrition of Chinese fast food as the main complaint.

In the process, due to the brand positioning of "steamed nutrition", the real effort to boldly cut off those western style meals that did not conform to the "Chinese" fast food attributes such as fried chicken wings and roast chicken legs ensured the nutritional characteristics of Chinese fast food.

Password 3: brand human culture

For a chain enterprise, managing products not only requires the quality of products, but also a cultural undertaking.

Chain stores should seriously reflect on what cultural connotation their products can convey to customers.

When developing products, it is not enough to consider only the subjectivity of customers, products and brands, as well as the foresight of the market.

Why do people go to McDonald's, not only because its hamburgers are delicious, but also because they represent happiness.

Why do people go to bars not just to drink in bars, but because they want to enjoy the atmosphere and culture of bars.

Why do people want to go to Starbucks, not just want to drink coffee, but also want to experience the new coffee culture that can't be seen elsewhere.

The "fairy forest" caters to the needs of consumers' cultural experience.

They have moved dozens of miles or hundreds of miles away into the busy market, can they not mind their hearts? Can they not let people linger on? They have become frequent visitors to the "celestial forest" since then.

Password 4: operation standardization

Whether chain enterprises can be standardized is a decisive factor for whether they can be bigger.

For the standardization of Chinese food enterprises, whether it can destroy the chef determines whether it can be standardized. For beauty chain enterprises, whether or not to eliminate beauticians also determines whether the beauty chain is standardized.

Small fat sheep used the method of eating instant boiled pot to solve the problem of standardization and get rid of the restrictions of cooks.

In addition, the mutton of small fat sheep is standardized and produced, and the hot pot soup is also industrialized and standardized.

The small fat sheep pursues the "three unified principles": the standard of the soup mutton is unified, the service management is unified, and the visual image is unified.

Authentic Kung Fu is dominated by "stew", and standardization is ensured.

At the same time, the real effort has developed the "computer controlled steam cabinet". There is no need for the chef in the dining room. The waiter can put out a cup of semi finished food into the steam cabinet, and 30 minutes or so will be able to bring out delicious food, and truly achieve the same taste of 1000 fast food. Besides, the real effort will also make the restaurant management operation procedure into 9 thick standard manuals, and formulate the standard of each operation detail and operation process, not only all the ingredients of the restaurant are consistent, but also every step of the cooking process is standardized.

Password 5: number of chain stores

The expansion idea of "chain store quantity is more important than quality" is the important development direction of chain enterprises in the initial stage.

How to rapidly expand the number of chain stores is the best way for chain enterprises to earn expansion funds, sell products and seek development.

To take this tactic, we must abandon the quality of some franchisees, throw quality, strive for time, retreat first, advance the profits and development of enterprises, preserve their effective strength, and gradually change the contrast between enemy and strength, so as to achieve both quantity and quality.

The number of franchisees is not omnipotent, but no quantity is impossible.

As soon as he discovered the business opportunity of Econo Hotel, he set up a "rapid expansion" development idea at the outset, first set up a key store, then adopted various ways such as "joint venture", "direct operation", "management", "concession", "alliance" and so on.

It took only 3 years to reach 78.

Shanghai's auspicious wonton shop was established in May 1999, started at 50 thousand yuan, and opened its first chain store in fourth months, reaching 5 at the end of that year. Now there are more than 50 stores with an annual production value of about 20000000 yuan.

This is also a typical case of quantitative expansion.

Password 6: global deployment

The first thing to fall when playing weiqi is not to fight for the land, but to fight for it.

"Take advantage of the situation first and take advantage later" is the master's realm.

It is impossible to block profits and profits. This is the layout principle of chain enterprises' "taking advantage of the situation first and taking advantage later".

To seize the commanding height is to "seek power", and the layout of the market is "seeking the situation".

The "Wizard forest" hit Shanghai for a full six months, and took a hard time to take a place on the Huaihai Road.

Business performance proves that the strategy of beheading Huaihailu Road is successful.

Because its store rent is four or five times higher than that of other stores, but its turnover is also four times higher than that of other branches.

What is more valuable is that its advertising benefits are hard to estimate because the brand image of "fairy forest" has been rooted in the hearts of consumers in Shanghai.

The success of this strategy has brought the brand position of "Xian Lin Lin" to the market.

When the family came up, they got rid of the layout strategy of "encircling the city by the countryside", and adopted the development strategy of "urban influence to drive the countryside". First, the core city and the latter two tier cities; the first eastern city, the latter western city, the first central city and the latter peripheral cities; so that they met the characteristics of the hotel consumption in the economically developed areas, and first seized the commanding heights, and then covered them with the trend.

Password 7: expansion capitalization

Chain enterprises should be strong and big. If they rely solely on their own strength, they will often lose speed and lose market opportunities.

With the power of capital and speed ahead, it is a feasible method.

Capitalization of enterprises, introduction of venture capital, fast track, and then listing and financing, and once again running horses, and through several rounds of expansion, enterprises can quickly complete the process of starting from growth to growth.

In 2006, foreign 3I group and Pu Kai fund jointly invested 25 million dollars in small fat sheep. Small sheep completed the first step of capitalization. In 2008, small sheep will be listed and finalized, and finally capitalized.

Kung Fu fast food chains are also accelerating the pace of capitalization. There are already many venture capital negotiations with them. The introduction of venture capital through real Kung Fu is a matter of certainty.

Password 8: talent standing

In the final analysis, the number of expansion chains, the introduction of capital and the ultimate competition still lie in the competition of talents.

Whether we can provide sufficient and high quality talents is a problem that must be seriously considered in the rapid expansion of chain enterprises.

In 2002, Zhang Fei, the owner of little fat sheep, changed the shareholding structure of the company: he reduced his share of small fat sheep from 60% to 33%, and gave nearly half of the shares to other shareholders. The shareholders turned from the original 2 to the current 18.

This laid the foundation for small sheep to expand their enclosure in the whole country.

True Kung Fu believes that internal training is the real hematopoietic mechanism for the development of Chinese fast food.

When the real Kung Fu was still in its initial stage, it was already open for business during the day and training in the evening.

In 1997, the "double seed" began to establish its own training institution, the double seed management school, which created a precedent for the establishment of training schools for Chinese fast food.

But the shortage of talent in real Kung Fu has affected the pace of subsequent expansion.

In short, the operation of chain enterprises focuses on management, focusing on the system, focusing on ideas, focusing on the system. All of these should not be careless. Only by effectively implementing the above eight aspects, can we truly scale, standardize, standardize and speed up, and chain enterprises can grow up quickly and grow up healthily.