1. The unit at the headquarters of the lycée only develops training programmes based on the actual situation, provides systematic training in the teaching, management, performance appraisal, one-day process, etc., and elaborates a plan for the opening of a business。

2. Quality-only headquarters protects all areas of association and sets a quota limit on the number of lycée-only establishments in order to ensure that there is sufficient space for local associations to share local market resources。

3. Quakers headquarters updates the knowledge training for the association stores, providing support for services such as monthly thematic events, large-scale interactive marketing activities, brand upgrading programmes and business management consulting。

4. Quakers select a reasonable fit-out programme based on local realities, and headquarters supervises, supervises and accepts the construction process and avoids the cost of engineering errors。

1. Brand image support

When choosing to join a brand, unionists generally prefer to choose a well-known brand, mainly because of the brand image and its high level of awareness. Membership+ brand names, and brand image and brand logo will be fully delegated by headquarters to union stores to raise consumer interest in brand visibility。

2. Whole-shop output support

By its own strength, headquarters provides a full range of process support to the consortium to assist it in its successful opening。

3. Free training support

Training is provided at headquarters for the head of the lycée association, both professional and managerial at all levels of the business. In addition, job training is provided in accordance with the requirements of the lycée-only shop。

4. Logistics distribution support

The harmonized distribution of products by companies has significantly reduced the procurement costs of the affiliated firms, and the head office can facilitate their procurement and rapid distribution to the affiliated stores through a well-developed logistics system for raw and ancillary materials that are not readily available locally。

5. Media advertising support

A series of advertisements have been placed in major television stations and in the media, such as magazines and newspapers throughout the country, to improve the sales performance of affiliated companies and to raise the profile of the brand。

6. Market operations support

Quakers headquarters regularly arranges for operating commissioners to provide individualized service marketing programmes to allies during the start-up and long-term maturity of the market。

7. Tracking services support

Since the opening of the shop, telephone consultations at headquarters have been carried out on an ongoing basis, including the dispatch of professional visits to the shop to investigate specific operational conditions and provide later service。

8. Site renovation support

In order to ensure a uniform brand image, the shop was designed by a professional space designer at the company's headquarters, and the renovation work was performed by a qualified engineering team approved by the headquarters, with guidance, supervision and supervision from the headquarters and oversight by the associated contractors。

Regional protection support

Headquarters undertook to ensure that a second chain would not be opened on a regional basis for the duration of the contract for the association shop in order to safeguard the interests of the association。

10. Oral support

Specialized sales teams are sent from time to time to associate locally, to learn about the local situation, and to organize a set of communications for investors based on local realities, guaranteeing barrier-free communication between the affiliated parties and consumers。

1. Have an economic basis to meet the cost of opening a shop。

2. There are places to meet business needs。

3. Legally qualified legal or natural persons。

4. A brand culture and business model that embraces the pacifist business。

5. The source of funds is legal, has good financial credibility and has not engaged in activities that violate the law or undermine social morality。

6. To have a suitable local shop that can satisfy the day-to-day operation of the association shop。

7. Implement and comply with the business management systems of the lycée only。

8. It is important to have a good business reputation and integrity in joining the arts。

9. The ability to invest in business with a degree of market sensitivity。

Project counselling: investors consult with lycée-only headquarters by telephone, fax, mail box, etc. On project characteristics and related content。

Project visits: investors visit the quakers' headquarters for field visits and communicate fully with the quakers' headquarters operations manager to confirm their investment intentions。

3. Application for investment: a request for investment is completed when the investment intention is clear。

4. Qualifications: qualifications of investors are reviewed only by the quakers headquarters to confirm their qualifications。

5. Contract: an investment contract is entered into when the rights and obligations of the parties are clearly defined。

6. Related training: technical, managerial, etc., after payment of the fees, certification is issued。

7. Preparation for the opening of a business: a combination of training, acquisition of equipment, raw materials, recruitment of personnel, renovation of the shop and opening of a shop at a given date。

After-sale services: establishment of investor files and implementation of remote guidance. Regular follow-up, business performance, business strategy, business challenges and free technological upgrading。

The only lycée, with an area of over 3,000 square metres, has become an integrated enterprise with a large scale of musical instruments, artistic training, performance competitions, examinations, instrument maintenance, etc. As a result, lycées alone are fully integrated into market competition and survive and develop in intense market competition. Advanced management concepts and operating models are constantly being explored to establish a system of corporate culture and quality management that will ensure the sustainability and viability of enterprises. And plan and move and think and move. Every thing must be planned carefully, with every detail, every link, and every drop of everything done well。