1. Good physical and mental health, hard work and a frank and cooperative attitude
Natural persons having independent legal personality or greater economic power
3. The economic power to develop and maintain markets and to operate brands
4 the site is well-established and has a high level of passenger traffic that allows for field assessments at headquarters
5. Have a certain business background and business experience and are familiar with the industry's local market
Good social relations and strong interpersonal communication
7. Stable business managers with marketing skills and service awareness
Good credit and a certain level of business management capacity
Implementation of and compliance with the operational management systems of the union headquarters
10. Knowledge of brand culture, building consensus on business concepts and development thinking; conscious maintenance and promotion of brand image
11 entrepreneurship passion and cooperative win-winness, with a rational investment mentality and a pragmatic sense of development
Good reputation and level of credit; conduct business in good faith, serve in a uniform image of the company and sell at a uniform price
13. Good customer service awareness and service capacity
14. Have a branding awareness that will significantly expand local markets
Joining the edge
1. Industry-type interest rates are high and growing。
A world of enthusiasm and love, a frontier industry worthy of wisdom and well-achieved, is also a high starting point for development。
3. There is little competitive pressure within the same industry。
Market growth prospects have great potential。
Five, "sweet" famous brand effect。
6. Qualified business reputation。
7. Preferential supply prices。
8. Strong design and development capacity。
9. Practical marketing strategies。
10. Qualified training support is available, and integrated shop managers can receive operational training from headquarters。
11. Advanced shop management and operation system, which provides a complete image design (heads, signposts, trade displays, etc.) and a training manual for union stores。
12. Unified advocacy support。
Comprehensive management guidance at the union headquarters, provision of a chain-of-business guidance manual, provision of expertise and technical training。
Support from concubine headquarters for concubines
1. Assistance in the selection of premises
2. Provision of shop improvement planning programmes, design drawings and technical guidance
3. Right to use carnation registration trademarks
4. Skills training for its staff
5. Assisting them in marketing planning
6. Planning of the programme of activities for the opening of the business
7. Provision of a complete electronic outreach package at headquarters
8. Provision of pre-employment workflow
9. Provide lists of essential items in the shop
10. Distribution of appropriate equipment and items
11. Provision of graphics such as shop front and image wall
"commerce is a human enterprise, and the quality of people is the key to success or failure." as long as the allies are qualified and work hard, they can make up for the lack of premises and funds. Qualified allies should have a certain level of practical experience and management, a strong career, a certain level of motivation and perseverance, good health, good working with people, and personal participation in management。
Qualified psychological qualifications:
Qualified psychological qualities are the primary factor in the success of the allies. When the winner of wisdom decides to open a chain of shops, there must be a psychological preparation: concessions are by no means just a selection of wisdom, but rather than just waiting to reap what stock wisdom has chosen, and if we are to make a difference in this enterprise, we must do everything we can to do. Most of the allies will soon find that they often pay more than the average person to succeed。
Some management experience:
Although a member of the coalition would receive systematic training in managerial and technical knowledge from headquarters, he should have some managerial experience before joining. All we have to do is look at what a person is going to do and what he is going to face when he decides to join, and we can see that it is difficult for a person who has no managerial experience to do so: the following ends are behind the membership: selecting headquarters, planning, financing, shop, renovation, recruitment, opening and running。
Identification of suitable shop locations:
Whether the choice of the place is appropriate is directly related to the level of cash collection and even to the success of the business. A good place allows business to flourish, and an inappropriate location can bring business down or even collapse. So many people attribute the key to the success of shop operations to "place, place, place", i. E., location, location or later. It is clear that the location is important for the operation of the union shop。
Managing headquarters:
Differentiated competition is a trend towards competition among modern firms, and each concession headquarters may operate in different ways, depending on the industry in which it operates and the customer audience. Even competitors in the same industry may have different approaches to their operations. Each concession chain must have its own set of business lines, based on its own target customers and different from competitors. A successful, long-standing headquarters must have an excellent course of business and must have been developed drawing on the experience of the headquarters over the years. Therefore, if the allies are to succeed, they must have full ownership of the headquarters business approach and try to be as compliant as possible with headquarters requirements, which is one of the elements of the success of the union shop。
