Due to the eagerness to start a business, some franchisees are financing everywhere, even at the expense of losing money. Once the store is opened, although the business is still going well, I have no intention to devote myself to the business operation in order to raise money to pay off debts every day. Once the operator who should be the front-line leader leaves the front line because of the fund scheduling problem, other employees in the store will be affected immediately, so the service quality will gradually decline. And customers are also sensitive and will gradually stay away from the store. Of course, it is impossible to improve performance, and stores with good business will often close down.
Therefore, franchisees should do what they can and choose the franchise fee that suits their threshold. Otherwise, they will be heavily in debt and worried all day, which will have a great impact on the operation of the store. At the same time, franchisees should determine the reasonable distribution ratio of the whole capital investment and make overall planning. Don't wait until you open the store to find that there is no money in the later operation of the store, then it will be a big joke.
Second, control operating costs and plan purchasing strategies.
Cost control is very important in business process. One less expense equals one more profit. It is absolutely necessary to control the cost in a lower range. However, excessive saving is also incorrect. For example, lighting effect is an indispensable condition for attracting customers in some commodity sales. If you turn off the spotlights in order to save electricity, you will definitely lose more than you gain.
At the same time, planning the purchasing strategy and adjusting the turnover rate are also effective ways to control the cost. Shops should try to avoid pressing goods. Many new bosses are often under severe financial pressure, and their capital operation is stretched, and they soon get into trouble.
Third, learn to manage employees.
Although after joining, the headquarters will conduct a series of employee management training for franchisees and provide corresponding support, but far water can't put out a near fire. Franchisees need to find problems from the source and really understand and learn how to manage employees. From many examples of entrepreneurs, it is found that many new bosses do not correctly understand this problem, and start from their usual thinking and do things according to their own temperament, so it is not surprising that internal employees destroy the platform.