开直营分店的须知

美发***

当单店的业绩做到一定程度时，老板一般都有想发展分店的欲望，因没有经验所以常以失败收场。在此将开分店的必备条件，提供给成功的单店经营者做参考。

                        想开直营分店要思考三个问题

                                  一、业绩：

     当店的业绩平均60万时，开出来的分店一般都在40万以下。当店的业绩达到百万时，开出来的分店有60万以上的概率很高！当店的业绩在60万以上，才有能力支付行政人员的薪资，也确保该店的利润与生存的根基。第一家分店应开在离本店越近越好，一来人力支援方便，管理容易。二来顾客带得出去，愿意去分店，作为新店的店底。


                                  二、人力：

     分店的人力须具备1/3的10万以上设计师，1/3的新设计师，与1/3当地开店时应征的设计师。 10万以上的设计师才有留客能力与带客能力，留得住新客人，带得动老店的客人到新店。新设计师到新店，较有学习与工作热诚，服务也较积极，且总店也不可能有足够的资深设计师调到新店，单店很难培养足够的设计师去开分店，所以也需要应征当地的设计师以备不急之需。当新店自己培养的设计师占店内2/3时，公司的文化才能具备有教化外聘设计师的基础。


                                  三、主管：

     主管是一家店的灵魂，决定了店的永续经营与否，若主管选择错误，分店还没开，就已决定了该店失败的命运！分店主管必须具备有20万以上业绩，因该业绩能确保新店的基础业绩。尤其开幕时，该主管所集中的客群，能创造该店开幕时的人气，以吸引当地的客群，对现在市场饱和，新开店不指定少的可怜的情况下，主管的业绩常是维系该店生存的主要因素。同时主管的人气，也是建立新店管理威信的重要基础。当选择主管时，要注意主管是否有服务同事的理念，若没有建立服务同事的理念，他会将店与主管的权益，作为自己创造个人业绩的工具，那店就惨了！

     要开分店，应该是顾客太多，店已无法容纳的基础下才去考虑，若考虑开分店时应先尝试扩店，因扩店成本低、管理易、人力可以精简、服务品质可以控制，在无法扩店时才考虑开分店，当要开分店时，应先培养设计师人力与储备主管能力。若心目中选择的主管是女性时，要确保有开店的2/3有效设计师人力时，才公布主管人选(在开店前1~2个月时)，不要人力还未准备好时就公布主管人选，造成主管过度的期待与压力，也会造成人力调配的困恼，等到事到临头，沟通不良或压力过大，主管临时变卦，就功亏一篑了。


     以上是开直营店应思考的逻辑，因加盟与授权的经营理念，与开直营店回然不同，不在本篇讨论的范围。
When the single-store performance to achieve a certain degree, the boss would like to develop stores in general have a desire, because no experience so often end in failure. This will open stores in the prerequisite to the successful provision of a single-store operators to refer to.

                        Direct branch would like to open three questions to think

                                  1, performance:

     When the store's performance an average of 60 thousand, out of the store is generally open at 40 million or less. When the store's performance to reach one million, the opening out of 60 million or more branches high probability! When the store's performance in 60 million or more, can we afford to pay the administrative staff salaries, but also to ensure the survival of the store's profits and foundations. The first store to be opened away from the restaurant the closer the better, a human resources support to facilitate easier administration. Secondly, customers take him out, willing to go to stores, as a new store shop at the end.


                                  2, Human:

     Branch of the human must have 1 / 3 of the 10 million or more designers, 1 / 3 of the new designers, and 1 / 3 of the local shop when you apply for designers. 100,000 or more only detain a guest designer with a passenger capacity and ability to retain new customers, with the guests to move out old shop store. The new designers to store, more study and work ethic, services are more active, and the head office can not have enough experienced designers transferred to the new store-store is difficult to train up enough designer to open stores, so it needs Candidates for local designers to prepare for non-urgent needs. When the new store design their own culture inside accounted for 2 / 3, the company's culture can have a basis for enlightenment external designers.


                                  Third, in charge of:

     In charge of the soul is a shop and decided to sustainable management of the shop or not, if the head of a wrong decision, stores not open, had already decided the fate of the store failed! Branch in charge of 20 million or more must have the performance, because of the performance to ensure the basis for new store performance. In particular, the opening, the head of the concentrated customer base, can create the popularity of the opening of the store in order to attract a local customer base, market saturation right now, the new shop did not specify the pitiful circumstances, the competent performance is often major factor in maintaining the survival of the store. At the same time in charge of popularity, but also to establish an important foundation for the credibility of store management. When you select chiefs, pay attention to whether there are services to colleagues in charge of concept, if there is no concept of the establishment of services to colleagues that he would shop with competent rights and interests, as a tool to create their own individual performance, it will suffer the shop!

     Wants to open a branch, it should be too many customers, stores can no longer accommodate the basis that it consider, if consideration should first try to open branch expansion stores, due to store expansion, low cost, easy management, human can be streamlined, service quality can be controlled, shops can not be extended before considering opening branches, when it opened stores, they would first cultivate designer in charge of manpower and reserve capacity. If the choice of director is a woman in mind, make sure there is a ballpark figure 2 / 3 of an effective design of human only when in charge of candidates announced (in the shop before the 1 ~ 2 months), not human not ready when published in charge of candidates, resulting in charge of excessive expectations and pressure, would result in manpower deployment of the distress, until things to the preconceived notion that miscommunication or pressure is too large, in charge of the temporary abandoned the accord, would fall short of.


     These are open direct sales stores should consider the logic, because joining and licensing business philosophy, and to open direct sales stores very different, not that this is the scope of discussions.

时尚***

很好的文章参考，谢谢斑竹

2742***

管理还是很重要的。

小点的时候，技术最重要。

大店的时候、连锁的时候管理就很重要了~~~~