First, the location confusion of chain enterprises: the lack of standardized location has become an expansion problem.
As we all know, location is the key factor for the success of chain stores. There is a famous saying in the industry:? What is the most important thing in the shop? The first is location, the second is location, and the third is location? , we can see the importance of location for chain enterprises. Successful site selection system is one of the core competitiveness of chain enterprises. However, due to the limitation of specialty and experience, the success rate of domestic chain enterprises has not been high. Through consultation and contact, we come to the conclusion that most chain enterprises are mainly confused in the following three aspects:
1, site selection depends on feelings, and there is no scientific basis, which is very risky.
2. The location of mature business districts is difficult to obtain, and there is a lack of investment income forecast, which leads to decision failure.
3. Lack of systems and norms. Site selection has become the biggest problem in the expansion.
The first location often appears in small and medium-sized chain enterprises. By feeling, business owners judge the location of stores by years of experience and intuition. It is often unclear, and success or failure is mostly attributed to Feng Shui. Speaking of my own site selection experience, most of them are predestined friends or have feelings, without scientific basis, and the risks are very great. There was once a story that the female boss of a body chain store proudly said when introducing her experience in choosing a store. Stand there and smell the air, and you'll know if you can open a shop. ? As a result, I failed to open three in Shenzhen. Another business manager talked about his site selection experience, saying that he went to a place with many thieves to open a shop, and the result standard was completely unmeasurable. More shopkeepers choose venues according to their own subjective experience and invest by feeling. Because there is no scientific basis, the risk is very high, and most people are lucky.
In the second case, chain enterprises have certain site selection standards and experience, and also pay attention to strategic site selection, occupying a favorable position. But often Wangpu is a shop in it runs in the family, and it rarely changes hands. The store location in mature business district is not easy to find, and the rent and deposit are high. If the investment income cannot be accurately predicted when choosing the location of the store, and the rental cost is higher than the industry profit rate, it will lead to the failure of the store operation. On the other hand, are some chain enterprises to reduce costs or avoid fierce competition? The countryside surrounds the city? Strategically, choosing a sub-business circle for layout often ends up filling the pit or getting married because it is impossible to predict the maturity time of the business circle scientifically and accurately. Taking the location of oriental home Building Materials Supermarket in Guangzhou as an example, as the first large building materials and home furnishing chain store in South China, when oriental home chose Fangcun in 2004, it chose to develop in the immature business district in the urban-rural fringe, originally expecting to bring growth benefits from the development of surrounding real estate in the future. However, because the location is too remote, there are wholesale markets around, the consumption level is low and the passenger flow is too small. The whole market needs at least two to three years of investment and cultivation to have a positive result. Due to the congenital deficiency of site selection and management methods, Fangcun Store was finally taken over by B&Q after years of efforts and seven months of closure.
Chain stores must expand rapidly to reduce operating costs. Chain stores often encounter the third situation when they enter the scale expansion. Due to the lack of established and perfect site selection standards and norms, and lack of organization and system, once a number of stores open a site, people are too busy to find the desired store location, and the expansion plan has to be delayed. Site selection eventually became the biggest obstacle to the expansion strategy. The representative case here is the people's pharmacy, which ranks first among chain pharmacies. After it entered Beijing, it passed six people. Sweep the street? After selecting the site and dismissing three general managers, I finally opened a second store in Beijing, which delayed the development opportunity.
Second, successful case analysis: scientific site selection process and strict examination and approval system.
The confusion of enterprise site selection mentioned above mainly stems from the lack of scientific and complete site selection standards and systems. How to establish a successful positioning system has become the secret of the success of chain enterprises. After decades of development, multinational chain giants such as Wal-Mart, Carrefour, McDonald's, KFC and so on. They have formed a very scientific and rigorous site selection system, which quantitatively analyzes cities, building facilities, surrounding environment, road traffic, population density, population structure and purchasing power. Based on this, the business circle is analyzed and the number of stores opened is calculated, so the success rate of site selection is very high, and its experience is worth learning. Take KFC as an example. At present, KFC has more than 14000 chain stores in the world, and has opened nearly 2 100 stores in China in a short time. Its site selection investment success rate is almost 100%, and its successful experience can be summarized in two aspects:
1 established a scientific site selection process and standards. Usually, after KFC enters the city, the site selection begins with the division and selection of business circle, then the calculation and selection of gathering points, including the calculation of the previous traffic of the store, and finally the information is input into special computer software, so that the profit and loss of opening the store can be calculated, and it is clear that the investment here cannot exceed how much, and the store cannot be opened if it exceeds how much.
KFC takes family members as the main target consumer groups, and the promotion focuses on young people who are more receptive to foreign cultures and new things. Restaurant location mainly considers whether geography, economy, market, tourists and other factors meet the positioning. KFC divides different business districts according to these factors, and chooses the business districts that can be entered, and enters only after the business districts are mature and stable. After selecting the business circle, KFC strives to open stores in and around the most crowded places. In the selected business circle, what is the moving route of people, which direction people will go after coming out of the subway, and so on. How many people pass by the place where you plan to open a shop? These are all sent to pinch the table. After a complete set of data is available, fill in according to the standards: business circle and competition conditions table, lease conditions table, field situation table, comprehensive evaluation table, etc. , according to the comprehensive score of the data to determine the location of the store.
Two-level examination and approval system for site selection decision. KFC has its clear site selection principles and planning. In order to ensure the success rate of site selection, the site selection process must be approved by two committees, one is the local company and the other is the headquarters. The headquarters has mastered the site selection system software and accumulated a lot of data and site selection experience, which can make accurate and efficient decisions and effectively protect the confidence of KFC brands and franchisees. Compared with domestic fast food chain stores, the successful location system is one of the magic weapons of foreign fast food such as McDonald's and KFC.
The positioning system of multinational chain enterprises such as KFC and McDonald's has been very mature, and the positioning system has realized IT software. At present, it has developed to the stage of applying GIS software to expand new stores and optimize the layout of store outlets. How to effectively learn, imitate and surpass them, and how to successfully build a chain location system is a subject that domestic chain enterprises must study. Once an effective breakthrough is made in the site selection system, the success of chain operation will be greatly accelerated. Take the development of Gome site selection system as an example to illustrate.
At the beginning of 1996, Gome was still a private enterprise with a turnover of only 500 million yuan. In order to accelerate its development, Gome chose Wangfujing Mall to open a store of nearly 3,000 square meters. At that time, the advertising fee reached 6,543,800 yuan before opening, but after opening, it was found that the rent was too high and the operating cost remained high. The traffic is inconvenient and close to the night market, which leads to traffic jams and the freight cars can't get in. Most people who shop in Wangfujing are foreigners, and their shopping direction is not the problem of wrong location of home appliances, which forced Gome to cancel the contract in advance and withdraw from Wangfujing. The wrong positioning of Wangfujing Mall made Huang Guangyu realize the importance of the standards and processes of chain operation. So he presided over a serious summary of Gome's development experience in the past ten years, and made the Gome Management Manual, which standardized the site selection criteria of chain stores as follows:
(1) area: according to the variety and scale of the company's business, the exhibition scale should maintain an appropriate business area, in principle, it should be more than 2,000 square meters, of which the attached turnover warehouse area should be more than 300 square meters. (2) Floor: In principle, only one floor is selected, and one of two floors can be considered. (3) Transportation: There are no less than 20 parking spaces, and the business district with convenient public transportation is the best. (4) Term: The lease term is more than 5 years 10 years.
With the standardization and replication of Gome's management manual in various places, Gome's chain experience has been quickly copied to Tianjin, Shanghai, Chengdu, Chongqing and so on. With the foundation of standardization, the speed of Gome's national expansion has also been guaranteed. The management level of each region has been effectively guaranteed.
In 2002, Gome hired a professional consulting company to upgrade its operating system. After professional consultation, Gome's operation has formed a complete operation standardization system, and the site selection has changed from simple evaluation requirements to scientific standardized evaluation and operation prediction tools. The forms needed for store location evaluation include: workflow chart for approval of electrical stores, application form for approval of electrical stores, basic information table for optional stores of electrical stores, questionnaire on urban conditions, evaluation table for business circle conditions, evaluation table for store structure and facilities, evaluation table for traffic and radiation conditions, annual business forecast table for newly opened stores, approval table for lease contract, house lease contract and calculation table for store rental area. With the scientific location system, Gome is expanding rapidly at an average rate of more than 65,438+000 stores per year. The new site selection system effectively reduces the cost and ensures the success of the strategy. Site selection has become the core business completely controlled by the headquarters, which has set up a special site selection department and formed a three-level audit management system for site selection. Gome's regulations on site selection audit are: the president of the company is responsible for the final approval of the location of new stores; The chain development department is responsible for the supervision and audit of the location of new stores; Branch chain development department is responsible for the location of new stores; This area is responsible for reviewing the location of new branches.
As we all know, opening a store is the only way for chain enterprises to expand their business, and the quality of lots has a decisive impact on future turnover. Therefore, it is the secret of the development of chain enterprises to choose a good store and seize a good one. ;