Good franchise projects. Call the chain headquarters at 400 600 6565 for great franchise opportunities! For rapidly growing franchise businesses, as the number of franchise stores increases, managing franchisees will soon become the main task of the headquarter's market management personnel. The quality of franchisee management directly determines whether the company's brand strategy and marketing policies can truly take effect, and also directly affects the sales performance at the terminal end and the company’s follow-up performance. However, we often find that many of the company headquarters' relevant marketing policies and brand strategies are significantly weakened in effect and influence by the time they reach the terminal end. The corrective solutions provided to franchise stores are often ignored by the franchisees and not executed promptly. Due to the franchisees' lack of attention or poor execution, store managers and salespeople feel indifferent, resulting in a serious disconnect between the headquarters and the terminals. This causes excellent strategies and ideas to merely go through the motions at the terminal end, missing market opportunities while wasting company resources. To change this situation, it is necessary to improve the franchisees' execution capabilities and truly get them moving. Only then can the operation status of specialty stores be thoroughly improved. Today, I would like to share with you how to enhance the franchisees' execution capabilities so that the company headquarters can truly play a pivotal role.
Before discussing the methods, it is important to clarify the relationship between the headquarters and the franchisees: First, franchisees are customers, not subordinates; managing franchisees is different from hierarchical management. Second, franchisees are customers who need guidance, improvement, and assistance from the headquarters’ market management personnel to help them grow. Only by achieving this can we truly assist franchisees in operating their specialty stores well, achieving more replenishment orders, and realizing the ultimate goal of a win-win situation for both franchisees and the company. With these two points clarified, we can now discuss specific methods.
Method One: Make full use of reward and punishment tools to enhance franchisees' execution capabilities. In fact, rewards and punishments have a certain power and influence on anyone, and franchisee management is no exception. Rewards and punishments similarly have an impact on them. Typical industry rewards include: achieving a certain level of replenishment orders rewarded with gifts of corresponding value, upgrading renovations rewarded with a certain amount of regularly stocked consumables, reaching target numbers of new stores opened within a specified time rewarded with free supervision for a certain number of days, etc. Each year, the top performers creating the most replenishment value for the company receive substantial material and spiritual rewards. Punishments include: failure to meet renovation standards results in the non-refund of the renovation deposit, fines exceeding 5,000 yuan for purchasing from outside suppliers, and severe cases may result in the revocation of operating qualifications. Such rewards and punishments generally stimulate franchisees to some extent. Of course, the formulation of reward and punishment systems must fit the actual market conditions, clearly define the specific goals to be achieved, and be effectively communicated and strictly implemented. Otherwise, they may not only fail to work but also lose the trust of franchisees.
Method Two: Maintain good customer relationships to enhance franchisees' execution capabilities. Since franchisees are customers, maintaining good customer relationships naturally becomes something that needs to be done. Only by establishing good customer relationships with franchisees can we have influence over them and further affect their execution capabilities. So, what exactly are customer relationships? Why do we need to maintain them? Simply put, maintaining customer relationships involves using various resources and methods outside of work to provide emotional care and satisfaction to franchisees, thereby creating a better interpersonal environment for normal sales management work. Good customer relationships with franchisees make them more likely to recognize our supervisors and the company, allowing the supervisor's work to proceed more smoothly. So, how can we maintain good customer relationships? What needs to be done? On one hand, periodic phone communication and on-site guidance for franchisees are very necessary. On the other hand, we should use holidays and major events in franchisees' lives to carry out appropriate customer relationship maintenance work. Of course, when maintaining customer relationships, it is essential to understand the personality and preferences of franchisees to ensure that our customer relationship maintenance work yields better results.
Method Three: Use professional capabilities to guide franchisees and enhance their execution capabilities. In fact, many franchisees are operating specialty stores for the first time. They may have achieved some success and experience in other industries or fields, but they mostly lack experience in specialty store operations. Therefore, supervisors need to possess professional capabilities to guide franchisees. This is also a challenge for supervisors because only when they truly demonstrate professional capabilities will franchisees genuinely recognize them. Franchisees will be more willing to listen to the company and implement its policies and systems. If this cannot be achieved, franchisees may just go through the motions, leading to a discount in execution. In essence, franchisees are examiners, and the supervisor's professional capability is judged by the examiner and the market. So, what professional capabilities should supervisors possess? First, they need to have the ability to manage terminal sales and store operations. Secondly, they should have the ability to diagnose and rectify store performance issues, train and guide terminal employees, etc. Of course, possessing professional capabilities requires presenting them in a good way, which involves communication and persuasion skills with franchisees. Therefore, when supervisors cannot persuade franchisees to execute, they should reflect on whether their professional capabilities are truly up to par.
Method Four: Use personal charm to influence franchisees and enhance their execution capabilities. A person's actions can be influenced by another person's mindset and state. Franchisees are the same. When supervisors consistently show dedication, positivity, and responsibility towards franchisees, franchisees will also be influenced. They might think: if you can face market problems with such a positive and optimistic attitude to help me solve problems and improve performance, why shouldn't I operate the store with all my heart? However, achieving such influence is not something that happens overnight; it accumulates over time through long-term interactions with franchisees. First, one needs to have an optimistic and proactive mindset when dealing with issues, be patient, unafraid of hardship, and persistent... This is the biggest challenge for supervisors. However, if achieved, franchisees may recognize our character and thus recognize our approach, changing their own practices and enhancing execution. At this point, what we sell is personal charisma, which represents a high level of salesmanship.
The above briefly provides four methods to enhance franchisees' execution capabilities for reference by market management personnel in chain retail enterprises. When franchisees fail to execute properly, everyone should check themselves against these four aspects. Have we achieved all these aspects? To what extent have we achieved them? In reality, there are no bad franchisees in the market. As long as we have the right capabilities and use the right methods, we can certainly achieve the ultimate goal of a win-win situation for both the company headquarters and franchisees.