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奈雪的茶加盟 www.e-naixuecha.com 2020-09-22
对一个想要做成连锁的奶茶品牌来说,首先要管理好单店,打磨出一套高效且基本试错完毕的运营流程,才能去想如何运营再多的店。单店运营的核心目标,是谋求效率的提升因而要建立一套体制和打法,而对于饮品行业创业者或门店经理而言,其实是对饮品行业行业知识和运营规律的一次认知升级过程。关键点是要根据客情和环境动线去尝试匹配最佳组合,从而帮助门店提高运营效率。
 
For a milk tea brand that wants to be a chain store, it is necessary to manage the single store well and grind out a set of efficient and basically trial and error operation process before thinking about how to operate more stores. The core goal of single store operation is to improve the efficiency, so it is necessary to establish a set of system and methods. For entrepreneurs or store managers in the beverage industry, it is actually a cognitive upgrading process of the industry knowledge and operation rules of the beverage industry. The key point is to try to match the best combination according to the customer situation and the environment, so as to help the store improve the operation efficiency.

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1、掌握客情,反推认知饮品行业管理规律
 
1. Master the customer's situation, push back and recognize the management law of beverage industry
 
所谓客情,其实就是每个时段的客人数:
 
The so-called customer sentiment is actually the number of guests in each period:
 
时段营业额/人均消费=时段客人数。只有不断统计知晓门店各个时段的客情,才能知道每个时间点要做什么事情,如何安排人员的工作重点和流程。比如店长要预估来店人数,从而确定要做多少事,再根据事情的数量配备相应的人数。举个例子,时段客人数的最高峰值,可以作为一家门店楼面工作安排的依据,在这时段来临之前,要做好最优的安排。
 
Period turnover / per capita consumption = number of customers in the period. Only by constantly counting and knowing the customers' situation in each period of the store, can we know what to do at each time point and how to arrange the work focus and process of personnel. For example, the store manager should estimate the number of people coming to the store, so as to determine how many things to do, and then allocate the corresponding number of people according to the number of things. For example, the peak of the number of customers during the period can be used as the basis for the floor work arrangement of a store. Before this period comes, we should make the best arrangement.
 
而最高峰来临之后,一般会持续很长时间都是奶茶店客人数处在较高的位置,直到这一曲线开始不再上下摇摆而是持续下滑,则是门店出品间工作安排的依据。想提升效率,持续保持消费体验,增加客流,客情的研究与匹配不可忽略,否则该配的人没配,事情会成一团乱麻。也就是说,从客情出发倒推排班,从排班倒推出营运计划,而营运计划则直接影响你的营业额预估目标。此外,门店管理者和出品的员工还要根据客情的变化确定什么时候开启设备,什么时候准备物料等等。在此基础上,就是研究如何优化环境动线的匹配问题了。
 
After the peak comes, it usually lasts for a long time. The number of customers in the milk tea shop is in a high position, until this curve begins to decline instead of up and down, which is the basis for the work arrangement of the store's production room. In order to improve efficiency, maintain the consumption experience continuously and increase passenger flow, the research and matching of customer sentiment can not be ignored, otherwise the matching people will not be matched, and things will become a mess. That is to say, from the customer situation, we can push back the shift scheduling, and the business plan will directly affect your turnover forecast target. In addition, store managers and production staff also need to determine when to turn on the equipment and when to prepare materials according to the changes of customer conditions. On this basis, it is to study how to optimize the matching of environmental moving lines.

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2、环境动线匹配,考验用人分配智慧
 
2. Match the environment moving line, test the wisdom of human resource allocation
 
对于五张台十张台的小门店来讲,环境动线匹配不是问题,但一旦一家门店干到了二十张台以上的规模,动线的设计和流程规划就变得十分重要,它直接影响到你的人员安排和顾客体验,进而影响你高峰时段的顾客人数。
 
For small stores with five platforms and ten platforms, the matching of environmental dynamic lines is not a problem. However, once a store has reached the scale of more than 20 units, the design and process planning of dynamic line will become very important. It will directly affect your personnel arrangement and customer experience, and then affect the number of customers during peak hours.
 
比如大多数奶茶店会遇到一个非常实际的问题:
 
For example, most milk tea shops will encounter a very practical problem:
 
顾客抱怨叫不到服务员。很多饮品行业老板在不断补给人员后,这个问题依旧无法解决。问题的核心就在于,大部分服务员都会留在以收银台为半径的区域里,离收银台越远的客人越得不到服务。这叫做「收银台聚集效应」。还有一个问题就是要优化服务员与出品下单区的动线流程。
 
The customer complained that the waiter couldn't be called. Many beverage industry owners in the continuous supply of personnel, this problem is still unable to solve. The crux of the problem is that most of the waiters will stay in the area with the cashier as the radius, and the farther away from the cashier, the less service they will get. This is called the "cash register aggregation effect.". There is also a problem is to optimize the flow of service and production order area.
 
最好的解决办法,就是将门店环境进行营业分区,让服务员必须「各扫门前雪」,不要跨区去服务顾客而在执行过程中,小青建议门店要规定一条死命令,即使服务过程中顾客跨区叫服务员,服务员也要做到只应答即可,只有确保自己服务好自己区域的顾客之后,再去协作帮助别区进行服务。这样一来,看似不太有协作精神,但会因此让每个服务员实现最优化最稳定的动线流程,让用餐高峰期的顾客都能够获得足够的服务体验。
 
The best way to solve this problem is to divide the store environment into different business areas, so that the waiters must "sweep the snow in front of the door". Instead of serving customers across districts, Xiaoqing suggests that the store should stipulate a dead order. Even if customers call waiters in different districts during the service process, the service staff should only respond. Only after ensuring that they serve the customers in their own area well, can the service staff provide a dead command, Then we can cooperate to help other areas to provide services. In this way, it seems that there is not much spirit of cooperation, but it will enable each waiter to achieve the most optimized and stable dynamic process, so that customers at peak meal times can get enough service experience.

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3、终极目标:利润最大化vs成本最优解
 
3. Ultimate goal: profit maximization vs cost optimization
 
而客情和环境动线匹配之所以重要,就在于它是提升效率和减少成本的关键,也是提供良好用餐出品体验的基础。
 
The reason why the matching of customer sentiment and environment dynamic line is important is that it is the key to improve efficiency and reduce cost, and it is also the basis for providing a good dining experience.
 
因为对于饮品行业行业来说:
 
Because for the beverage industry:
 
利润=客单价x人数-成本(固定费用+变动费用)作为饮品行业经营者,根据客情的掌握让门店运营井然有序,如果只做到这些,是不够的。我们还要通过对客情及门店运营能力的全面了解,寻求营业额的增加。比如既然效率提升了,我们饮品行业人就要在提高客单价方面想办法,最好的办法是加量加价格,既不要直接涨价,也不要减量加价。
 
Profit = customer unit price x number of people cost (fixed expenses + variable expenses) as a beverage industry operator, it is not enough to make the store operate orderly according to the customers' situation. We also seek to increase the turnover through a comprehensive understanding of the customers' situation and the operation ability of the store. For example, since the efficiency has been improved, people in the beverage industry should think of ways to increase the unit price of customers. The best way is to increase the quantity and price. Neither increase the price directly nor reduce the price increase.
 
既然知晓了客情的高峰低谷,能否通过与门店经营能力匹配的营销手段,增加时段客人数的高峰时间:这个时间段越长,你的营业额就会大幅增加,在效率和成本基本没有大变化的前提下,你的利润也就大幅增加。而利润的最大化和成本(固定费用+变动费用)的最优解,也是反过来衡量你的运营模式是否达到最佳平衡值的重要参考数据。
 
Now that you know the peak and trough of customer sentiment, can you increase the peak time of customer number in the period by marketing means that match the operation ability of the store: the longer the period, your turnover will increase greatly, and your profit will increase greatly on the premise that the efficiency and cost basically remain unchanged. The maximization of profit and the optimal solution of cost (fixed expenses + variable expenses) are also important reference data to measure whether your operation mode reaches the optimal balance value.
 
4、单店运营是品牌连锁发展的原点
 
4. Single store operation is the origin of brand chain development
 
单店运营的不断优化和升级,可以说,是饮品行业品牌竞争的基础。这并非是一句废话,它永远是接下来发展连锁多店管理的战略战术原点。
 
The continuous optimization and upgrading of single store operation is the basis of brand competition in beverage industry. This is not a nonsense, it will always be the strategic and tactical origin of the development of chain store management.

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