"单店赚钱行，一扩张就乱套？" 01 顾客体验：细节做透，复购翻倍 顾客体验不是 "笑脸迎客" 这么简单，是从进店到离店的全流程精细化运营。数据显示，体验好的顾客复购率是普通顾客的 3 倍，口碑传播还能省一大笔营 销费！ 环境要 "有记忆点"干净、符合品牌调性的环境是好感基石 —— 灯光明暗、动线设计、背景音乐、香氛选择，每个细节都在影响顾客的第一印象。 但传统管理靠纸质 "清洁表""陈列标准"，执行全凭员工自觉，检查时说不清、出问题找不到人，标准成了 "纸上谈兵"。 "客人留不住、员工没动力、仓库堆成山？" 这是多数连锁老板的扩张魔咒 —— 标准化 SOP 执行不下去，想做特色更难。其实连锁管理的核心就三个字："人、货、客"。 今天分享一位带过百万业绩门店的店长的实战经验，从顾客体验、员工管理、库存供应链三大方向切入，把管理从 "凭经验" 变成 "看数据"，少走 90% 的冤 枉路！ 用企鲸的【检查单】功能，SOP 执行一目了然： 企鲸有行业通用模板库，覆盖门店环境、商品陈列、服务标准、安全检查等场景，1 分钟就能生成检查表单。 团队模板 公共模板 全部 门店环境 员工仪 商品陈列 O 搜索 门店基础100 ...

这一年，A股IPO回暖、港股上市潮涌，投行最艰难的时刻似乎已经过去，但从业人员仍处于"出清"状 态中。 中国证券业协会数据显示，截至12月27日，全行业保荐代表人总计8493名，相比年初的8800名减少了 307人。在受访人士看来，这场"去产能"仍在初期阶段，未来数年或仍将持续。"复苏的春风，并没有吹 到每一个角落。"一位资深投行人士如是说。 越来越多投行人投入实体产业的怀抱，这种流向在2025年变得尤为明显。随着产业资本对并购整合、海 外上市等需求激增，上市公司、大型产业集团对具备投行背景的资本运作人才求贤若渴，保代也从项目 执行者转型为企业战略的参与者。 此外，在行业调整期，一个矛盾现象日益凸显：投行一边在减员，一边仍在大举招聘。这种人才的结构 性失衡反映了行业能力供需的错配。投行人士分析称，"市场对投行提出了更全面的要求，能够从更本 质的角度去理解客户需求的高端人才仍然稀缺。" 资深投行人，决定离开的"最后一根稻草" 2025年，投行的迁徙潮有一些不同之处，虽然平台间的流动仍在发生，但最显著的趋势是大量资深从业 者彻底离开券商体系，投身产业怀抱。 一位从投行离职、加入某大型国企负责资本运作的张凯（化名） ...

Core Viewpoint - The chicken industry is experiencing a paradoxical competition landscape where some brands see rising monthly revenues while others face challenges shortly after opening [1] Group 1: Franchise Empowerment - The depth of empowerment provided by franchise brands is crucial, with some offering comprehensive support while others are lacking [3] - Brands ensuring profitability for franchisees have refined their single-store profit models and restructured revenue logic through six core strategies [3][10] - Traditional franchise models often fall into the "cutting leeks" trap, where brands collect franchise fees without providing substantial support, leading to self-sustaining store failures [3] Group 2: Survival Rates and Support Systems - Franchisees who undergo three rounds of interviews have a survival rate 47% higher than the industry average, indicating that restaurant entrepreneurship relies more on systematic support than luck [6] - Key factors driving significant revenue changes include a six-dimensional support policy that creates a profit flywheel [6] Group 3: Operational Efficiency - Location decisions are now based on heat maps and algorithms, significantly improving site selection accuracy [6] - A specific store model has increased space utilization by 60% and achieved a sales per square meter rate 1.8 times the industry average [6] - New training methods have reduced labor costs by 15% by enabling new staff to master standardized processes within seven days [6] Group 4: Digital Tools and Supply Chain Innovations - Digital tools are central to improving gross margins, with one brand's intelligent scheduling system increasing efficiency by 35% during peak dining hours [6] - Supply chain innovations, such as transparent pricing and direct supply from central kitchens, have reduced material costs by 18% compared to market prices [6][7] Group 5: Competitive Landscape and Market Strategies - Regional protection mechanisms are reshaping competition, with leading brands implementing a 1.5-kilometer franchise radius that has increased daily customer traffic by 23% and member repurchase rates by 41% [9] - Strategies to shorten the payback period have proven effective, with smaller store models achieving a return on investment in 6 to 12 months [9] - The "small but beautiful" strategy reflects a new phenomenon in the consumption downgrade phase, attracting increasing consumer attention and preference [9] Group 6: Franchise vs. Direct Operations - Entrepreneurs are finding a third path that involves purchasing not just a brand name but an entire profit system [10] - Successful brands have meticulously refined their single-store models to maximize profitability through algorithmic site selection, SOP training, digital tools, and supply chain innovations [10]

Group 1: Financial Performance - In 2024, the company achieved a total revenue of 9.57 billion yuan, representing a year-on-year growth of 4.13% [2] - In Q1 2025, the company reported a revenue of 2.379 billion yuan, a decrease of 2.48% year-on-year [3] - The net profit attributable to shareholders in Q1 2025 was 25.62 million yuan, showing a significant increase of 143.85% compared to the previous year [3] Group 2: Cost Control and Efficiency Measures - The company implemented cost reduction and efficiency improvement measures, resulting in a year-on-year optimization of the expense-to-revenue ratio by 1.81% in Q1 2025 [3] - The optimization of loss-making stores has positively impacted profitability, indicating a recovery in overall profit margins [3] - The company plans to continue optimizing logistics through resource allocation strategies, which include merging warehouses and enhancing supply chain flexibility [4] Group 3: Business Diversification and Innovation - The company is actively pursuing product diversification by introducing high-frequency consumer goods such as dairy products and peanut oil [6] - A new store format, "Dazhu Shuyu," focusing on beauty and personal care products, is set to launch in collaboration with partners [7] - The company is enhancing its member management system to provide targeted medical services for chronic disease patients [7] Group 4: Online Business Strategy - In 2025, the company aims to strengthen its self-operated platform and reduce reliance on third-party platforms [8] - The company will implement unified pricing strategies for online and offline sales to enhance customer experience [8] Group 5: Logistics and Capital Expenditure - The company plans to upgrade its warehousing system, with projects in Qingdao and Jinan expected to be completed within the year [9] - Capital expenditure will focus on expanding franchise operations and acquiring quality targets within Shandong province [9]