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大厂副业加盟6个月闭店,我踩过的7个坑和3条血泪教训
Hu Xiu· 2025-07-20 07:28
Core Insights - The article discusses the challenges and lessons learned from opening a physical store after working in the internet industry for several years, highlighting the difficulties faced in the process and the importance of thorough market research and personal involvement in business operations [1][3][60]. Group 1: Reasons for Opening a Store - The company sought to explore a secondary income stream due to the downturn in the internet economy and the desire for a second growth curve [5][6]. - Previous attempts at various online projects yielded minimal results, leading to the decision to venture into physical retail [6][7]. Group 2: Financial Overview - Initial startup costs included a franchise fee of 50,000 yuan, renovation costs of 33,000 yuan, and equipment purchases totaling 35,000 yuan [10]. - Monthly operational expenses included salaries, rent, utilities, and high-cost consumables sourced from the franchisor [12][13]. Group 3: Market Research and Location Selection - Insufficient market research led to a lack of understanding of the wellness industry, particularly the specific needs of an acupuncture store, such as the necessity for a restroom [17][20]. - The chosen location was highly competitive, with numerous similar businesses nearby, which was underestimated during the selection process [23][25]. Group 4: Store Setup and Management Challenges - The company faced significant challenges during the store's renovation, particularly regarding air circulation systems necessary for the business [27][30]. - Recruitment of qualified staff proved difficult, with high salary expectations in the local market and a lack of understanding of the necessary qualifications for the role [34][36]. Group 5: Customer Acquisition and Marketing Issues - Initial customer flow was strong, but it declined sharply as the season changed, revealing a lack of effective marketing strategies to maintain customer interest [44][45]. - The reliance on a third-party team for customer acquisition led to high costs and poor customer experiences, damaging the store's reputation [47][51]. Group 6: Franchise System Limitations - The franchisor's operational model was found to be detrimental to the store's profitability, with low pricing strategies that attracted non-loyal customers [53][55]. - The franchise system was perceived as exploitative, prioritizing its own profit over the success of individual franchisees [57][59]. Group 7: Key Lessons Learned - The necessity for active involvement in store operations was emphasized, as absentee ownership typically leads to failure [60][62]. - The importance of recognizing the ongoing costs associated with running a business, including time and effort, was highlighted as a critical factor for success [68][71]. - The article concluded that the skills and experiences from the internet sector are not directly transferable to physical retail, suggesting a need for entrepreneurs to align their ventures with their strengths [80].
从《大宅门》到《大染坊》的投资启示 | 螺丝钉带你读书
银行螺丝钉· 2025-05-24 13:43
Core Viewpoint - The article discusses the complexities and challenges of investing in different industries, using examples from classic dramas to illustrate the differences in business models and profitability [3][45]. Group 1: Industry Comparison - The textile industry is portrayed as difficult to profit from due to high competition and low barriers to entry, leading to price wars and thin margins [18][39]. - In contrast, the pharmaceutical industry benefits from strong brand loyalty and a more stable profit margin, as consumers tend to prefer established brands even if the products are similar [31][32]. Group 2: Business Models - Light asset models, such as those in the pharmaceutical industry, allow for higher net profits with lower initial investments, but have limitations in scalability [8][9]. - Heavy asset models, like those in the textile industry, require significant upfront investment in machinery and technology, which can lead to long payback periods and increased financial risk [22][23]. Group 3: Competitive Landscape - The presence of numerous competitors in an industry increases the difficulty of maintaining stable profits, as seen in the textile industry where new entrants often resort to price cuts [45][36]. - A strong competitive advantage, or "moat," is essential for long-term profitability, particularly in the pharmaceutical sector where brand recognition plays a crucial role [29][30].