Group 1 - The core framework of the standardized store methodology is the "Fifth Generation Store Standardized Profit Replication System," which utilizes the "2 capabilities, 1 understanding, 5 supports" model [1][4][30] - The profitability formula is defined as Profit = (Customer Acquisition Rate × Store Entry Rate × Conversion Rate × Average Transaction Value × Repurchase Rate) - Costs, with a focus on optimizing key indicators and setting gross margin thresholds [1][4] - The methodology emphasizes modular operational processes, digital tools for rapid expansion, and a deep understanding of customer needs through a designed customer journey with 20 touchpoints [1][3][30] Group 2 - The implementation tools include a standardized manual system, dynamic iteration of handbooks based on monthly feedback, and a three-tier supervision mechanism to enhance compliance and performance [7][22] - The strategic value for businesses includes a 40% reduction in new store profitability cycles and a 15% reduction in ingredient costs through centralized supply chain procurement [8][22] - For store managers, the training cycle is shortened from 6 months to 3 months, and tools like performance diagnostic templates help identify operational gaps, improving employee productivity by 30% [8][22] Group 3 - Sales performance is enhanced through standardized scripts that reduce the onboarding period for new employees to 3 days and decrease conversion rate fluctuations by 40% [8][22] - The supervisory role is strengthened with a digital inspection system that improves issue rectification rates by 60% [8][22] - Franchisees benefit from an 18% increase in net profit margins through optimized product combinations and reduced operational risks via guaranteed buyback clauses and regional procurement [8][22] Group 4 - The methodology is characterized by its dynamic nature, tool-based approach, and lightweight support systems for franchisees, facilitating easier operations [22][30] - The iterative mechanism is driven by data feedback loops, external regulatory responses, and competitive benchmarking to continuously refine standards [22][30] - The organization design includes dedicated teams for iteration and assessment, ensuring that standard execution rates are integrated into performance evaluations for store managers [22][30]

Group 1 - The article discusses the development of a standardized store management system, which includes three main handbooks: Store Manager Handbook, Sales Handbook, and Supervisor Handbook, focusing on management, sales processes, and supervision mechanisms [2] - A profitability replication model is introduced, emphasizing a replicable operational capability through a structured approach involving standardized methods for site selection, store management, sales, and supervision [2][8] - The article outlines a three-level standard system that includes standard formulation, training implementation, and supervisory assessment to ensure effective management [2] Group 2 - The design of a single-store profitability model is highlighted, which involves setting and breaking down targets to optimize key metrics such as average transaction value, repurchase rate, and attachment rate [8] - The article emphasizes refined operational management strategies, including personnel scheduling, inventory checks, and standardized display processes to enhance efficiency [8] - Cost control measures are discussed, focusing on reducing execution errors through operational manuals [8] Group 3 - Digital marketing tools are applied for private traffic operations, including techniques for customer retention and event design tailored to market conditions [8] - Customer experience optimization is addressed through standardized service protocols to ensure consistency across different store locations [8] Group 4 - The training and organizational empowerment of talent are emphasized, particularly in cultivating top-performing store managers and enhancing team management skills [8] - A rapid onboarding system is introduced, utilizing standardized training materials to reduce the dependency on experienced staff for training new hires [9] Group 5 - The article presents a comprehensive set of 12 standardized handbooks covering all aspects of store operations, ensuring that staff can remember, apply, and be assessed on the standards [9] - A three-tiered supervisory mechanism is established to ensure consistent execution across headquarters, regions, and stores [9] Group 6 - The effectiveness of the standardized replication process is evaluated through various assessment metrics, including operational compliance, service consistency, and employee training outcomes [13][14][15] - Key performance indicators are established to measure the success of standardized stores compared to non-standardized ones, focusing on profitability cycles and customer satisfaction [16] Group 7 - The article warns against potential risks, such as the disconnect between standards and market demands, and emphasizes the importance of regular updates to standards to meet consumer needs [17] - The ultimate goal of the standardized replication process is to achieve "three no differences," ensuring uniformity in product, service, and experience across all locations [25]