In the management of chain stores, it is very important to choose the appropriate management and control model. Today, we will take a deep look at the three mainstream management and control models to help you stand out in the fierce market competition.
1. Operation and control: the art of refined management
Operation control type, similar to the management method of directly operated stores, the headquarters strictly controls every link from strategic planning to plan implementation. The advantage of this model is that the functional management of the headquarters is in-depth, which can ensure the effective implementation of the strategy and the smooth achievement of the goal, and at the same time, it is easy to carry out refined control and standard output of subordinate companies and terminals. However, the disadvantages are also obvious: the large size of the headquarters and the large number of functional personnel can lead to a slower market response and difficulty in responding quickly to market changes.
2. Strategic control: the art of balance and coordination
Strategic control type, similar to the management of joint stores, the headquarters is responsible for the finance, asset operation and overall strategic planning of the enterprise, while the subordinate companies are responsible for formulating business plans in the region and submitting them to the headquarters for approval and implementation. The advantage of this model is that the headquarters is lean, allowing it to focus on strengthening key functions and improving overall operational efficiency. However, with the increase in the number of branches, how to reconcile the conflict of resource requirements and other contradictions between branches has become a major challenge for this model.
3. Financial control type: simple but not simple
Financial control type, similar to the management of franchise stores, the headquarters is mainly responsible for the company's finance, asset operation and mergers and acquisitions of external enterprises, while each subsidiary company only needs to achieve the established financial goals of the headquarters. The advantage of this model is that the number of functional personnel at the headquarters is minimized, and the operating costs are reduced. However, its shortcomings should not be overlooked: too much emphasis on financial indicators may lead to a weakening of control over subordinate branches, which is not conducive to the output and implementation of unified standards.
Conclusion:
In the management of chain stores, no control model is perfect. Different enterprises, different market environments, and different stages of development require us to flexibly choose the most suitable management and control model for ourselves. Hopefully, this article can provide you with useful reference and enlightenment, and help you go further and more steadily on the road of chain store management.
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