為什么有很多的餐飲小白經常說我加盟被割，那小編呢？用30年的餐飲經驗告訴大家這背后的原因，我們先去理解什么是加盟就什么是對的，加盟對的，加盟是加盟方已經驗證成功了一套對的，能夠掙錢的好的商業模式，然后找到了和這種商業模式資源能力最匹配的加盟商，然后二人合力用一加一大于二的方式去拓展了盈利的店，這是加盟的本質，所以一個巴掌拍不響，我們被割的時候甚至兩個巴掌，要么都出問題，要么一方出問題，就是一個好的加盟品牌想長期做下去，所謂的不割韭菜，它必須有那么幾點。第一單店模型被驗證是成功的，很多加盟的品牌呢，還沒有經過這個周期，甚至于這些所謂的掙錢都是假象是吧？那當然這個就是惡意的了，那不是這種模型他都做不好，你拿回去能做好嗎？是吧，顯而易見。

　　Why do many catering novices often say that I was cut off when I joined? What about the editor? Using 30 years of catering experience to explain the reasons behind this, let's first understand what franchising is and what is right. Franchise is right, and franchising is a good business model that the franchisee has successfully verified and can make money. Then, we found the franchisee with the most matching resources and capabilities to this business model, and the two of us worked together to expand profitable stores in a way that one plus one is greater than two. This is the essence of franchising, so one slap cannot make a sound. When we are cut, we may even have two slaps, either both have problems or one has problems. If a good franchise brand wants to continue in the long run, the so-called "not cutting leeks" must have several points. The first single store model has been verified to be successful, but many franchise brands have not yet gone through this cycle, and even these so-called profits are just illusions, right? Of course, this is malicious. He can't even do this model well. Can you take it back and do it well? Yeah, it's obvious.

　　這是第一個輸在了單店模型上。第二個問題是這個單店模型很好了，我們要找別人去做，那不就是要把這個很好的能力或者叫標準變成一套體系，能夠給到你，給到加盟商，你花錢來買我這套能力，你買回去就不用自己再摸索著過河了，你就可以花錢買能力。這是加盟的第二個核心問題，也就是說我必須把我很掙錢的那個原因提煉成一套能力標準。而且的能力標準基本是可復制的，可培訓的，可以教給你的，這個問題上我覺得是加盟品牌出問題最大的板塊，我就買了你一個牌子，那他就能掙錢嗎？掙不了錢。

　　This is the first one to lose on the single store model. The second issue is that this single store model is very good, and we need to find someone else to do it. That means we need to turn this good ability or standard into a system that can be given to you and franchisees. You can spend money to buy my ability, and you don't have to explore the river yourself when you buy it back. You can spend money to buy the ability. This is the second core issue of joining, which means I must distill the reason why I make a lot of money into a set of ability standards. And the ability standards are basically replicable, trainable, and can be taught to you. In my opinion, this is the biggest problem for franchise brands. If I buy your brand, can it make money? I can't earn money.

　　很多加盟主不理解的問題，當然還有加盟商。他都不理解為什么呢？因為往往這種能力的輸出背后是一種管理，你也可以理解是一種服務是吧？他要求你這么用這個原料要求你做那樣的一個營銷方案，要求你門頭要用這種材料，那我們很多加盟商覺得太貴了，這你是不是要掙我錢？那我說一個好的加盟主，他的管理不就是服務嗎？他的服務不就是管理是吧，你要去買他的能力，難道不就是他絮絮叨叨的給你提供這些東西嗎？在這個問題上，雙方都出現了認知的偏差，有的是不給，有的是給了我不要第三點，再好的品牌都是事在人為。他得在對的地兒，有對的人在對的顧客去賣一個對的商業模式。

　　Many franchisees do not understand the issue, and of course, there are also franchisees. He doesn't even understand why? Because often the output of this ability is a form of management, you can also understand it as a form of service, right? He requires you to use this material in this way and create such a marketing plan. He demands that your storefront use this material, which many franchisees think is too expensive. Are you trying to make money from me? So, when I say a good franchisee, isn't their management just about service? His service is just management, isn't it? If you want to buy his ability, isn't it his constant nagging to provide you with these things? On this issue, there has been a cognitive bias between both parties, with some not giving and others giving me the third point of not giving. No matter how good a brand is, it all depends on human factors. He has to sell the right business model in the right place, with the right people and customers.

　　所以你看所謂的那個對的人不就是加盟商嗎？那任何一個品牌都有他匹配的加盟商畫像。我開一個小小的夫妻老布店的加盟和開一個幾百萬投資的大的火鍋店的加盟肯定不能是一波加盟商花錢，我們要求的資源也不一樣，能力也不一樣，投入度也不一樣，你放在加盟里邊，那就是要找到對的加盟商，而不是有錢或沒錢，年輕或者老是要對的加盟商這個問題雙方的匹配度也不夠。其實一個好的加盟，只要解決了選擇對的加盟商這一個環節就已經贏了一多半了，我們大部分的后邊擦屁股的事，麻煩的事情是因為加盟商就沒選對，你需要選一個夫妻老婆在盯店，結果他是個財務投資人，你選一個需要有很強的體系化能力的企業去做這種模型，結果他就是甩手掌柜的。什么都不想投，就像結婚一樣，從一開始注定就是個失敗的。這三點是導致很多加盟，他也許是有意，那我們認為這就是叫騙走他，也許是無意，是因為他沒有理解這個問題，把一個本來是可以做起來的，加盟體系結果給做砸了。

　　So don't you think the so-called right person is the franchisee? Every brand has a matching franchisee profile. Opening a small couple's old cloth shop franchise and a large hotpot restaurant franchise with millions of investments definitely cannot be just a matter of franchisees spending money. We also require different resources, abilities, and investment levels. If you put it in a franchise, you need to find the right franchisee, not someone who is rich or poor, young or always in need of the right franchisee. The matching degree between the two parties is not enough. In fact, a good franchise has already won more than half of the time as long as it solves the process of choosing the right franchisee. Most of our back to back matters are troublesome because we didn't choose the right franchisee. You need to choose a couple who are monitoring the store, but they are financial investors. If you choose a company that requires strong systematic ability to do this model, they will just be a hands off shopkeeper. Not wanting to invest in anything is like getting married, destined to be a failure from the beginning. These three points have led to many franchisees, perhaps intentionally, but we believe this is what we call cheating him. Perhaps unintentionally, it is because he did not understand the problem and messed up a franchise system that could have been done.

　　無論什么原因都導致了現在在加盟，大家有很多的有色眼鏡，我們有很多的詬病，一般一談加盟，就說這割韭菜，這割韭菜，我們看到那些全球排名前十的前百的可能90%都是依托于特許品牌加盟這個邏輯發展壯大，而且未來還是因為我是在蓬勃發展的。是我們把這個經念壞了，我有一個學生是原來叫叫董玲，他他是我的弟子，他在來上我課的時候是一個自己做了一個火鍋品牌。大概做兩個點上我的中級班上的時候我就給他講這些理念，他講完之后下了課，他說小編。我改變主意了，他說我現在有一個特別好的想法，說我能不能加盟熊貓來了，他那時候第七期的他就問我，他說我覺得我自己不適合做品牌，我的品牌做不大，我就給他跟熊貓來了，這個創始人吳總就拉了個群跟他溝通了一下，這兩個就特別好，因為這個。董林董總呢，他原來是個營運體系出身的創業者，他就非常喜歡且擅長于在門店抓營運管理，帶團隊兢兢業業的守店。這個熊貓來了呢，恰恰在別的問題上，在產品研發，選址很多，總部能量都做了很好的體系建設，就需要找這樣。能夠在門店端營運能力很強的伙伴。兩人結合在一起。結果一拍即合合作了，這個董玲現在應該是熊貓糧開了有。七個點七個點，而且每個店我告訴大家都是近千萬的。火鍋店他如果自己做自己的品牌，你覺得兩年能做這么多嗎？能做這么好嗎？太難了，所以這就是一加一等于三等于十的案例，所以這叫兩好嘎一好成了更好。所以我是認為未來的中國，我還是持續看好高質量的特許加盟，但是這個高質量的特許加盟一定要做對了，否則就容易落入了所謂割韭菜的惡口碑。

　　Regardless of the reasons, there are many colored glasses that lead to joining now. We have many criticisms. Generally speaking, when it comes to joining, we talk about cutting leeks. We see that 90% of the top ten and top hundred in the world may rely on the logic of franchising to develop and grow, and the future is still because I am thriving. We misunderstood this scripture. I have a student named Dong Ling who used to be my disciple. When he came to my class, he made his own hotpot brand. When I was in my intermediate class, I explained these concepts to him about two points. After he finished speaking, after class, he said, 'I am a small editor.'. I changed my mind, and he said I have a really good idea now. He asked me if I could join Panda. In the seventh issue, he asked me and said that I didn't think I was suitable to be a brand. My brand couldn't do much, so I invited him to join Panda. The founder, Mr. Wu, formed a group to communicate with him, and these two were particularly good because of this. Dong Lin, Mr. Dong, was originally an entrepreneur with a background in operating systems. He was very fond of and skilled at managing operations in stores, leading teams to diligently guard the stores. This panda has arrived. It is precisely for other issues, such as product research and development, site selection, and good system construction of headquarters energy, that we need to find it. A partner with strong operational capabilities in store. Two people combined together. The result was a quick cooperation, and Dong Ling should now have panda food available. Seven points, seven points, and I told everyone that each store has nearly ten million. Do you think a hotpot restaurant can do so much in two years if they start their own brand? Can it be done so well? It's too difficult, so this is the case where one plus one equals three equals ten, so it's called 'two good, one good' and 'one good'. So I believe that in the future of China, I will continue to have a positive outlook on high-quality franchising, but this high-quality franchising must be done correctly, otherwise it is easy to fall into the so-called "cutting leeks" bad reputation.