为什么有很多的餐饮小白经常说我加盟被割，那小编呢？用30年的餐饮经验告诉大家这背后的原因，我们先去理解什么是加盟就什么是对的，加盟对的，加盟是加盟方已经验证成功了一套对的，能够挣钱的好的商业模式，然后找到了和这种商业模式资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，这是加盟的本质，所以一个巴掌拍不响，我们被割的时候甚至两个巴掌，要么都出问题，要么一方出问题，就是一个好的加盟品牌想长期做下去，所谓的不割韭菜，它必须有那么几点。第一单店模型被验证是成功的，很多加盟的品牌呢，还没有经过这个周期，甚至于这些所谓的挣钱都是假象是吧？那当然这个就是恶意的了，那不是这种模型他都做不好，你拿回去能做好吗？是吧，显而易见。

　　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.

　　这是第一个输在了单店模型上。第二个问题是这个单店模型很好了，我们要找别人去做，那不就是要把这个很好的能力或者叫标准变成一套体系，能够给到你，给到加盟商，你花钱来买我这套能力，你买回去就不用自己再摸索着过河了，你就可以花钱买能力。这是加盟的第二个核心问题，也就是说我必须把我很挣钱的那个原因提炼成一套能力标准。而且的能力标准基本是可复制的，可培训的，可以教给你的，这个问题上我觉得是加盟品牌出问题最大的板块，我就买了你一个牌子，那他就能挣钱吗？挣不了钱。

　　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问题，当然还有加盟商。他都不理解为什么呢？因为往往这种能力的输出背后是一种管理，你也可以理解是一种服务是吧？他要求你这么用这个原料要求你做那样的一个营销方案，要求你门头要用这种材料，那我们很多加盟商觉得太贵了，这你是不是要挣我钱？那我说一个好的加盟主，他的管理不就是服务吗？他的服务不就是管理是吧，你要去买他的能力，难道不就是他絮絮叨叨的给你提供这些东西吗？在这个问题上，双方都出现了认知的偏差，有的是不给，有的是给了我不要第三点，再好的品牌都是事在人为。他得在对的地儿，有对的人在对的顾客去卖一个对的商业模式。

　　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.

　　所以你看所谓的那个对的人不就是加盟商吗？那任何一个品牌都有他匹配的加盟商画像。我开一个小小的夫妻老布店的加盟和开一个几百万投资的大的火锅店的加盟肯定不能是一波加盟商花钱，我们要求的资源也不一样，能力也不一样，投入度也不一样，你放在加盟里边，那就是要找到对的加盟商，而不是有钱或没钱，年轻或者老是要对的加盟商这个问题双方的匹配度也不够。其实一个好的加盟，只要解决了选择对的加盟商这一个环节就已经赢了一多半了，我们大部分的后边擦屁股的事，麻烦的事情是因为加盟商就没选对，你需要选一个夫妻老婆在盯店，结果他是个财务投资人，你选一个需要有很强的体系化能力的企业去做这种模型，结果他就是甩手掌柜的。什么都不想投，就像结婚一样，从一开始注定就是个失败的。这三点是导致很多加盟，他也许是有意，那我们认为这就是叫骗走他，也许是无意，是因为他没有理解这个问题，把一个本来是可以做起来的，加盟体系结果给做砸了。

　　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.

　　无论什么原因都导致了现在在加盟，大家有很多的有色眼镜，我们有很多的诟病，一般一谈加盟，就说这割韭菜，这割韭菜，我们看到那些全球排名前十的前百的可能90%都是依托于特许品牌加盟这个逻辑发展壮大，而且未来还是因为我是在蓬勃发展的。是我们把这个经念坏了，我有一个学生是原来叫叫董玲，他他是我的弟子，他在来上我课的时候是一个自己做了一个火锅品牌。大概做两个点上我的中级班上的时候我就给他讲这些理念，他讲完之后下了课，他说小编。我改变主意了，他说我现在有一个特别好的想法，说我能不能加盟熊猫来了，他那时候第七期的他就问我，他说我觉得我自己不适合做品牌，我的品牌做不大，我就给他跟熊猫来了，这个创始人吴总就拉了个群跟他沟通了一下，这两个就特别好，因为这个。董林董总呢，他原来是个营运体系出身的创业者，他就非常喜欢且擅长于在门店抓营运管理，带团队兢兢业业的守店。这个熊猫来了呢，恰恰在别的问题上，在产品研发，选址很多，总部能量都做了很好的体系建设，就需要找这样。能够在门店端营运能力很强的伙伴。两人结合在一起。结果一拍即合合作了，这个董玲现在应该是熊猫粮开了有。七个点七个点，而且每个店我告诉大家都是近千万的。火锅店他如果自己做自己的品牌，你觉得两年能做这么多吗？能做这么好吗？太难了，所以这就是一加一等于三等于十的案例，所以这叫两好嘎一好成了更好。所以我是认为未来的中国，我还是持续看好高质量的特许加盟，但是这个高质量的特许加盟一定要做对了，否则就容易落入了所谓割韭菜的恶口碑。

　　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.