The development of the hairdressing industry?

Most hair salons now adhere to the business philosophy of focusing on technology and supplementing services. Technology is certainly the key to success, but if customers are not satisfied with the service, the salon will still not do well. Let me introduce it to you below, I hope it will be useful to you!

1. The chain industry has become the new favorite of the capital market

Looking back on China’s capital market in 2007, especially the mainland A-share market, the chain industry It is the place where another wave of wealth myths was born after IT, real estate, finance and other industries. Investors' attention has expanded to the consumer sector that is experiencing rapid and sustained growth. Due to its replicability and complex business model, chain stores have gradually become the main way to integrate complex retail formats. Venture capital has been involved in almost all domestic chain areas. In the past two years, more than 30 local chain companies have connected with *** Capital. For example, after Europe's largest investment institution 3i Group and the well-known investment institution Pukai Fund invested US$25 million in Little Sheep, in November 2006 and March 2007, the clothing chain sales company ITAT obtained Blue Mountain Capital and Morgan Stanley respectively. , Citadel’s $50 million and $70 million investments.

2. Mergers and reorganizations in some chain industries have accelerated, and industry concentration has further increased

2006 is known as the "first year of mergers and acquisitions" in the home appliance industry. In 2007, the home appliance industry was still undercurrent and murderous. The home appliance chain industry is increasingly becoming a duopoly. By the end of the third quarter of 2007, Suning Appliance had opened 102 new stores and owned 453 chain stores in 106 prefecture-level and above cities across the country, with a chain business area of ??1.801 million square meters. In the first three quarters of 2007, the company achieved operating income of 28 billion yuan, a year-on-year increase of 51.68%, and net profit of 940 million yuan, a year-on-year increase of 105%. After Gome merged with Yongle, it also delivered a good financial report. In the first three quarters, its operating income increased to 30.319 billion yuan, an increase of 70.46% over the same period last year. The comprehensive gross profit amount reached RMB 4.603 billion, an increase of 85.23% compared with the comprehensive gross profit amount of RMB 2.485 billion in the same period last year. Since the merged new Gome aims to open 1,000 stores this year, 140 new stores will be added in 2007.

3. Innovative development of chain business models

In the chain industry in 2007, Suguo’s “Nanjing Model”, Belle’s capital model, Seven Days Hotel’s financing model, Suning Gome’s The “quasi-financial model” deserves special mention. Among them, ITAT has to be focused.

“It takes an average of 1.2 days to open a store”, ITAT not only said it, but also did it. From September 2004, when ITAT opened its first member store to early October 2007, ITAT Group had opened 593 international brand clothing member stores and 70 department store member clubs nationwide in just three years. and 3 Fashion ITAT*** fashion stores***, with a total business area of ??1 million square meters.

In the business model of "upstream - strong brand channels - paid membership", the core part is the operation method known as "light capital": the manufacturer *** supplier *** is responsible for the supply. The owner *** commercial real estate and large department stores *** are responsible for the services of the property premises; ITAT is fully responsible for store operation and management, and has the right to control payment and personnel management.

Joined efforts, sales share: manufacturers can get 54% to 60% of the share; owners *** real estate developers *** roughly get 10% to 15% of the share; and ITAT can get 25% to 36% share. Due to the serious overcapacity of the domestic garment industry, serious product inventory of brand enterprises, and also due to the unsaturated commercial real estate in some cities' secondary business circles, ITAT's chain business network has cut in, integrating suppliers, real estate properties and itself into a "trinity" business platform. For upstream manufacturers, ITAT adopts the "zero payment" method of receiving the goods first and paying later.

The essence of getting the goods first and paying later is to use the "account period" to roll over and occupy the manufacturer's funds. It not only transfers inventory pressure, backlog of capital pressure, logistics and distribution and other matters to the manufacturer through the consignment system, but more importantly, it obtains a large number of benefits. The huge amount of funds required for scale expansion; for property owners and real estate developers, due to the above model, there is no rental fee of about 23% in the industry, and the operating pressure is greatly reduced.

For the downstream, ITAT boldly borrowed the membership model from the service chain industry. All prices are divided into "retail price" and "member price". The purpose is to increase the "stickiness" of members, so as to The business brings stable sales revenue. In early October 2007, the number of effective members of ITAT exceeded 15 million, and this year's goal is to exceed 30 million. The snowballing growth in the number of members has brought a considerable amount of funds to ITAT's channel expansion. Based on the current number of members, ITAT has accumulated revenue of 300 million yuan from membership fees alone, which is enough to cover the opening costs of 150 new stores. With the rapid expansion of ITAT's suite, listing in 2008 has been written into the schedule. In the future, ITAT can completely acquire commercial properties and fully competitive clothing brands in the overproduction market through capital market financing. This is something we have already discussed with Belle after its listing. There are some clues internationally. How far ITAT can go in the future, we will wait and see in 2008.

4. Foreign-funded chain companies have entered the Chinese market in a big way

For the Chinese brand clothing chain industry, in recent years, it has begun to truly face the international-level retail manufacturing business model ***SPA** *Competition. We found that what we were lagging behind was not just the product, but the entire business concept and business model.

5. Regional Expansion Kit Strategy

As operating costs in first-tier cities increase year by year and the market becomes saturated, more and more retail chains are targeting second- and third-tier cities. urban and even rural markets. With the increase in the income level of Chinese residents and the demographic dividend, second- and third-tier cities have shown stronger growth momentum. After the first round of "location" of chain enterprises, the next step is to have a comprehensive strategy and "work" control. regional market. In 2007, strategies for second- and third-tier cities have been put on the desks of chain companies. 2008 is the most critical year for the "Ten Thousand Villages and Thousands of Townships Market Project". Under the guidance of the macro-concept policy, China's vast economic hinterland will be transformed by chain companies. "Carpet-style" entry and "going to the bottom" seem to have become a hot spot.

6. The road to standardization of chain enterprises

On February 6, 2007, the State Council Order No. 485 promulgated the "Commercial Franchise Management Regulations", which will take effect from May 1 Implement. The Regulation clarifies that a franchisor must meet at least three conditions to engage in franchise activities, and stipulates the franchisor’s information disclosure system and filing system.

The draft of the 2007 "Economic Hotel Business Standards" has been drafted. The relevant person in charge of the China Hotel Association revealed that the "standards" may divide budget hotels into different levels based on their size, location, and operation quality as important factors. "This means that budget hotels will follow in the footsteps of star-rated hotels and have strict classification standards, and consumers will be more intuitive when making choices."

In the catering chain industry, a standardized system has been established The number of direct-operated stores of Zhen Kung Fu in the country has exceeded 200, making it the enterprise with the largest number of directly-operated chain stores among Chinese fast food. At present, many Chinese fast food have realized this problem. Da Niang Dumplings has formulated a relevant manual, which stipulates "standardized" content, such as using 1 bag of seasonings for every 10 kilograms of stuffing and weighing 120 grams for every 6 dumplings. The "Fast Food Factory" opened by Lihua Fast Food introduced an automatic rice production line, with all computer controls such as rice washing, adding water, steaming, and rice serving.

The fundamental feature that distinguishes the chain industry from other industries is its replicability, which can be quickly replicated and expanded through a standardized system. Leading brands in many industries have increased the refinement of corporate operations, and the standardized systems they have formulated have even become industry standards, thereby strengthening their market leadership. The formulation of the labeling system for chain enterprises is a sign of the maturity of the enterprise, and will More and more chain companies will focus on standardizing and upgrading the company's internal operating system.