In addition to having a professional 薯条生产线, New York Fries also has unique franchise distribution strategy, which makes their brands all over the world. So what strategy have they adopted?
高标准选择经销商
纽约薯条是一个具有特色的餐厅品牌。其潜在的经销商通常更难理解其有限菜单的意义。真正购买NYF特许经营权的人，取决于他们是否抓住了纽约薯条在市场营销、采购、培训和运营方面的优势。
Products consumed by franchisees are charged as costs. Headquarters is responsible for the procurement of consumables, site selection, rental bargaining, marketing, and brand promotion. Of course, dealers also purchase a 薯条生产线. On the base of headquarters’s suggestion. Franchise dealers can have their own ideas, but the final decision is still in Gould’s hands.
关于盈利能力的一般指导原则
If the franchise dealer wants to get a good return on investment, then he needs to operate 5 to 7 stores, which requires the purchase of multiple sets of french fries production lines. It will cost a lot. In this way, the headquarters needs to keep balance by operating three stores in a region.
国际特许经营商需要在一个地区运营5家店以实现收支平衡。如果他们能在一个地区运营10家店，将被视为非常成功。
特许权使用费
除了预付款外，特许经营商还需向总部支付一定比例的月销售总额作为特许权使用费。加拿大的特许经营商需支付月销售额的6%，国际特许经营商为3%。这一比例符合行业惯例。国际特许权使用费较低的原因是公司为海外特许店提供的行政支持相对较少。
特许权使用费根据市场不同而变化，例如，在香港，特许权使用费为30万美元，其中2.5万美元将在开设5家新店的过程中逐步退还。这样，特许经营商在购买纽约薯条特许经营权前需要保证一大笔资金。
NYF的资金返还原则是一种激励机制，旨在促使特许经营商开发新店。定期记录的特许费为NYF的财务状况提供保障，并使其拥有长期的现金流。
毫无疑问，是古尔德具备战略领导能力，将纽约薯条从一个专注于炸薯条的利基餐厅转变为全球连锁品牌。
