The union has one advantage, the type of industry has high interest rates and good growth. A world of enthusiasm and love, a frontier industry worthy of wisdom and well-achieved, is also a high starting point for development. 3. There is little competitive pressure within the same industry. Market growth prospects have great potential. Five, "sweet" famous brand effect. 6. Qualified business reputation. 7. Preferential supply prices. 8. Strong design and development capacity. 9. Practical marketing strategies. 10. Qualified training support is available, and integrated shop managers can receive operational training from headquarters. 11. Advanced shop management and operation system, which provides a complete image design (heads, signposts, trade displays, etc.) and a training manual for union stores. 12. Unified advocacy support. Comprehensive management guidance at the union headquarters, provision of a chain-of-business guidance manual, provision of expertise and technical training. Support provided by comfort headquarters to the accompaniment consortiums 1. Assistance for the opening of shop sites 2. Provision of a shop renovation planning programme, design drawings and technical guidance 3. Right to use a carnation registration trademark 4. Skills training for its employees 5. Assistance in marketing planning 6. Qualified allies should have a certain level of practical experience and management, a strong career, a certain level of motivation and perseverance, good health, good working with people, and personal participation in management. Qualified psychological qualities: qualified psychological qualities are the primary factor in the success of the allies. When the winner of wisdom decides to open a chain of shops, there must be a psychological preparation: concessions are by no means just a selection of wisdom, but rather than just waiting to reap what stock wisdom has chosen, and if we are to make a difference in this enterprise, we must do everything we can to do. Most of the allies will soon find that they often pay more than the average person to succeed. There is a certain level of managerial experience: even though a member of the coalition can obtain systematic training in managerial and technical knowledge from headquarters, he should have some managerial experience before joining. All we have to do is look at what a person is going to do and what he is going to face when he decides to join, and we can see that it is difficult for a person who has no managerial experience to do so: the following ends are behind the membership: selecting headquarters, planning, financing, shop, renovation, recruitment, opening and running. (b) the appropriateness of the choice of the place is directly related to the level of cash collection and even the success of the business, the success of a good place, the growth of the business, and the failure of a suitable site to choose it, the collapse of the business. So many people attribute the key to the success of shop operations to "place, place, place", i. E., location, location or later. It is clear that the location is important for the operation of the union shop. Management of headquarters: differentiated competition is a trend towards competition among modern enterprises, and each concession headquarters may operate differently, depending on the industry in which it operates and the customer audience. Even competitors in the same industry may have different approaches to their operations. Each concession chain must have its own set of business lines, based on its own target customers and different from competitors. A successful, long-standing headquarters must have an excellent course of business and must have been developed drawing on the experience of the headquarters over the years. Therefore, if the allies are to succeed, they must have full ownership of the headquarters business approach and try to be as compliant as possible with headquarters requirements, which is one of the elements of the success of the union shop。