触动灵魂可以靠画饼充饥，但触动利益则需要真金白银。具体来讲，东掌咨询为孙总制定了两套可选方案:方案一:老店长培养的徒弟去经营新店

Touching the soul can satisfy hunger by drawing cakes, but touching interests requires real money and silver. Specifically, Dongzhang Consulting has developed two optional plans for Mr. Sun: Plan 1: An apprentice trained by the old store manager to run a new store

为激励师傅带徒弟，采取如下策略:

To motivate master apprentices, the following strategies are adopted:

(1)新门店由三方共同持股:公司控股55%、师傅持股10%-15%、徒弟和门店骨干持股30%-35%。

(1) The new store is jointly owned by three parties: the company holds 55% of the shares, the master holds 10% -15% of the shares, and the apprentice and store backbone hold 30% -35% of the shares.

(2)当师傅所带出的徒弟达到8个以上时，如果大多数门店经营状况均良好，则成立区域公司，由师傅担任区域公司总经理。这样，徒弟经营新店的业绩与师傅息息相关，而且是名利双收，谁不愿意多带徒弟呢?方案二:老店长去经营新店

(2) When the number of apprentices led by the master reaches 8 or more, and most of the stores are operating well, a regional company will be established, with the master serving as the general manager of the regional company. In this way, the performance of apprentices running new stores is closely related to their masters, and it is a win-win situation. Who wouldn't want to take on more apprentices? Option 2: The old store manager goes to manage the new store

有经验的老店长经营新店，成功的概率更高。但对老店长来说，放弃老店这块肥肉，去啃新店的硬骨头，无疑是非常差的方案。如何说服老店长心甘情愿去开拓新店呢?东掌咨询为孙总设计了这样的措施:(1)新店设置2年开拓期。在开拓期内，老店长采用双重持股模式(新店15%-20%股权+老店保留10%股权)(2)新店开拓期间，不论经营业绩如何，确保老店长双重持股的收益不低于其在老店时获得的收益。(3)开拓期满后，老店长的收益主要

Experienced store owners have a higher probability of success when managing new stores. But for the old store owner, giving up the fat of the old store and gnawing on the hard bones of the new store is undoubtedly a very poor solution. How to persuade an old store owner to willingly open up a new store? Dongzhang Consulting has designed such measures for Mr. Sun: (1) setting a 2-year development period for new stores. During the development period, the old store manager adopts a dual shareholding model (15% -20% equity of the new store+10% equity retained by the old store). (2) During the new store development period, regardless of the business performance, ensure that the income from the old store manager's dual shareholding is not lower than the income obtained during their time in the old store. (3) After the completion of the development period, the main source of income for the old store manager is

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