海外加盟要注意的事項
成本可能會比想像中高，像是裝潢、人事費、雜支仍須自己支付，而且進貨管道被限制住，中間可能被連鎖品牌商抽取成本也未可知；另外，接受別人的事業，有些營運規定不得不照品牌方針走，有可能受到限制；最後，有些業者帶有競業條款，若你不續約了，也不能在外自行創業。
加盟連鎖體系的缺點
1．加盟店每年或每月要負擔總部規劃的促銷推廣費用，但集體推廣的效果，不一定會對個別加盟店產生直接利益。
2．高知名度對於顧客第一次來客率有相當大地影響，但對於顧客持續消費率影響就有限，顧客持續消費率乃決定於商家的產品、性價比、服務。而前兩者多少受到總部的牽制。
3．加盟店與總部協調溝通不良，造成雙方互動不良支援變成負擔，常見在總部要求加盟店參加訓練或不願意配合總部所舉辦的集體促銷活動，因加盟創業者或多或少會認為這是浪費人力及財力。
4．加盟總部的營銷策略、服務規劃和相關推廣，因個別加盟店的當地的條件、市場環境有異，可能不適合。
5．加盟開業後各項營運資金會比一般自主經營店負擔要高，因支出日常費用外，還需負擔總部規劃的費用及配合總部制訂的計劃所產生的費用。
6．雖加盟創業者有接受總部短期訓練強化專業知識及店面經營管理能力，但店面經營管理能力是要實際融入店內經營及長時間培養才能養成。因為統一培訓及統一學習，多少缺點自由性及隨機性。
7．加盟店所銷售商品可能有地域性地差異存在，也就是說在某地相當暢銷商品，換一地方後不一定有人會買是相同的道理。
8．加盟總部的要求、監督、限制，可能會阻礙個人店面具有創意或獨特性的經營發展。
MATTERS NEEDING ATTENTION WHEN JOINING OVERSEAS
The cost may be higher than imagined, such as decoration, personnel expenses, and miscellaneous expenses, you still have to pay by yourself, and the purchase channel is restricted, and it is unknown that the cost may be extracted by the chain brand in the middle; You have to follow the brand policy, and you may be restricted. Finally, some operators have non-compete clauses. If you don't renew your contract, you can't start your own business outside.
Disadvantages of franchise chain system
1. Franchise stores have to bear the promotion expenses planned by the headquarters every year or every month, but the effect of collective promotion may not necessarily produce direct benefits for individual franchise stores.
2. High popularity has a considerable impact on the first-time visitor rate, but has a limited impact on the customer's continuous consumption rate. The customer's continuous consumption rate is determined by the product, cost performance, and service of the merchant. The former two are more or less restrained by the headquarters.
3. Poor coordination and communication between the franchise store and the headquarters, resulting in poor interaction between the two parties. Support becomes a burden. It is common for franchisees to participate in training at the headquarters or unwilling to cooperate with the collective promotion activities held by the headquarters, because franchise entrepreneurs will more or less think it is a waste of manpower and financial resources.
4. The marketing strategy, service planning and related promotion of the franchise headquarters may not be suitable due to the local conditions and market environment of individual franchise stores.
5. After franchising and opening, the burden of various operating funds will be higher than that of ordinary self-operated stores, because in addition to daily expenses, they also need to bear the expenses of planning by the headquarters and the expenses incurred in cooperating with the plans formulated by the headquarters.
6. Although franchising entrepreneurs have to receive short-term training from the headquarters to strengthen their professional knowledge and store management capabilities, store management capabilities must be actually integrated into store operations and cultivated for a long time. Because of unified training and unified learning, there are many shortcomings in freedom and randomness.
7. There may be regional differences in the products sold by the franchise store, that is to say, if a product is very popular in a certain place, it is the same reason that no one will buy it in another place.
8. The requirements, supervision, and restrictions of franchise headquarters may hinder the creative or unique business development of individual stores.