Management Problems Caused By A Bowl Of Beef Noodle

I was eating noodles with my friend in a small shop on the roadside. We didn't talk to the little boss because we had not many guests.

Speaking of today's business, the boss has a lot of feelings, he has been brilliant, that is the most popular red noodles in Lanzhou, he opened a noodle shop in the busy market.

Later, he did not do it.

The friend asked him why he was puzzled.

"Now, people's minds and thieves!"

The boss said, "I hired a master who could make noodles at that time, but I could not agree on salary."

In order to arouse his enthusiasm, we first divided the sales volume into 5 parts of a bowl of noodles. After a period of time, he found that the more guests he had, the more he earned more. So he put excess beef in each bowl to attract repeat customers. "A bowl of noodles is only four yuan. It was originally based on small profits but quick turnover, and I still earn a few slices of beef in every bowl."

"Later," he said, "look, this is not the case. All the money has been earned by him.

I changed the way of distribution, gave him a fixed monthly wage, wages to the high point does not matter, so that he will not add more beef, right?

Because many customers and little income have nothing to do with his income. "

"But guess what?"

The boss was a little excited. "He put a lot of beef in every bowl and drove the guests away."

"Why is that?"

Now it's our turn to be excited.

"The beef is not enough, the customers are not satisfied, the customers are less, and the business will be light."

Ah!

As a result, a good project leaves the market gloomy because of poor management, though there is only one manager.

When we told this case to other friends and discussed it, they first cried out, then meditating, sometimes grieved, and sometimes generous.

The following is a doctorate, a graduate student, and a MBA debate on this issue. Please first talk about your own ideas, this is the first real combat!

1. first we consider the compromise between the two schemes used by the small boss, that is, the method of base salary plus royalty, and the royalty is allocated according to the profit of each bowl.

This will prevent him from putting less beef and prevent him from putting more beef on frenzy.

2., later, it was thought that this clause was conditional.

The question is how to allocate the profit after each profit?

What a bowl of noodles can make is not a master's master. If you can't balance the interests of both sides at some point, everything will return to its original form.

To achieve the balance mentioned above involves a complicated correlation function problem, maybe it will also use game theory.

3. of the noodle shop was contracted to Master Shifu. The owner took the Commission and went home to raise flowers and birds.

Of course, after putting forward this plan, everyone has had a short blush, and no more!

4., then we talked about corporate culture, justice, morality and human nature, and agreed that management is broad and profound. To become an excellent manager, we have to go through all kinds of training before we can get it right.

Yes, the story of this little beef noodle reflects all sorts of problems in the management of a small business.

First of all, it is a question about the motivation of the master teacher.

An incentive mechanism can be designed, that is, sales or profit accumulation awards under quota constraint.

First, according to the acceptable effect of each bowl noodle, a material quota is set up. The master's salary is still deduct according to the sales volume, but the premise is that the monthly material consumption must not deviate from the quota, for example, allowing the fluctuation range to be 20%, or only the basic wage.

That is to say, the number of beef grams added to each noodle requirement is fixed. The total amount of beef is fixed. The amount of noodles sold can be calculated. How many bowls of beef are allowed to be placed on the top of the bowl, and which beef should be more or less, and the wage will be sorry.

Or the basic salary plus royalty, the boss himself has to figure out the cost of a bowl of noodles.

What is the profit?

If the beef is too much, the customers will have more. Take the maximum beef quantity as the quantity, take the noodle quantity as the variable, control the number of noodles and make the profits to earn, this must have a value process.

Although it is now said that the benefits of the company are linked to the interests of the employees, the distribution of shares is a good way, but for a small shop, what equity incentive is it is a bit impractical.

Second, I think the hotel is also manufacturing, must have working procedures, quota consumption and system specification, can not have written things, but the boss must know well.

For this small boss's noodle shop, in fact, it is the way that the master shares the technology with the boss, and everyone wins.

Two partners are partners, and the cost is two individual stall, which is planned management.

In terms of working procedures: for example, the formulation of SOP, including the amount of noodles, the amount of water, the amount of meat, etc., is clearly stipulated by the BOM. The manufacturing methods and techniques are also standardized. The quota consumption is also closely related to the above incentives; on the payroll reward: the average wage of the society and the profitability of our shop are combined with the master's labor volume, labor results (the increase of turnover is reduced, and the feedback of customers).

In addition, it simplification of complex things: can the boss wife put beef on it?

The key resources must be in the hands of key people.

The key resource is the most important.

If the boss owns the ownership of the store, he may have a master to work for him. If the boss grasps the right to distribute the beef, it will be possible to prevent material waste and abuse.

However, the boss should master master's core human resources again. How to master it is still a difficult problem.

Alas, human resources...

Moreover, as a small shop, the boss must be familiar with every link before he can manage well.

If the beef noodle boss is familiar with the production of beef noodles, the master will not dare to mess around.

This is how effective business supervision is.

In addition to any supervision and control, everything else can be resolved through communication.

We don't think there is a good way to solve the allocation problem once and for all in this case. In this small workshop, the boss and employees have a lot of time to contact each day, and whether the relationship is harmonious is very important.

Only by relying on the good personal charisma of the little boss and being kind to his subordinates, will the master master feel a sense of belonging and satisfaction, and work hard to create profits for the boss. By that time, the number of beef will not be a problem.

According to the above analysis, I think the above analysis should be the following: 1. the basic salary and commission, and the initiative; 2., the right of the whole process can not be devolved to the master, such as adding beef; 3., the establishment of effective system, including reward and punishment, and the establishment of the system according to the satisfaction and profit of the customers; the 4. master's salary can not be linked to the sales volume only, and should be linked to the profits of the boss. For example, 30% of the profits of the boss in a bowl of noodles are the profits of the master teacher; 5. effective communication, encouragement, and the usual reward for the spirit of the master teacher, so that the master teacher thinks that he is the owner of the noodle shop as well. ""