Huang Ruo Talks About Business Management And Peek At Retail Rules

Management is a topic that has been discussed by countless people and discussed by numerous books. Different industries, different management methods, even if the same industry, different corporate culture, there are naturally different management styles. I like to think of management as tailoring. That is to say, a good manager, especially an enterprise executive, should be a good tailor. Since there are no two bodies with exactly the same shape, there should not be two identical garments in the eyes of a good tailor.

In terms of management of Alibaba, it is quite different from Baidu Inc. People who like it say that it can boost morale, passion, and strong slogans are very close to the times. Those who do not like it think that similar religious brainwashing is in itself anti Internet. Although they are all retail, the management of the electricity supplier companies, especially people related management, is very different from offline retail.

From the most obvious point of view, the electricity supplier company emphasizes innovation, openness, and offline retail attaches importance to implementation and details.

In the larger chain retail format that I am familiar with, its business is spread across many provinces or regions in the country, with a large number of employees and scattered business outlets. In the pursuit of single cost optimization and providing customers with a continuous shopping experience, enterprises focus on process, standardization, and the decomposition and interlocking of all links. Such a management system is more a product of the industrial age: the ability to optimize the efficiency of a cash register to 800 pieces per hour is not a skill. The challenge is to train thousands of employees on the cash register to move smoothly and man-machine coordination.

To put it another way, the 100 points on a single point are less than odd, which requires thousands of points to reach 95 points.

With a simple numerical formula, the 1000 95 points operation is worth far more than just 100 of the obvious employees. Of course, good operators are encouraged, but the core is the improvement of average value.

I used to go online. Retail One of the favorite ways of doing business management is the "average criteria" - the rule of average. This is my own experience summary, which is very effective in actual management.

The so-called average rule is to take the average line of a statistical figure as the starting point to evaluate and promote the personnel or departments below average. For example, 100 stores, the average days of merchandise inventory are 50 days. When 30 stores store stock exceeds 50 days, or the average price per person is 120 yuan, 20 stores are below 120 yuan. Then we need to analyze the stores, departments and personnel below (above) the average level. What are the problems and what links exist? (for example, the number of visitors coming down in the near future), and what links should be improved in terms of management or operation. In practical work, such a method is very effective. The premise is that managers should not ask for blunting accusations, but must go deep into them, understand the actual situation, and participate in discussions and improvements together.

The internal reason for the easy performance of the average rule is that I am convinced that employees are motivated and want to do well with their team, at least not worse than others. When you push the average person below or below the average line, you are upgrading your average line step by step, increasing your business efficiency from 95 to 97, 97.5.

The key here is to know the crux of the below average line and coordinate the solution. Many times we need to observe and understand by ourselves instead of just listening to the summary and report of others. This is the first lesson for managers.

I have experienced something many years ago and I still remember it vividly.

At that time, I was also responsible for the operation and management of the retail store online. There was a newly opened store, and the efficiency of the cash register was not high enough. The feedback from the regional general manager is that there are many new employees, and the operation is not yet proficient. In other words, this is the problem of training terminals. Then I went to the store for two days and found a shocking situation. The store opened on the ground floor. Due to the limitation of the connection between the upper and the lower water, the number of staff toilets was nearly half less than that of other stores. What's worse, the engineering department did not study carefully in the decoration, and the number of holes in men's toilets should be reduced by half. This problem is coming. How many employees need a toilet seat in the shop plan is based on reference. Now that half of the population has been cut down, the problem of male workers is not large. The natural characteristics of men make the average time for men to go to the toilet shorter than women (if you are a man, when you go to the toilet with your girlfriend during the shopping mall, if you do not wait in line before you get out, you will have to go to the andrology examination if you find out that she is waiting for you). The main reason is that the proportion of male and female employees in retail stores is usually 3:7 or even 2:8, and hundreds of promoters in the field are almost all female employees. As a result, we can imagine that every time a female employee goes to the toilet, they will have long queues. Waiting for 10 minutes is a regular thing. In addition, some of the executives were inhumane and had to be punished for a long time when they went to the toilet. Many of the cashiers were afraid to drink water for 4 hours.

To understand this situation, I was deeply touched and blamed, which is a carelessness as a manager. That night, when I returned to the hotel, I could not take a shower or eat. I sat down to write a sentimental essay and sent it to the company: this unprofessional uneasiness...

What's the solution? On the second day, we agreed to tear down the adjacent manager's office and change it into a female toilet.

Incidentally, you may notice that queuing is very common in most public places: shopping malls, amusement parks, gymnasiums and ladies' toilets, which stems from a very stupid design: the ratio of men's and women's toilets is one to one.

This is the detail, executive power and the space for improvement in physical retail management.

Fashionable now Internet thinking There are undoubtedly many new ideas and new values in the Internet management mode. I appreciate the open and innovative management culture created by the Internet gene business enterprise. The structure of their enterprises is mostly flat, compared with the hierarchical management system with layers of reports, which is more suitable for the management requirements of the information age.

The management in the industrial age is authoritative. From top to bottom, employees are more accustomed to looking up, and the characteristics of the information age are participation and sharing. Job size is usually only the weight of responsibility, and there is not much dignity and distinction. This working atmosphere is very consistent with the rapidly changing Internet world. Compared with the implementation of machinery, the electricity supplier companies need continuous innovation. Self motivated and self motivated working atmosphere often leads an enterprise to stand out in the competitive environment. In this regard, Taobao, Amazon China, and many different sizes of Amoy Brand Company, have staff incentive and open management innovation.

In the past two years, I have visited many companies in the private investment field, and I have been asked how to quickly judge whether an enterprise has Internet genes in management. My half joking answer is: when we look at each other's names, we always have swollen feet.

Two look staff Do you have to punch a card when you go to work? Punch card is a common tool for daily management, but if you ask your employees to be late, you have to deduct the money. How do you ask them to have a sense of responsibility and work overtime voluntarily?

Everyone has read about Amazon's Pizza management concept from the relevant reports, that is, any discussion is based on the principle that a pizza is enough to eat. That is to say, the 3~5 person is the right size of staff to discuss the problem. The authenticity of this legend is not explored, but it reflects flat management, full authorization and timely decision-making.

So for many traditional enterprises who wish to enter the online retail business, business models and talent structure are important, but the big challenge lies in how to accept the management culture of the Internet. It is difficult for you to use a set of management tools in the industrial age to effectively operate an information generation enterprise. Especially in China, the founders and bosses of most of the offline companies grow up in the industrial age or the pre industrial era. They often have perseverance, vision and execution, but are more accustomed to militarization or semi militarization management. After 85 and 90's, the new ethnic groups are not accustomed to this set.

Looking back, the lack of innovation is the most common management weakness of the Internet company.