Old Customers: Breaking The Company'S Rationality

Compared with the advertisements which were popular in the past, the way that users are closer to users and the relationship between users can be truly helped to promote the evolution of product quality.

A few months later, Chen saw a Jew who had been behind the scenes for the international fashion brand for 30 years. He told Chen: "everyone is doing credit."

His partner looked at the video of the annual conference and said to Chen, "I finally understand that you have dropped so much, so you are free."

Chen started running in April 2014. While running on a treadmill, he also watched TV dramas like "country love story" and "Breaking Bad". He could run up to 30 kilometers a day.

Around this time, the new changes of van guest were gradually deepened and expanded.

In the past, the past customers were attributed to the "special reason" company.

At that time, 10 billion of the revenue target was the result of a meeting of a group of people in the office. According to this ambitious goal, different categories of sales received different sales tasks.

Canvas shoes will reach 10 million double sales in one year, so the main task of this team is to make different production plans for different colors and styles in a year according to the expectations of the 10 million pairs.

One of the most startling experiences of the past is that a young person with 1987 years of birth is responsible for 80 million of sales.

He asked the post-80 employees whether they had 8000 specific concepts, and the latter gave a negative answer and said that he knew it was his task only to know how many styles he wanted to do.

Two or three years ago, everyone was so rational that everything started from financial forecast and financial prediction as the ultimate direction.

"This logic is in line with the public's causal logic.

But all customers do this is actually killing themselves. "

Old age tells us.

"One of my feelings is that when a team of a person or a company starts to rely on financial projections, the problem of the company can basically be seen, because it no longer depends on the intuition of the product and the communication of user relationships."

This truth is not known until now.

I hope they will have less business politics, less overstaffing, less chronic suicide and less scratch.

10 years ago, when we left the excellent network, Chen pointed out the shortcomings of the US capital management.

But to solve them is not an easy task, especially when they encounter these problems. Since 2011, these big companies have concentrated on outbreaks.

Chen tried to reactivate the vitality of customers by adjusting the company structure.

In June 2012, the company adjusted its corporate structure to 13 business units. In April 2013, the structure was mainly divided into business unit, platform center, operation center and production center.

But the two attempt did not take any immediate effect.

It was not until the old age that he turned his vision back to the product itself, until he began to compress the scale of the company until he cleaned up the impetuosity of the huge success brought about by the "object", and finally he led him to the re thinking and reform of the management system of the customer service.

"Is the so-called management, power struggle and politics not all KPI oriented?" Chen admitted that the way to manage KPI is to gain experience and inspiration from Lei Jun's several rounds of sincere talks with customers. "When you push around the product, things become simpler.

Unlike in the past, KPI assessment was based on numbers and categories.

It's a matter of course.

There are only 6 people in canvas shoes team. In the past year, they have been on a business trip to various factories, producing various samples, issuing user tests, collecting feedback and data. This process has been repeatedly cycling, but until now, the products of the two most popular products which were once tied with t-shirts failed to achieve mass production.

"The bitter canvas shoes team, where they have KPI, every day they go on a business trip, they have no task, because things have not been done, if you have to assign them tasks, this pair of shoes is done."

Chen put down his tea cup and put his legs on the armrest of the chair, showing us the different canvas shoes that he wore on the two soles before the Spring Festival. "A lot of things happen by chance. It is lucky for us to make this shirt. We are lucky to do this T shirt. We are not rational enough to calculate every link."

Canvas shoes have not been done in the past year, that is reason.

Fan guest

Development is also facing similar situations.

From the second half of 2013 to the end of 2014, despite the fact that Chen had already tried to make garments, it was necessary to do it more than the team said. Millions of veils were even ready, but the down jacket still had to be improved because it failed to meet the quality requirements of van guest.

It is impossible to imagine anyone who has gone to great lengths before.

Under the management framework of KPI, the product team and old age get rid of the stale and inefficient hierarchical relationship, and the links between them are more smooth.

In the framework of a clear target and direction, with data and product oriented, the R & D team can invest more energy and time in testing and developing a single product due to the sharp reduction of product category. In the current customer, such a test period will last for several months, according to the quarterly market sales and user feedback to adjust the order volume and production planning of the next season, which has almost solved the problem of inventory, such as a desperate customer.

Breaking the trivial and fragmented index tasks not only greatly improves the initiative of the team, but also improves the pparency and efficiency of the whole company's organizational structure.

Going to KPI has broken the traditional management structure and process, so that Chen can invest far more in the product than before.

The communication between them is driven by him.

This has brought great convenience to the product team at the grass-roots level, thus further ensuring the orderly development of product development and production.

"After the high-level contact between the two sides, things will be easy to push, and they will not encounter too many executive problems. Everyone is trying to solve these problems and speed up solving these problems."

Chen Chen, who is in charge of the canvas shoes team, told us.

In the customer management system after KPI, the focus of the whole company is on product quality, and everyone can take the initiative to take responsibility for the quality of the product.

stay

After a period of time, the quality inspector found that there was a needle hole in the cuff. Although there had never been any complaints from users before, the shirt team was quite nervous about it.

When we entered the conference room and team meeting, everyone looked very grim. Everyone had a cuff in his hand.

When the factory received the news from everyone, it was also astonished. Finally, after two parties' discussion and comparison, the conclusion was that the needle that the quality inspector regarded as "the problem" was allowed to exist in the process, and everyone breathed a sigh of relief.

However, the quality inspectors still stubbornly request that the complete quality inspection report be issued to the old age, and the old age should be signed and confirmed in the paper documents and formally replied in the mail. Otherwise, the quality inspectors insist on refusing to put the shirts in storage.

"This is very annoying, and I often get a shock."

Chen joked, "but they made a noise."