Zhao Yingguang: How To Grow Rapidly Through Cell Division

In March 2008, the brand of Han Du Yi house was established. We made 3 million sales in that year, and there were 40 people in South Korea.

By the time of 2011, the sales volume of Han Du had reached 2.8 billion, the number was 1100, and the number of personnel increased by nearly 3 times.

In 2014, we are

"Three kings", we double eleven is the first, the second and the second is also the first.

We got the IDG venture investment in March of 2011. After getting the money, e-commerce was very hot. At that time, a lot of people did three things: the first thing was to open the store, the second to build up its own brand, and third to spread advertisements.

These Koreas didn't do it. We increased the number of people. We increased the money by 700 people, so the number suddenly changed to 1100. In 2013, it changed from 1200 to 2100. In 2014, it increased 500 people, because too many people could not bear it, so in 2014, it began to grow healthily.

Our company is different from other companies. Some companies have added logistics to our company. Where is our Korean capital? This is our business model.

Several of our partners are thinking about one thing every day, that is, the stimulation of human nature, from the perspective of organizational innovation today, is how to motivate grass-roots employees.

There are two modes of enterprise management. The first is Pyramid control type. We all know that from top to bottom control and implementation.

But our organizational innovation has reversed this model, that is, service management. We put the management below, so that each and every front end business unit will follow.

Contact and make decisions.

This involves the amoeba model. The interpretation of Baidu encyclopedia is particularly important: it divides the enterprise into small groups, reactivates the free group and supports them to split up and grow, each group independently accounting, making every employee the leading role and creating a passionate group.

What is the final result? The collective goal is achieved through wisdom.

One

Small Group Activity

Two

Economic accounting is used as an important indicator of employee contribution.

Three

Implementing highly pparent operation;

Four

Top-down and bottom-up integration.

Five

Train leaders.

It is the core of this system design to let the grass roots employees feel fair.

We need to be as pparent as possible. We will talk about the extent to which Han Du is pparent.

It is very simple to drive from top to bottom, but it is very difficult to drive enterprise development from bottom to top.

Talking about so much before is actually a sentence: how can we motivate the grass-roots employees through organizational change? No matter how large the scale of enterprises is, how can this bottom-up drive keep on going down, or even be continuously strengthened?

Single product whole course operation system

All rights groups owned by bosses are available.

You can calculate how much money you earn today.

This is the mode of Han Du, in a tradition.

The company's organizational structure includes general manager, business director, administrative management, project director, planning director and design director. This is Pyramid's control management mode.

However, we did the "single product whole process operation system with product group as the core".

It is centralization. This product group is 1 to 3 people, up to 3 people. All public resources and services are done around the group.

How many groups are there in Han Du? There are 280 altogether.

These 280 are all centers, and no one is the absolute center.

All public platforms serve the team.

One of the 3 people is a designer, who is responsible for the promotion of the product page, in the traditional business called the shopping guide, and a cargo Commissioner, the role of the purchase, and the organization of the supply chain.

How do three people play? Let me give you an example. For example, this year the company will sell 1 billion, why sell 1 billion, which is based on last year's figures.

I have 200 groups. I talked to this group. How much did you sell last year? He said, it sold 1 million last year.

This year the company's normal growth of 50%, can sell 1 million 500 thousand, can not sell 1 million 500 thousand? He said: OK, I sell 1 million 500 thousand, or bite to sell 2 million.

After setting this goal, you will have 1 million money immediately under your name, so you can play it.

What is your responsibility? I will give you 1 million, and you will play 200.

If you say you want to play 1 million 500 thousand, I will match 750 thousand of the money.

What is your right?

One

The first is what style to choose.

Two

How many colors and sizes are second?

Three

Third how much is it?

Four

Fourth, what activities and promotions do you take part in?

Five

The fifth is the discount rhythm and degree.

It's all decided by the group itself, which is basically the right of the boss of a clothing enterprise. The style, price, quantity, discount, promotion...

It's all settled by three people, and the rights are very large.

A group of research and development, sales, procurement Trinity, three people become the core of the operation mechanism, the company has 10 groups or 1000 teams, for each group, there is no difference.

Our assessment of the group and the distribution of bonus are based on the "performance bonus formula". There are three core indicators, the completion rate, gross profit margin and inventory turnover rate.

We announce the performance ranking of all teams on the previous day at 10 every morning.

Good teams will get higher bonuses.

The distribution of bonus in the group is determined by the team leader.

An excellent group has been doing this for two or three years, and the group leaders always take more.

At this point, the group members want to get more money, so they have the desire to "separate". They want to go out with a group and become a designer when they are a group leader. They have the right to distribute bonus.

In addition, sales teams will also have problems in the latter group. They will also see the performance of the group ahead of them, knowing that the top teams can get many bonuses.

At this time, even if the group leader gives them more money, they will get a bonus less than the top group.

Bad team members naturally don't want to work in groups that earn less money.

First, the top teams should be divided; second, the top ranked teams will be split; third, the University of Korea will continue to train new people, and new staff will join in to replenish the group's vacancies.

This led to the division of the group.

After splitting up, the group can be combined freely, and new staff can be added to form a new team.

We are fully free to compete.

We do not force the group to split up, but because of all kinds of human nature, the group will split up and we will continue to split up.

Of course, our reward mechanism is very simple and clear, and sales are multiplied by gross profit rate by multiplying the royalty coefficient, and the return is basically not counted. Each group can basically figure out how much money they earn today, which has brought us a great sense of entrepreneurial accomplishment.

Some time ago, a investor came to our company, I took him to turn around, he said this business is good, because where you go, the staff almost no one to take a look at you, "I go to most of the enterprises, employees are nervous, but your employees ignore you."

This is what I expected. The wages of our employees were not issued by me. They had nothing to do with me. They were created by themselves. They knew that they could do their job well.

We desperately add people to create redundancy.

The main brand Hstyle of Han Du is limited to the capacity of the group.

For example, according to its size, a brand can only carry 30 teams or 40 teams in theory, but if it increases to 80 teams, there will be excessive competition.

The people who do very well are much more willing to get away with the bonus, and the poor ones do not have the confidence and ability.

The desire for independence in the middle tier is very strong. We must leave this overcompetitive market and open up new markets.

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Support people who have brand building their dreams and abilities.

Give them an independent platform.

Forced company = group + service platform

We have three policies to support the breakup of the group to create new brands.

First, the group members will be the founders of the new brand.

Second, your income will not be lower than before.

Third, your assessment index will be reduced.

Now there are 20 brands under Han Du, and our number has been increasing.

The strategic direction we are making now is to divide the brand by two ways, namely, self incubation and investment merger, and copy it to every brand by system.

We now have more than 20 brands.

But we spent 4 years making a brand to make the basic business model.

How are we going to produce these brands? You will happen faster and faster. This logic is consistent with the logic we first started adding. Now how much money do I earn, how many brands do I add to it? I add the brand to match the profitability.

For example, if we invest in a new brand, we will invest 5 million RMB. If we do 1 billion this year, we will have a profit of 10%.

For example, this year, with 1 billion dollars to support the birth of the new brand, the company has 20 brand lines, and if these excellent group leaders want to create their own brands, then apply for the quota quickly.

We have a special brand planning team, you write your plans and ideals, through this process, the brand can be established.

The rapid expansion of brands requires bottom-up aspirations and capabilities, as well as top-down guidance and support. Two aspects need to be done well.

From the company level, if you want to start out, we will give you support. We will ensure that one year's income will not be reduced, and the proportion of the new brand group will be increased. The normal situation is 1.5%, you mention 2.5%.

Because the new brand is a tough battle, but one hit is your world.

The founder of our brand can do the adult ceremony for the team as long as it meets the sales target and target set by the company.

What does adult etiquette mean? You have the ability to incubate. You have a small platform.

The difference between adults before and after etiquette is that they are only involved in gross profit sharing. But after adult ceremony, they are divided into net profits. They can see financial statements, and they already have the ability to operate independently.

In addition to the group, the other very important department of the company is the executive branch, usually in the management and control company, which is basically a big uncle. We hope to pform them into a group service department.

There are two kinds of driving forces in this department: one is to seek profits, the other is to avoid harm. Two.

We have set up a complaint department, which is responsible for complaints from the service department by the general manager, namely, myself.

When we opened the weekly meeting, the salesmen arrived early and found what to do.

People in the public sector always come in uneasily. If any department is found less, they will feel very happy.

Learn about the iron core.

Radish meeting is a gathering of heroes.

God is not afraid of rivals, but for God's teammates.

Mutual trust, unlimited tolerance

In this world, the success of a single factor is hard to achieve.

This is especially true for companies.

Han Du Yi house can get the results now, and the group work is indispensable. But during this period, there are other magic weapons such as building flexible supply chain and so on.

Here we introduce the partnership system of Han Du Yi house.

There is a mysterious activity inside the Han Du house, called the "radish club".

The meeting is held once a week, and the radish people who attend the meeting are the partners of Han Du Yi house.

What is radish? It's a brainstorming session between Han and Du partners.

The management level of Han Du Yi house is composed of 6 partners, namely, general manager Zhao Yingguang, who takes charge of the development strategy of the company; Deputy General Manager Wu Zhentao, in charge of human resources; Deputy General Manager Zhang Hongxia, in charge of finance; Deputy General Manager Liu Junguang, in charge of the business market; Deputy General Manager Du Tingguo, in charge of supply chain production; Deputy General Manager Hu Jindong, in charge of brand PR and corporate culture.

Six partners have different personality, educational background and work experience, so they often have different views.

In order to ensure unity and win-win, Korean partners set a principle: mutual trust and unlimited tolerance.

This requires partners to fully trust each other and believe that their views are from the company's position, not for personal interests.

At the same time, we should tolerate each other's shortcomings in order to give full play to their respective advantages.

To facilitate full interaction between partners, all partners should get together every week to participate in the "radish club", thinking about the company's future and discussing the existing problems.

With the development of ROK, the "radish club" is also growing. Now it is not only six partners, but also the other directors of the company, including the director of the company.

The partnership system of Korea's clothes house is like the clutch of the company: when the company needs to develop rapidly, it will continuously help the company speed up; when the company meets problems, it will stop in time and avoid danger and problems.

The consequences of any decision are shared by six partners.

Under the guidance of the partner system that complementing each other, Korean clothing is willing to grow and expand.