The Amiba Group System Of China's Retail Industry, "A Strong Heart", Han Du Yi She

In the long capital cold winter, China's retail industry has finally come to a dose of "booster".

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The two countries have been playing the banner of "strategic retreat" under the banner of the Internet.

But in the cold winter, there are still similar enterprises going up against the trend.

How did it jump from 1 million 300 thousand sales in the early days to 1 billion 800 million in 2017? How did it become the most popular brand of Taobao fashion category with over 60 million iron powder? Back to ten years ago.

At that time, Zhao Yingguang, a Korean student, was gathered with two students studying law to discuss how to create an Internet fashion brand with a group of newly graduated college students who appear to be totally out of touch with the Internet and fashion in Ji'nan.

"The three least

"People do the most fashionable things," Zhao Yingguang responded in the face of public curiosity.

The final answer is one word: man.

The school of water drop products invited Mr. Zhao Yingguang, founder of Han Du Yi house, to give us a wonderful account of the "Tao" and "skill" of Han Du's clothes house.

As a new enterprise, what can we do to motivate these newly graduated college students in the process of competition so that they can work hard and grow fast? Can the company also gain competitive advantages across the country and survive?

One is the traditional and Pyramid type management mode, which is called the bureaucratic management structure. The other is the inverted Pyramid type management mode, called the empowering service structure.

The traditional Pyramid type management mode simply means that the leader should do the right thing (set the strategic direction), and the staff should do the right thing.

But in the service structure of inverted Pyramid, the instructions are issued by the most basic staff, and those managers at the middle and senior levels are doing the service. They are going to coordinate the grass-roots staff's instructions and mobilize all kinds of resources.

So the role of high level is changing: one is management, the other is service.

Logically speaking, in the inverted Pyramid mode, of course, the grass-roots employees are masters of the business. The enterprises must be full of vitality, and the development of the company should also be very fast.

But in reality, why do many companies still adopt the traditional Pyramid mode? Because of their high efficiency.

Generally speaking, people who issue orders need to be an elite.

Similar to a lion with a group of sheep to work, the lion's ability is very strong, it decides what to do, sheep to carry out, the efficiency is very high.

But if you put a group of sheep on the top, let them give instructions, many times it is invalid, because the level is low.

This is particularly troublesome for startups.

Since these two models are not perfect, what should we do?

We saw Inamori Kazuo's "amoeba model".

There are 3 very crucial words: free, repetitive and passionate.

If you want to be an empowerment company and activate your employees, you need to go in these directions.

First, we need to achieve full participation.

Full participation is divided into active participation and passive participation.

Second, accounting is an important indicator of employee contribution.

The goal consciousness of the staff should be cultivated and the goal consciousness should be pushed to the forefront.

Third, to achieve highly pparent operation.

Transparent to the grass-roots employees in the heart of business has an account.

Fourth, top-down and bottom-up integration.

How to combine them?

Fifth, train leaders.

The better the system, the more competent the leaders are.

How to operate it concretely?

01, give them free decision-making power.

The first empowerment: freedom.

What can be invested?

Products can be innovating, our organization can also be innovating. Finally, we discuss such a combination.

For example, in a company, there are 10 people in the product, sales and purchasing department. We turn it into 10 groups: there are 3 people in each group, 1 products development, the Department of product development, 1 sales management, 1 goods, stock management or procurement.

These 3 people are equivalent to the 3 core departments of a company.

Development, sales, procurement, these 3 people, they formed our business group, suddenly turned into a particularly small unit.

How do they divide their rights in this very small unit? It's very simple and executable.

1. responsibility: the grass-roots is responsible for conservatism, and the senior is responsible for taking risks.

For example, a group made 1 million last year, and then we do second years' plan in October every year. We will ask them: how much do you plan to do next year? There are a lot of specific situations for these 3 people: some children go home, they can't go to work, and there are new people in the group.

The 3 of them will make a judgement. When making this judgement, we will give him 2 fixed indicators as reference: gross margin should not be less than 50%, and inventory turnover rate should be no less than 4.5 times.

After considering the specific circumstances, the 3 groups, for example, show that they can sell 3 million in a year. At that point, they will immediately give them 1 million 500 thousand of their funds.

What does that mean? Gross margin is not 50%? In order to complete the task of 3 million, there must be one million and five hundred thousand of the goods.

What's the advantage here? I mentioned the difference from the bottom up to the top down.

In many companies, how are the sales goals determined? Most of the bosses and middle level meetings decide to "beat their heads" and rarely ask for grass-roots employees.

In fact, how much is the boss saying, the middle level is not very effective.

This situation has happened in history. In our industry, the most famous one is the fan guest incident.

In 2011, everyone sold well, setting a target of 3 billion sales in 2012.

After waiting for less than a month to 6 billion, then pferred to 10 billion, no one in the middle stopped.

But in the end, less than 4 billion has been completed, and a huge amount of inventory has been pressed.

After the management puts forward a goal, there are some top-down constraints. The boss is always watching.

From bottom to top? The goal is 10 billion, and the treatment is different.

And if we can really finish 10 billion, everyone will get a raise.

So for grass-roots employees, this goal is no objection, because he has no correlation with one hundred percent.

But again, where are the differences? If the team's accomplishment is below 90%, there is no bonus point.

So when these 3 people set goals, they will be very prudent. They will set a target of more than 90%. If they want to get the bonus, they will definitely set a safe target in various ways.

For example, we sold a total of 1 billion last year, the next year's target groups gathered to find 1 billion, which is called bottom-up.

Several of our executives will have a board of directors to look at the cash flow situation and find that 4 hundred million of the accounts can be used, and we will take out 2 billion. We need to take a risk to put the 2 hundred million year-on-year allotment panel.

For example, the group originally set the task of 3 million, and the company allocated him 1 million 500 thousand of the amount of funds to use. Later, when we saw that our cash was enough, we gave them 1 million of the quota. When matched, they were allocated according to the proportion of the group reported, but this 1 million was not included in the completion assessment.

Even if the 1 million investment does not increase sales, the company's cash flow will not be a problem, which is the grass-roots responsible for conservative, senior risk taking.

Because the cash flow of the whole company is clear only at the top level, and if the situation is good, cash will be fine.

As a grass-roots group, they have changed from 1 million 500 thousand of their cash to 2 million 500 thousand of their cash. Many of them must have won more bonuses. They must be very happy.

The final assessment is based on his own report, which is called bottom-up and top-down combination, which not only stimulates the enthusiasm of employees, but also ensures safety.

2.5 core rights: Subversion of traditional clothing industry

This right is totally overturned.

The rules.

After the 3 groups formed a group, they had 5 core rights:

First, what kind of style should we develop?

The style of the dress is decided by the 3 of them.

Second, determine the size and stock depth.

You will find some.

5 yards, some clothes have only 1 yards, some clothes have 3 colors, and some clothes only have 1 colors. These details are the group's own conditions according to their circumstances.

Third, the selling price is fixed by itself.

This sales price is not without bottom line. We have 1 Basic increase rates. For example, t shirt can not be less than 85 yuan, you can make it on the 85 yuan.

Fourth, determine what activities to take part in.

Han du not all of the clothes participate in "double eleven", which clothes in each group to participate in the double eleven, how many pieces to participate, are the group according to the situation, are personalized reports, summary up, and then we will communicate with Tmall.

Fifth, determine the pace and depth of the discount.

When the clothes are on sale, a few discount is made by the group itself, which is not done in the traditional clothing industry.

How can we get the bonus? The sales rate is multiplied by the gross profit rate and multiplied by the royalty coefficient, which is very simple.

The ordinal number of the Commission is also fixed, which is plain and clear.

When it comes to royalty coefficient.

We will also be divided into many files. Do you think the higher the percentage of royalty should be? But our system is not.

For example, the percentage below 1 million is 5%, 1 million to 5 million becomes 4%, 5 million to 10 million 3%... The more we go up and the less we have, the more part of the sales staff, the lower the percentage of royalty.

02 repeat division, free combination

When Han's clothes house was just established, there was a habit: Statistics of sales volume, group rankings, published in QQ group every morning.

This tradition continues to this day, and this ranking has many positive effects.

1. business gaming

Once the rankings are changed, what is the change?

At 10 o'clock every morning, employees will see their ranking and naturally enter the game state: the first one will be happy to keep on leading. When they look at their second place, they will lose 200 yuan. That is not enough. They must catch up with each other quickly. Last but not least, think of a way to become the last second.

After the game, employees are very excited.

Why did Han Du become the first category in 2011? That's because the whole company entered the game mode when they went to work, and the employees were very excited.

So our company has no overtime pay from the beginning, and does not require everyone to work overtime. But many people do not work, want to do a good job earlier, get on the shelves earlier and sell better than others.

Young people are very competitive, and they rank you every day, so the goal of the entire staff has become a ranking.

2. is the boss neglected?

As mentioned above, the sales bonus has a clear formula. In theory, employees know how much money they take every day, and the money is not taken by the company. How much should they take? Remember the 2010 IDG (International Data Group).

The world's largest information technology publishing, research, development and Vc firm is going to invest in US and lead them to the company for a round trip. After a round of return, they come back to me and tell me, "Zhao, you have said something about this."

IDG people say: "you took me to several floors, I found a feature: your employees ignore you, general employees, met the boss, there will be a nervous response, but your employees do not seem nervous to see you, basically ignore your existence.

I am sure that you have nothing to do with their wages, you can not decide their wages. "

The bonus is divided by the group leader himself. How can he divide it? For example, there are 3 people. If 3 people say that the bonus is 10 thousand yuan, from the point of view of human nature, the group leader is 5000, and the other 2 members are 2500.

But where is the problem? The members naturally think why I can't get five thousand. So we added a system called allowing one person group to exist.

3. free combination fission of "one man group"

If we want to take 2500 of the group members, he wants to become the group leader of 5000, what should we do? - "separation".

We say that a very important issue of divorce is property division.

3 people in this group, for example, have 1 million of the goods, which are sold well in the goods.

There was a man who said he wanted to be independent, to split up, and to take 330 thousand of the goods.

There must be a system to clarify the division of goods.

ABC three kinds of goods, each kind of goods belt how many companies have the stipulation.

In the early days, there were a lot of one group: a man who had a pile of goods and did all his work was very hard.

But they were "single" at that time, and then through "free love", and then greeted HR, said that the three of us discussed it well, set up a new group: who will be the leader, who will be the group member, and the goods will be merged together to become a new group.

Why is it called freedom splitting? All of them happen naturally. Division naturally produces one group, and then one person group comes together.

Split up and circulate together.

03 de centralization, but there must be a department engine.

Because with these teams, the whole shape of our company has become such a shape.

In addition to the 3 product groups, all the public service departments serve them and become a group centered energy system, which is called de centralization.

Why do we call it passionate? We have such a system in the company and set up an operation management group in the general manager's office.

Any group can complain directly to the operations management group of the general office, which is directly responsible to me.

There are two kinds of people's enthusiasm: seeking profits and avoiding harm.

In a large number of enterprises, the promotion of the administrative department's enthusiasm is in many cases the way to profit.

If you do well, give you a promotion, a raise, a compliment.

But the system of Han Du Yi house uses the way of avoiding harm.

When we open a business meeting, the happiness of the public sector comes from other departments' complaints. They complain that their departments are less happy.

But why are these business groups going crazy to complain to the public sector? If there are any group leaders in our company who are particularly sick and especially difficult to serve, he is particularly popular.

As we all know, in any company, resources are always scarce. Children who cry will eat more. When they are robbing resources, who will be strong and who will not be bullied, the leader will be popular.

Therefore, in order for his team members to follow him, he will not be able to eat anything at all.

This is a bit like we went to see the parliamentary election in Taiwan. Why is there a very talented person who has the quality of fighting and throwing shoes? It is to show his voters that he is not going to die for your sake. Why don't you choose me? Why is it so exciting? For example, this process has delayed the team for 2 days. The team leader will find the operation management group. The operation management team will immediately solve the problem according to the extent of the problem.

As we all know, the executive branch is bureaucratic system. If there is no grass-roots complaints, it will become increasingly rigid.

After the implementation of this "Crazy" system from the very beginning, the administrative departments gradually formed a sense of service.

Including companies like HUAWEI, Ren Zhengfei also said that the financial sector is too influential to business, to serve the business, not to affect the business, but in fact it is very difficult.

It's not the same in Korea's clothing house, for example, the group should pay a sum of money to the supplier, now pay the money, the factory will deliver the goods immediately, and the goods will arrive tomorrow.

But finance is busy, there is no time to pay tomorrow.

It's impossible for us to pay. Why don't you pay me or complain?

Cultural administration is very important. At the beginning, business departments were not bullied. Later, people gradually formed a sense of service. After so many years, they became a kind of culture.

The reason for this passion is here, because 3 people in each group are their driving force.

The company is like a car, these teams are "engines", those administrative departments are "wheels," "sofa", "car shell".

The first aspect of the empowerment system I mentioned above is the implementation of full participation, which is divided into initiative and passivity.

"Engine" is active participation, the power of the engine is very strong, it will export power to all parts, that is passive participation.

A company should not expect everyone to take the initiative to participate. There must be an engine department, but you need to think carefully about which sector the engine is in.

Because sales and money have been separated recently, many enterprises' engine departments are selling, but the problem is the four big plates, such as product development, sales and procurement, which are driven by only 1/4 departments.

So you may be driving an electric bicycle.

But the Korean home is driven by cars.

Now that the group system is changed, product development, sales and procurement are integrated. These three core departments have the driving force, and the whole administrative department is very fast.