Liu Qiangdong: The biggest mistake I made since I founded JD.com is that after getting the investment, there was a business that was robbed by Ma Yun. In 2008, JD.com supported online payments, but many people thought that payment tools were worthless, and At that time, Ma Yun saw the opportunity, causing JD.com to lose money.
At that time, after Ma Yun saw this business, he said to his team: Now go to this product immediately, if you want to go to jail because of this product, it is me. It can be said that Ma Yun's vision is very long-term, but at the same time, it can also be said that Ma Yun's account system is bold to do, after all, to innovate a thing, it is really easy to retreat without courage.
Therefore, many bosses know a lot of business opportunities, but they dare not innovate, so they are preempted by their peers. A small dumpling restaurant in the northeast Xijiade in the early stage of entrepreneurship, relying on 3,000 yuan to start, 5 years to open 20 direct stores, open a loss, the founder Gao Defu: now think about it is afraid! At that time, I would lose tens of thousands of pieces every day when I woke up! Later, he turned employees into partners, did not expect to turn losses into profits, made 3 billion yuan a year, crazy fission 700 directly operated stores, with 8,000 employees! The store manager earns 1 million yuan a year, and even the female worker who rolls the dumpling skin can earn 300,000 yuan a year!
1. "358" employee partner model:
In order to stimulate the potential of store managers and realize talent fission, Xijiade designed a "358" partner mechanism for internal employees:
3 is 3% of the dry stock, to the top 50% of the store manager, the store manager does not need to invest money to get dividends, the more the store manager manages the operation of the store profits, the more the store manager earns.
5 is 5%. If a store manager cultivates a new store manager who passes the assessment, he can invest 5% in the new store manager's store and get the corresponding dividend. After the old store manager takes the apprentice, he does not have to do more work, and he can get more salary, of course, he will carefully teach all he has learned and know to the apprentice, avoiding the traditional phenomenon of church apprentices and starving the master.
8 is 8%. After a store manager trains 5 new store managers, he is promoted to regional manager, starting from the 6th new store manager, the old store manager can invest 8% in each new store.
2. External city partner mechanism:
Xijiade has always insisted on only doing direct operation, not joining, relying on internal talent fission is not big. Therefore, Xijiade attracted many investors with a 0 franchise fee, and Xijiade co-funded, jointly operated, and shared benefits and risks. Partners can choose the investment ratio according to their own situation, 8%, 16%, 24%, 32%, become a partner of Xijiade also to participate in the training and assessment of Xijiade Dumpling University.
This reform of Xijiade has solved many problems in the expansion of chain stores, such as:
(1) How to activate the motivation of the store manager to worry about the profitability of the store? Use dry goods to motivate the store profit to link the store manager's income;
(2) What should I do if I have money to open a store and do not undertake the store manager? The new store manager cultivates the master-apprentice system, which solves the problem of traditional church apprentices and starving the master, so that the old store manager can teach the new store manager and shorten the talent training cycle.
(3) How to screen partners who share benefits and share risks? Partners must participate in the company's unified training and assessment, unify strategies and positions, and pass the ability test. Fixed investment ratio, avoid equity disputes, the headquarters can control the decision-making power of important business.
Turn employees into partners, let employees have a sense of ownership, achieve low-risk entrepreneurship, and let enterprises gather a group of people who really do business, rather than people who fish in muddy waters every day and receive wages. In addition to Xijiade, many large enterprises such as Baiguoyuan, Haidilao, and Huawei are using the partnership model to turn the company into a platform, turn employees into makers, and help the boss make the cause bigger and stronger.
For more partner models, it is recommended that you learn From Mr. Chen Ping's "Connected Profit Thinking" online training camp, which explains in detail 3 partner models suitable for traditional small and medium-sized enterprises:
(1) How to turn customers into agents, channel providers, to help you sell goods? Endorsement partner model, let customers crazy to help you refer;
(2) How to make good use of their own employees and external capable talents for the company's use? The maker partner model, turning employees and external entrepreneurs into partners, and working with the boss to make the company bigger;
(3) How to open a store with low risk? The business partner model allows you to return the capital before investing, so that the business can quickly fission.
The online training camp includes 5 hours of system dry goods live broadcast, 17 online special topic intensive courses, a matching color printing book, summarizing the 108 secrets of traditional enterprise innovation and transformation, covering more than 30 industries such as auto repair industry, catering industry, retail industry, etc. Hand in hand to help you re-use the traditional business with Internet thinking to do it again, to achieve profit multiplication!
There are more hands-on content, such as:
1. Performance is strenuous because the product is poor! Learn to create gold flow explosives and achieve massive drainage of new customers.
2. How to crack the five major life and death disasters of traditional enterprises: products are not easy to sell, profits are as thin as knives, channels are failing, heavy asset operations, and talents cannot be retained?
3. Marketing strategies that reduce the difficulty of sales by ten times and the performance soar by ten times: 4 tricks to multiply performance, and 5 steps of innovative marketing.
4. How can traditional enterprises get rid of the "sandwich biscuit" business model that is endlessly pressed by manufacturers and owed indefinitely by customers?
5. Interpret the golden outlet of the next 10 years: open up the online and offline O2O profit closed loop; community business model, create private domain traffic, play with the fan economy; partner model; S2B2C model, integrate upstream, merge and merge peers, and empower downstream.
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