Ma Yun once said: If there is an opportunity to start a new business, I will not enter the Internet again, but return to the traditional industry, because the opportunities that can be changed in the future are here.
The emergence of the e-commerce era, the physical store complaints continuously, behind this is not the e-commerce, but the physical store owner itself. It has always been in place, and when the tide of the times comes, it must be "incomplete".
Therefore, only with the idea of going with the trend and daring to innovate can we stand out in the tide of the development of the times and become the leader of the industry.
As the People's Daily said: It is not Ma Yun's era, but Ma Yun under the times.
Therefore, any boss, only by constantly improving his "crisis awareness", going deep into the wave of the development of the times, and constantly learning, can he lead his enterprise to stand higher and go further.
The biggest example is Xibei Shinomian, which has developed from a small store in that year to today's catering giant, with more than 400 chain stores in the country, and the annual revenue has exceeded 6 billion, which is behind the "innovative thinking" of founder Jia Guoqiang.
Behind the rapid expansion of Xibei is the use of this "partner model", the biggest core is to stimulate the enthusiasm of employees, let employees self-manage, and easily expand stores.
The specific operation is as follows: (It is worth learning from all bosses)
First, the traditional "employment" model is no longer used, but the "partnership model" of the new era is adopted. Turning the company into an "entrepreneurial platform", the salary of any employee is redesigned, showing a situation of "more work and more gain".
In today's era, the boss is not thinking about how to squeeze employees, but how to empower employees, so that employees can find a "sense of career" in the enterprise, and will take the initiative to worry about performance and strive for the development of the company. Behind this is the need for the boss to design the compensation of employees and refine the incentive mechanism.
Second, the store partnership model. In the past, the expansion of chain stores was a series of cumbersome labor costs and capital costs such as headquarters taking out cash, site selection, cultivating talents, recruiting store managers, decoration, management, etc.
In order to solve this situation, the partnership model was adopted, and as long as there are employees with ideas and ideals, they can apply for a joint venture with the company to open stores.
The store manager can get the profit dividend of the store every month, and at the same time, he can get the unified management model, business model, product supply and so on given by the company.
In this way, the store manager can not only realize the ideal of being a boss, but also reduce the symbiotic cash cost and management pressure.
Third, equity incentives have been introduced to make talents loyal to the enterprise and achieve self-management. In the end of any enterprise development, the core talent is the most important, which can not only reflect the development scale of the company, but also reduce the burden for the boss.
But many bosses are because they do not know how to use equity incentives, so that old employees and core talents eventually jump ship or start their own businesses, becoming the biggest competitors.
Therefore, equity incentives can not only strengthen the loyalty of core talents, but also refine the company's internal management mechanism.
After all, a set of visible and tangible incentive mechanisms must be able to stimulate the morale of employees, and may also attract more talents to settle in.
It is not difficult to find that this set of business thinking innovated by Xibei Shinomian not only solves the problem of talent enthusiasm, but also presents the improvement and scientific nature of the internal mechanism, so that the whole company has entered the "automated operation".
This is where many bosses need to learn today, smart bosses use mechanisms to manage companies and govern talents, rather than doing their own work.
Why not fry a dish of Meituan, but can make thousands of merchants serve it?
Why doesn't Didi, which sells a car, have thousands of drivers working for it?
Bosses must understand that in today's Internet digital era from "rule of man" to "rule of law", empower employees, and making connections is the fundamental for a company to make great strides forward, so that bosses can release more pressure and time to make strategic layouts for the company.
Antivirus software from a decade ago doesn't work in this day and age, and so does business thinking. Always polished in place, waiting for only to be eliminated.
To this end, if you do not want to become the "cannon fodder" under the tide of the times, I suggest that you start this set of "Enterprise Incentive Mechanism Design" course, learn how to manage the company through the mechanism, use the partnership model to achieve the easy expansion of chain stores, and use the equity incentive mechanism to stimulate the enthusiasm of employees and let more talents settle in.
At the same time, the teacher also used the video to describe the three strategic thinking necessary for the transformation of traditional enterprises: employee compensation design, partnership model and equity incentive design.
Using the classic cases that are easy to understand, the management mechanism of traditional enterprise transformation is analyzed, so that you can understand the thinking of company development in one step, improve the level of cognition, and embark on the road to success as soon as possible. (The boss is the leader of the company, not the administrator)
When thinking changes, the market can be one. Click on the link below to change from now on! #我要上头条 #
Enterprise incentive mechanism design
