Haidilao's revenue in 2023 will exceed 41.4 billion yuan, Daniel Zhang: I did so many family actions, but I lost to a bar girl!

On February 20, Haidilao International Holdings Co., Ltd. (hereinafter referred to as "Haidilao", stock code: 6862. HK) issued a positive profit alert. According to the announcement, as of December 31, 2023, Haidilao's annual revenue from continuing operations is expected to be no less than RMB 41.40 billion, with an increase of no less than 33.3%.

Compared with the net profit of 1.64 billion yuan in 2022 (excluding the international business of Tehai), Haidilao's net profit in 2023 will not be less than 4.40 billion yuan. The increase was mainly attributable to the increase in turnover rate and improvement in operational efficiency of Haidilao restaurants.

Haidilao's performance is gratifying to the market and demonstrates the full recovery of the consumer sector. According to the announcement, due to exchange rate fluctuations, Haidilao recorded a net exchange gain of approximately RMB192 million in the first half of 2023 and incurred a net exchange loss in the second half of 2023. Excluding the impact of foreign exchange gains and losses, Haidilao's net profit in the second half of 2023 is expected to increase by no less than 10.0% compared with the first half of 2023.

Haidilao said in the announcement that the Group's financial results for 2023 are expected to reflect the strong recovery after the new crown epidemic. Compared with the Group's revenue from continuing operations and net profit of approximately RMB24.94 billion and RMB2.56 billion respectively in 2019 (excluding Tehai International business), the revenue and net profit in 2023 are expected to increase by no less than 65.9% and 71.8% respectively. Haidilao said the increase was mainly due to the expansion of Haidilao's restaurant network.

Daniel Zhang once said: "No matter how famous a company is, there are internal problems."

In terms of KPIs, Haidilao has gone through many detours.

Daniel Zhang also used 4 paragraphs to illustrate, which made people laugh and thought-provoking.

1

海底捞在KPI上走过的弯路

1. The more detailed the KPI, the better

When there is management and being managed, and there are KPIs, people's behavior will be abnormal.

When it comes to KPIs, we have taken a detour.

For example, we tried to refine our KPIs.

Some people say that the service of your hot pot restaurant is so good, I have glasses, he gives me a glasses cloth, and before I finish the water in my cup, he fills me up again.

So we wrote a piece: the water in the cup should not be lower than how much, and guests must give glasses cloth when wearing glasses, otherwise 0.05 points will be deducted.

It's over, everyone will send glasses cloth.

The customer said that I don't drink soy milk, no need to add it, no, I have to add it to you.

The funniest thing is the phone case. Some guests said no, the waiter said I'll put it on for you, the guest said it really doesn't work, but he grabbed the mobile phone and put it on you when you weren't paying attention.

Why is this for? Because if you don't do this, you will lose points!

Later, I found out that the teacher had already said that behind every KPI, there is a goddess of vengeance waiting for you somewhere.

2. Assess the pit of the turnover rate

Later, I thought to myself, then I won't evaluate these specific things, I will evaluate some indirect indicators.

I don't evaluate how much money you make, I will assess what your turnover rate is.

Because a high turnover rate proves that your service satisfaction is high, and a high turnover rate does not mean that you make more money.

As a result, one day, in the elevator room of a store in Beijing, I heard a Sichuan man tell several other Sichuan people:

"I want you to see how awesome the Sichuan hot pot in Beijing is, if you don't book, you will definitely have no place! If you book a seat and go a few minutes late, there will be no place!"

I wondered, why is there no place a few minutes late? Isn't this an infringement on the interests of the customer, the customer is already dissatisfied. How do you do business?

Later, I found out that the problem was in the assessment indicators. Because the scheduled guests may not come on time, but there are still guests queuing up on the spot, if the empty platform is waiting for you, the turnover rate will be one less round.

Now I collapsed, and I couldn't find the indicators for the assessment.

2

Remove all KPIs

Only one flexible indicator will be assessed

But you have to be assessed.

Later I found out that we actually know very well whether a restaurant is good or not.

We've all eaten, and we've all sent the message that this restaurant is good.

Many people eat according to this "good", and then say "really good", and this "good" is formed. There are no indicators, but they are delivered very accurately.

I have found that in the F&B industry, flexible indicators play a decisive role.

Customer satisfaction may not be described in metrics, but we can perceive it.

There is no way to prove the level of effort of people, but our customers, colleagues, and people who go to inspect can sense it.

So I decided to remove all the so-called KPIs and only test this one indicator.

How do you take the test? A vice president organized a bunch of mysterious people to take the test. Later it turned out to be very accurate. So the store manager has nothing to say, you can't say bad is good.

I divide all my stores into ABC levels, A level is for recognition, B level is here for you, and C level needs tutoring.

But I won't deduct your money, I will give you a certain counseling period, and if you still can't do well beyond this counseling period, this store manager will be eliminated.

3

Why I'm calling

Restaurateurs with piece-rate wages?

1. Avoid injustice caused by managers

In the United States, the waiter is very hard-working, a young man can look at eight tables, move quickly and agilely, and will chat with you and care about you. Because they have a tipping system.

The tipping system is still good overall, I serve you and you pay me. And our management is, I will serve you and go to the store manager to get the money.

When the management is small, he can be fair and impartial. But when there are more people, he can't be fair and just. At this time, everyone's motivation and corporate culture will be destroyed.

So I decided that I would take this "tip" and give you a calculation according to your workload. In the food and beverage industry, we have introduced piece-rate wages. I have called on the owners of catering companies to use piecework wages.

2. Avoid the negative impact of "informal organizations".

Piecework wages are to earn more by working more, and if you perform well, you will let him do more. This avoids many difficulties and doubts in management.

Behind an organization is the power of informal organization. Sometimes when you think that an employee is performing well and you make him advanced, it is actually a big "blow" to him.

I've seen this happen. One employee was cleaning the glass while the others were chatting. The employee who cleaned the glass said, "Let's work harder." Guess what other people say? They say, "You're in first." The dude was silent for a moment.

He may have received a little prize money or a certificate, but he has to bear the invisible pressure of this informal organization.

To what extent is the role of informal organizations in this?

I once saw a young man who was so energetic that he did his job and went elsewhere to help, and he did this and that. I said that this is a good seedling, and I want to promote him. As a result, our Mr. Yang said that needless to mention, he had resigned and left.

Why?

Here's the truth: the little girl at the bar had told him explicitly, "Don't behave like that here, I already have a boyfriend."

- He is not struggling for Haidilao, he is struggling for the little girl at the bar.

You see, I thought of so many incentives, made so many family gestures, and told them about my feelings and dreams. They told me they understood it, but that's not the case.

So I think sometimes both formal and informal things have to be taken into account. Piece-rate pay avoids some of the negative aspects of "informal organization". You earn as much as everyone does, and it's easy to do it all at once.

We've learned too much about formal management to say it's bad, but its boundaries are obvious.

In Daniel Zhang's view, after thousands of years of competition in the catering industry, it has not been able to establish a modern management mechanism, because of its labor-intensive characteristics, low value-added characteristics, and "fragmentation" characteristics.

How to solve this problem? Organization and motivation are one of the ways. Among them, assessment is crucial.

Chinese management scholars say that the shortest journey of knowing the virtuous should not be in a hurry to test the merits.

Western management scholars say that without assessment, there is no management.

It's actually one thing.

When Daniel Zhang said that Haidilao has lost all its hard KPIs, Haidilao has to have both formal and informal management, in fact, he is emphasizing that management has a model, no amorphous form, and stresses rigor and artistry. Because behind this, human nature cannot be avoided.

Haidilao's waiters have the right to give free orders to any table of guests. By the way, it's the waiter, not the manager, and it's free of orders and not one or two dishes. Not to mention food delivery, food delivery, and the like.

Yang Xiaoli is the first person to follow Daniel Zhang to fight the world, and she is also the first vice president of Haidilao. The first stop of Haidilao out of Jianyang was Xi'an, and the store manager was Yang Xiaoli.

One day, Daniel Zhang told that Yang Xiaoli called him and said excitedly: Brother Zhang, we have a car. Daniel Zhang asked, what car? Yang Xiaoli said, a small van, just bought.

Daniel Zhang was stupid, a small hot pot restaurant that had just opened a branch in a different place, the store manager bought a car, and did not ask the boss for instructions. Daniel Zhang did not blame her at all, and later, this became the culture of Haidilao.

This kind of empowerment, how not to make employees feel a sense of ownership?

Treatment isn't just a matter of money. Most of the catering industry includes food and accommodation, but many catering enterprise waiters live in basements and eat food in the store.

Haidilao's dormitory must be a community with property management, although it is a little crowded, but the grade is high. The room also had a computer and wifi.

Haidilao's waiters don't have to do their own laundry, they have an aunt to wash, and they don't eat in the store, but the aunt cooks.

Some people say that Haidilao training is good, first train the standard and then take up the post. But do you know that Haidilao's new employee training includes how to use ATMs, including how to take the subway: buy cards, recharge, etc.

This company is helping its employees, most of whom are farmers, to integrate into a city.

How can this kind of treatment not make employees feel grateful?

Haidilao is really a strange enterprise. As the most commonly assessed indicators (KPIs) in the catering industry, such as profit, profit margin, single customer consumption, turnover, and turnover rate, these are not assessed.

Daniel Zhang said: I don't want to continue to use the watermelon for the guests because of the assessment of profits, the towel for wiping hands is torn, and the mop in the bathroom is hairless.

So what do they assess? Assess customer satisfaction, employee enthusiasm, and cadre training.

These three indicators, as someone who has been managing for many years, I really can't think of how they solve the problem of internal equity. But I know that the sincere smiles of Haidilao employees you see today come from here.

Haidilao does not assess the turnover rate, but Haidilao's employees attach more importance to the turnover rate than anyone else. Back to the beginning sentence, corporate culture is the soul, and all profits and turnover rates are additional, consequential, and unimportant.

Haidilao's respect for employees does not only come from treatment, not only to make them live and eat well, but to respect every idea.

The glasses cloth, head rope, and plastic mobile phone cases that have been copied by many hot pot restaurants are actually from some waiters who have no culture. And, this idea was copied to every store.

Liao Yimei said love: In my life, it is not uncommon to encounter love and sex, but it is rare to meet understanding. I once translated this sentence into the workplace: for a professional person, in this life, it is not uncommon to encounter high salaries and high positions, and what is rare is the respect and understanding of the boss.

How does this respect not give employees a sense of accomplishment, and how does it not make employees creative?

There is a saying in Haidilao, called "dowry". When a store manager leaves, as long as he has served for more than one year, he will be given a dowry of 80,000 yuan, even if this person is poached by the little sheep.

Daniel Zhang explained: Because working in Haidilao is too tiring, and being able to do it to the store manager and above, they all contribute to Haidilao and should be compensated.

He said that if the community manager (about 5 branches in charge) leaves, he will give 200,000 yuan, and if the regional manager leaves, he will send a hot pot restaurant, about 8 million.

Haidilao has a history of more than ten years, and there are hundreds of cadres above the store manager, and only three people have taken the dowry from Haidilao.

How does this commitment not make employees loyal?

4

Write at the end

Finally, let me tell you a paragraph.

When Haidilao first entered Beijing, it was deceived when renting its first storefront.

The whole 3 million is all the cash in Daniel Zhang's account. The other party has a strong background, and the money cannot be recovered at all.

Daniel Zhang said that the manager in charge at that time was so anxious that he could not eat for several days, and Daniel Zhang did not dare to call him.

Later, when he heard that this group of people was going to find the underworld to solve the scammers, he called the manager in charge.

He said, "You're worth 3 million?" (Roughly it means that you don't break the law to help the company chase money)

He said that he was distressed, but he did not complain about the employees, and he would be deceived if he did it himself.

Daniel Zhang was once asked what is the reason for today's success.

Daniel Zhang replied, maybe it's because I'm kinder.

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