Chapter 3 Recommendation Preface 2 Happiness Achieves Haidilao--Wang Shi

Vanke Group has a property business department.Property service is very different from real estate development, it is a labor-intensive industry.The high turnover rate of low-level employees is one of the most troublesome problems in this industry. Last week, the security guards took the initiative to open the door for you with your shopping bags. Next week, the newcomers will ask you to check their documents. This will obviously reduce the quality of customers. feel.In Vanke, 80% of customers mention property services when purchasing products. In such a crucial link, the turnover rate of property service employees is as high as 50%. There is no career development direction; material returns are not satisfactory, and there is no way to see future prosperity.

The social pyramid structure is destined to have the largest number of "basic employees" in every industry. The property service industry is a typical example, and the catering industry is even more typical.Most of the practitioners in these industries come from rural areas, and most of them have only received junior high school education, and very few have attended college. Due to social and personal reasons, these young people lost at the starting line, and it is difficult to enjoy the sense of happiness and accomplishment that are scarce resources in society.This is not a special case in Chinese society. There was a similar situation in the United States about 100 years ago. On January 5, 1914, Henry Ford Jr.'s company announced that it would reduce working hours to 8 hours, while doubling wages to $5 a day. He hoped that employees' income should be enough to enjoy the products they produced.The company needs to pay an extra $10 million for this.Some economists criticized him for "misapplying the spirit of the Bible in industrial places, and using philanthropy as a guise to win people's hearts."In that year, Ford's profit increased by 200% to 30 million US dollars, and it expanded the consumer group of cars, profoundly changed the ecology of an industry, and completely changed the national spirit of the United States.Today, we all know that America is a country that lives on wheels.Automobiles have changed the lives of Americans, making them more passionate about the ideals and ways of life of this country.

Real entrepreneurs tend to think more comprehensively.They understand that if the institutional arrangements of society and companies prevent ordinary workers from enjoying the sense of happiness and accomplishment they should have, such a system will not be sustainable. However, is it possible for a single enterprise to solve this problem?Or can we just sit back and wait for the evolution of the entire country's economic environment and industry ecology?The usual method is to impress grassroots employees with family affection and warmth, which is similar to a soft brainwashing method.This method is effective in the short term, but it is difficult to last - because people can be bewitched for a while, but it is difficult to be bewitched for a lifetime.

Haidilao started as a national chain hot pot restaurant in Jianyang, Sichuan.Customers who have been to their store have several intuitive feelings: first, there are many customers, and it is very common to queue up for two hours to eat a hot pot meal; second, the service is good, and the length of the chopsticks makes people burn their hands. There are hooks for spoons; when you are in line, someone will shine your shoes for you. Just as you are about to make gestures at the dinner table, the waiter girl has already run over knowingly; third, the waiter always keeps smiling.These operating characteristics have become a hot topic in the business management circle in recent years. My old friend Mr. Huang Tieying even wrote a book to explore them.

What is the secret of Haidilao's success?I think the key point of Huang Tieying's summary is a paragraph: Keeping but not loving is like raising pigs, loving but not respecting is like raising dogs. As for people, it is not enough to just give them food and love, they also need respect.What is respect for people?Seeing the boss bowing and applauding the leader?That is respect for status and power.Respect for people is trust.If you trust your integrity, you will not be treated as a thief; if you trust your ability, you will be entrusted with important things.Only when people are trusted can they have a sense of responsibility.And the only sign of trust is authorization - Haidilao gives material rewards to ordinary employees of hot pot restaurants, and also gives them "trust" and "authorization", so that they can gain a sense of happiness and accomplishment together.

Trust is not said, but made.Zhang Yong’s signing right in Haidilao Company is more than 1 million; less than 1 million is in the charge of the vice president, chief financial officer and regional manager; 30,000 yuan of signing power.The book says that this kind of bold authorization is rare in private enterprises, but I think it is not the most important authorization. The most important authorization of Haidilao is given to the grassroots waiters: no matter what the reason, as long as the employees think it is necessary, You can give guests a free dish or an extra dish, or even a free meal.

This small detail reflects the mystery of Haidilao's management.Zhang Yong, the owner who started as a waiter, understands that regardless of the reputation or decoration of a restaurant, customers only deal with the waiters from entering to leaving the restaurant, so the satisfaction of restaurant customers is basically in the hands of the waiter staff. How can I serve my customers well?Then we must make good use of these ordinary employees on site and give full play to their talents.The approach is simple, empower them and give them the power to make decisions.Huang Tieying concluded: If customers are dissatisfied with your restaurant's service, they need to be resolved through the manager. This problem solving itself will increase customer dissatisfaction.

Generally, in restaurants, customers do not discuss discounts with waiters when they check out.Why?After talking for a long time, the busy waiter was evasive even if she could give a 20% discount, because she wanted to see the face of the lobby manager.If this kind of discount is given or not, both the customer and the restaurant will lose--the customer will not think well of the restaurant if he asks the manager for the discount. This means that the waiters in Haidilao are all managers, because this kind of power is only reserved for managers in all restaurants.Drucker believes that whether an employee of an enterprise is a manager does not depend on whether he manages others. All employees who must adhere to their own goals and standards, make decisions, and make contributions to the organization are actually performing the duties of managers. .Obviously, in Haidilao's management system, every grassroots waiter is a "manager", which has a key impact on service quality and is crucial to the company.

A restaurant where every employee is a manager obviously has core competitiveness that cannot be copied.This is the real reason why some restaurants try hard to poach people from Haidilao and try to copy Haidilao's model, but they can't copy the results.The real core competitiveness is difficult to replicate.This also confirms the principle put forward by former IBM CEO Watson from the side: "In terms of business performance, the company's business ideas, entrepreneurial spirit and corporate goals are far more important than technical resources, corporate structure, inventions and random decisions. "

A few days ago, a colleague from the Vanke Service Business Department wrote on Weibo: "The consultant company suggested that if the per capita management area is too high, it will not be good for employee satisfaction and customer satisfaction. I agree! Efficiency is important, but Isn’t labor-intensive industries social responsibility to solve people’s employment and stability?” Vanke culture advocates equality, contract, sharing, and tolerance, and its core is "respect for people". We respect the individuality of each employee, respect their personal wishes, and respect their right to choose.Talents are the most important capital of Vanke. Over the past 27 years, we have embarked on a road of gathering talents.However, from the management case of Haidilao, I can see that there are many things that Vanke, especially Vanke Service, can learn from in the management philosophy and management methods of this new rising star!