Chapter 62 lT engineers learn Haidilao

Ouyang Yishi is my student, he is a manager who manages IT engineers.After listening to Haidilao's case class, he wrote a learning experience. The Haidilao case inspired me the most, how to investigate customer satisfaction and how to improve employee motivation. First of all, the survey of customer satisfaction should choose the appropriate one from quantitative or qualitative methods according to the characteristics of the industry and customers.In the catering industry, customer satisfaction surveys of quantitative indicators require a series of questionnaires. However, filling out the questionnaires at the dinner table may make customers feel uncomfortable or even disgusted, and the waiters may tamper with or destroy their own data during the process of collecting questionnaires. unfavorable answer sheet.Therefore, quantitative questionnaires are not suitable for the catering industry.Haidilao employs qualitative customer satisfaction surveys—managers visit stores regularly or irregularly to observe whether customers are satisfied.The problem with this type of survey is that the evaluation results contain subjective elements.However, since the manager of Haidilao also started as a waiter, his evaluation will basically reflect the actual situation more truthfully and eliminate subjective factors.

Cases in the industry I work in make me believe that the manager should also go to the customer's site regularly, communicate with the customer, and observe the on-site work of the employees, so as to judge whether the customer is currently satisfied and whether there is a hidden danger of customer dissatisfaction. Our company provides technical consulting services. Employees often travel on business and need to complete a lot of work at the customer's site.The company will send the "Customer Satisfaction Survey Questionnaire" to customers by email every year by the marketing department, which cannot guarantee timeliness and accuracy.The department holds a weekly meeting every week, but the report of the project manager at the regular meeting cannot objectively reflect the status of the customer.This style of management ended up leading to a dissatisfied client on a project that I didn't see coming.After this incident, I began to visit the client once a month to ask what suggestions and opinions the client had on our work.This approach has achieved results, the company has found a direction for improvement, and customer satisfaction has gradually recovered.For other customers, I will choose different cycles to visit customers based on the experience of the project manager and customer reputation, and the cycle usually does not exceed 3 months.In addition to communicating with customers, while visiting customers, I will also observe the work conditions of employees, such as work efficiency, attitude in answering customer questions, and remind them in time.The characteristic of my industry is that customer dissatisfaction is usually a cumulative process, and most of the dissatisfaction stems from the attitude and efficiency of employees.Therefore, I think that customer satisfaction surveys should adopt regular and qualitative survey methods, and avoid customer dissatisfaction by observing employee behavior.

Customer satisfaction depends on the enthusiasm of employees.The second inspiration from the Haidilao case is that the company should encourage employees to innovate and give them a sense of accomplishment, so as to improve their enthusiasm.Haidilao named an innovation after its employees, and this kind of spiritual encouragement played a greater role than material encouragement.Haidilao employees will talk about their achievements for the day at the daily summary meeting. They are actually competing secretly—competing for innovation, attitude, and memory... This atmosphere has produced positive effects: some people have a sense of accomplishment, while others have a sense of achievement. To want to surpass others or yourself.

Innovation and a sense of accomplishment can boost employee motivation, but only in the right way.I have urged employees to innovate, but to no avail.Sometimes, I even feel disappointed with some employees, thinking that laziness is the root of reluctance to innovate.However, later I found out that the problem stemmed from me. I always like to take everything into consideration and tell the staff the specific arrangements. I think this is the responsibility of the department manager.However, this approach makes some employees gradually give up active thinking.Encouraging innovation requires giving employees enough space.After that, I handed over issues such as departmental development and technological development to the employees, and asked them to make reports and discuss them within the department.During this process, employees began to think about the development of the organization and put forward many new development ideas.Once ideas are validated and adopted, employees' sense of accomplishment rises.On the contrary, during the discussion process, everyone will encourage and raise questions for employees who are not thinking enough, so as to inspire them to continue thinking and improve the plan.

In practice, I found that the enthusiasm of employees depends not only on innovation and sense of achievement, but also on "participation in departmental development".For knowledge-intensive enterprises, a fair environment should not only ensure the fairness of work distribution, performance evaluation, income, and personal development, but also allow every employee to participate in the planning of departmental development.In such an environment, the role of the manager should be to inspire innovative thinking in everyone, not to take care of the company or department.Managers should trust employees' innovative ability, dare to try, and dare to authorize.

Through the analysis of the case of Haidilao, I deeply realized two points: for the service industry, customer satisfaction should be evaluated through qualitative indicators, and managers should learn about the satisfaction level of customers face to face; in knowledge-intensive enterprises, the enthusiasm of employees not only Depends on innovation and sense of accomplishment, but also on his involvement in the development of the department. From the case of Haidilao, I found some common management methods suitable for my own business.However, strategy and management are always specific and difficult or impossible to replicate.Therefore, it is more important for managers to find out the differentiation of products and services, and find out the management methods suitable for their own enterprises, just like Haidilao adopts the differentiation of services in the hot pot industry, and finds out its own unique management methods. .