Chapter 11 Chapter 10: The Way Is One Foot Higher, The Devil Is One Foot Higher

Shi Yuzhu often compares shopping malls to battlefields. He likes Mao Zedong's tactical thinking very much and often applies it to the internal management of enterprises.He used a militarized management team, launched "three major campaigns" to promote marketing, and resolutely carried out various tasks.He fully authorized his subordinates, did not use airborne troops, and encouraged his subordinates to achieve good performance with heavy rewards.It contains the essence of Mao Zedong Thought, as well as Shi Yuzhu's own innovations, all of which make him slightly better than his opponents in the competition.

The Tao is one foot high, the devil is one foot high, and there will never be a final victory or defeat.If you compare business competition to a long-distance race, no matter whether you compare yourself with yourself or with others, there will never be an end.Shi Yuzhu used unconventional means to create many unique management methods, which have impressed the world. It is worthy of careful analysis and drawing the essence for your own use. There is a unique phenomenon in Chinese business circles, that is, many entrepreneurs unanimously explore the way to defeat the enemy and win victory from Mao Zedong Thought.Shi Yuzhu not only admires Mao Zedong, but also is keen on studying Mao Zedong's ideological works. There are only two kinds of books on his bookshelf: the study of great men and the study of war.From Mao Zedong's experience and the development of the Communist Party, he summed up many experiences and rules that are of great help to the development of enterprises.

The purpose of Shi Yuzhu's study of Mao Zedong Thought is to apply it to business.One of the classic cases is the 1994 encounter between the Giant Brain Gold and the Duolingo Fish Brain.In this battle, Shi Yuzhu made full use of the strategy of "concentrating superior forces and annihilating the enemy" in Mao Zedong Thought. In terms of overall strength, Duolingo is stronger than Brain Gold.For Shi Yuzhu, in the face of this competitor, only Huadong (Huadong is the largest market for health care products consumption in China) wins can guarantee the victory of Brain Gold in the national market.The success of the Giant Brain Gold will closely affect the overall plan of the Giant Group, so Shi Yuzhu has to personally go into battle.

On the one hand, he borrowed the usual method of computer companies to start the market, and held several "giant technology product press conferences" in Shanghai, Nanjing, Hangzhou, and Hefei.He also personally acted as a publicity commentator for Giant Brain Gold, frequently appearing in the media with a smile on his face.This not only shows the attitude of a big company entering the market, but also has a very good effect on the image and word-of-mouth communication of Giant Brain Gold. On the other hand, Shi Yuzhu invested superior forces in advertising.Faced with Duolingo's advertising fee of 1 million yuan, the Giant Group directly doubled the number and spent 2 million yuan in advertising expenses to fight against it.

In addition to the advertisement, in view of the "five boxes for one course of treatment" proposed by Duolingo, Giant Brain Gold made a promise of "four boxes for effective results".Even so, the advantage is not very obvious, Shi Yuzhu immediately launched the giant brain gold gift box.Two-packs and five-packs coexist, enriching consumers' purchasing choices.In addition, Duolingo is a pure capsule preparation, and Giant Brain Gold is in the form of capsules and oral liquid to increase consumers' perception of taste. In just two months, Giant Brain Gold has completely surpassed Duolingo in the market.Not only the 3,000 pieces of goods were sold out, but also the Giant Brain Gold brand was launched.After this campaign, Shi Yuzhu summed up the importance of concentrating superior forces in combat, and soon formed this method into a model and promoted it nationwide.

After 1998, Shi Yuzhu experienced a major failure because of the giant building, so he worked as a melatonin in Jiangsu under his name.For the past failures, Shi Yuzhu's reflection is that the study of Mao Zedong Thought was not thorough enough. It is precisely because of the in-depth study and active practice of Mao Zedong Thought that Shi Yuzhu had his own understanding of this thought and boldly applied it in commercial warfare, including the later "Three Great Battles", "Military Management", and "Implementation of Mao Zedong Thought". "Execution", "no airborne troops" and other practices are all business magic tricks he performed crazily.Only he himself knows the success or failure of this.

The giant's early management was conscious and passionate, more like a family business with Shi Yuzhu as the "parent".With the continuous expansion of this "big family", the original extensive management is no longer applicable. In 1994, Shi Yuzhu invited Lou Binlong, the president of Founder Group of Peking University, to be the president of Giant Group, and the company implemented the president responsibility system.He asked Lou Binlong to carry out management reforms on the giants, but this reform ended in failure.Since the way of hiring "foreign aid" was not feasible, Shi Yuzhu decided to go into battle himself.As a result, the Giant Group set off a "Second Entrepreneurship" movement.

Specifically, Shi Yuzhu used militarized management as a magic weapon to solve problems, thus turning the Giant Group into a highly centralized and highly man-controlled enterprise.Whether it is an ordinary employee or a high-level manager, everyone must be like a soldier, and it is their bounden duty to obey orders.And there is only one source of orders, and that is Shi Yuzhu, the supreme military chief. The giant's militarized management is marked by collective overtime.Meetings are not about discussing issues, but about issuing orders and fighting.The task is completed within a time limit, command-execute-check-correct; then command-re-execute-re-check, and so on.

The war atmosphere created by Shi Yuzhu and the militarized management implemented minimized the team's communication costs and enhanced the team's execution.The militarized management also keeps employees in a state of excitement, constantly striving for better results.The giant also has a unique "falling horse system", that is, if the incumbent cannot complete the tasks assigned by the superior, but you can do it, or believe that you can do it, you can replace the incumbent and climb to a higher level. position.The militarized management and this special personnel system have created a competition for executive power within the giant group.

In the unfamiliar health care product industry, the reason why Zhuhai Giant Group was able to achieve amazing results in a short period of time is inseparable from the militarized management within the group. When the national leaders inspected the giant, Shi Yuzhu reported his work and said: "Last year (1994) we implemented a management model centered on internal reforms to address some management problems, and the effect was very good. Without increasing personnel and In the absence of funds, the strength of the company has increased several times." It can be seen that he is still very proud of his move.

After tasting the sweetness, Shi Yuzhu promoted militarized management to the extreme. On August 20, 1995, in order to strengthen team awareness and discipline, the Giant Group set up a cadre academy, and gathered 180 cadres to the Nanjing Naval Academy for a week-long military training.However, militarized management did not make the giant group's development continue to rise. After September 1995, the development situation of the Giant Group took a sharp turn for the worse and entered a low ebb.Although Shi Yuzhu launched the autumn campaign and issued a deadly order in the mobilization meeting that "success is a hero, defeat is a fall, only ask the result, not the process", but he is still unable to recover. Indeed, under certain conditions, militarized management can greatly improve an organization's "combat effectiveness."However, such an organizational structure does not support the questioning of leadership and covers up all internal management deficiencies.In order to maintain a state of non-questioning and only execution, the "supreme military chief" must constantly look for new "battlefields" and force employees to spend as much time and energy as possible with enormous performance pressure, which manifests itself in endless meetings and overtime .In this way, the attention of employees is completely directed to the outside of the organization, and they have to find ways to complete the tasks assigned by the "military chief".In a short period of time, no one has the time and energy to doubt whether such an organizational structure is reasonable. After the giant group failed, its militarized management became the object of criticism from all walks of life.Many people believe that Shi Yuzhu's militarized management is an important reason for the failure of the giant group. However, it is worth pondering that even after Shi Yuzhu summed up the lessons of the Giants' failure and came back, he is still obsessed with militarized management.In an interview with the media, he said that "some of Mao Zedong's military ideas are still scientific. For example, concentrating superior forces to annihilate the enemy, and Wayaobao's ten military principles are not only applicable in the military, but also in the economy." When judging a certain system, we should not judge the hero by its results, but should comprehensively examine its advantages and disadvantages, so as to make it play a greater role in the future. Good decision-making is a prerequisite for business success, but how to execute it is also a key factor.Only when the managers and executors of the enterprise achieve good two-way interaction can they effectively implement the enterprise's plan and complete the task smoothly.Execution should be the decisive factor in the implementation of corporate strategy, but it is easily overlooked by companies. Shi Yuzhu's corporate philosophy for Melatonin and "Journey" is: do what you say, be strict with yourself and forgive others, only recognize credit, not hard work.These sixteen characters can also be understood as an indispensable element of corporate execution. Guaranteed execution is more important than innovation and transcendence for an enterprise with a stable business model and good management.From this perspective, Shi Yuzhu is a typical pragmatist.Someone once asked him, what is the most important in current management?Shi Yuzhu replied without hesitation: "I will do what I say." "Do what you say" is Shi Yuzhu's management key to resolutely implement execution. He used it in the process of establishing Shanghai Jiante Company.At that time, he allowed the branch to underreport the planned sales, but he never allowed anyone to report more without completing it.At first, several branch leaders were fined more than 100,000 yuan a month because of this. Later, "doing what they said" was basically realized within the company, and the credit crisis inside the company was eliminated. I believe that the executive power of the two teams of Melatonin and "Zhengtu" will leave a deep impression on many people.Especially the former, with a network of more than 2,000 offices and tens of thousands of sales terminals all over the country, the actions are uniform and orders are prohibited.It is really amazing that the whole system has been running efficiently and basically without failure for many years. Even on New Year's Eve, you can still see melatonin promoters at all terminals of melatonin, and it is the power of the system that supports them to remain on the job.This is the time when annual sales are most concentrated, and salespeople must pay attention to it.They have become accustomed to the working state of full employment during the Chinese New Year, and they also personally feel the benefits of this working state to themselves. "Only recognize credit, not hard work" is the source of Shi Yuzhu's team's strong execution.He made every employee understand that the evaluation of the results of work is ultimately based on merit rather than hard work.The company has only one assessment standard, which is the quantitative result.It is the hero who is judged by the result that he has created a strong team. A strict regulatory regime is required.In order to implement the concept of "do what you say, be strict with yourself and forgive others" and create efficient execution, Shi Yuzhu initially urged employees to implement it through a strict system.He set up a special inspection department, adhering to the principle of "based on objective observations, impartiality, would rather make a wrong judgment than let it go", formulated a strict system, and organized special personnel to implement it. The executive power of "Zhengtu" and the Melatonin team can be seen from two typical examples: one is the ubiquitous posters of "Zhengtu", and the other is the ubiquitous Melatonin terminal. Putting up posters can reflect a company's comprehensive management capabilities. In a big city with fierce competition, it is already good for ordinary online game companies to be able to put up posters, and it is already good to be able to exist there for a day.But for the employees of "Zhengtu", before putting up the poster, they knew clearly that the position of the poster and the time of its existence would be checked by a special person, so there was no idea of ​​cutting corners at all.As a result, the degree of meticulousness and responsibility awareness of employees can be imagined. Compared with the strict monitoring system of "Zhengtu", some foreign online game companies have simplified the battle for terminals with Chinese characteristics.The relevant personnel basically put up the poster, took a photo, and then went back to get the money. Whether the poster was covered after 5 minutes or abandoned on the side of the road, the effect can be imagined. In many companies, employees have an enterprise reader.This reading book allows employees to understand their responsibilities and understand the company's products and corporate culture.In Shi Yuzhu's management booklet, the terminal management manual, peripheral market management manual, office management manual, dealer management manual, etc. are only a few pages long, concise and easy to understand, but they say the same thing. As small as the height of "push" and "pull" advertisements posted on the glass doors of shopping malls by Melatonin, as large as the dealer's credit rating dropped by one star one day late in payment, all these are mentioned in the action manuals of Melatonin and Zhengtu. There are detailed regulations.These detailed manuals have almost become the "red book" of employees. Through the understanding of Shi Yuzhu's team execution, perhaps we can get a glimpse of some secrets of his success.Therefore, we believe even more that behind any achievement is real hard work. In times of war young people grow up very fast, but in times of peace the period of growth takes longer.This is because war is a kind of pressure, a kind of tribulation, and also a fortune for aspiring young people. Shi Yuzhu was able to successfully apply Mao Zedong's military theory to his own commercial combat, so he naturally considered the training value of war for young people.He hopes to mobilize the morale of employees through the new expansion, stimulate the entrepreneurial passion of the enterprise, and make up for the shortcomings of the management mechanism with strong popularity.The "Three Great Battles" in the history of Giant Group is a famous attempt. On February 10, 1995, which was the first day of work for the employees of the Giant Group after the Spring Festival, Shi Yuzhu announced that the Group would start to implement the 10 billion plan from 1995, and realize the 10 billion output value in 1997.It is estimated that in early 1995, the assets of the giant group did not exceed 500 million yuan. In order to achieve this goal, Shi Yuzhu launched the "three major campaigns", including computers, health products, and medicines.He personally took command and carried out this promotional battle in a highly simulated war environment.First, the three major campaign headquarters were established, with eight armies in East China, North China, Central China, South China, Northeast China, Southwest China, Northwest China and overseas. More than 30 independent branches were all reorganized into armies or divisions, and general managers at all levels were renamed "Front Army Commander", "Army Commander" or "Division Commander". In April 1995, the Giant Group began to make manpower reserves and recruited on an unprecedented scale.In half a year, the number of employees of Giant Group has increased rapidly from 1,000 to 5,000.At the same time, branch offices in Qingdao, Hainan, Gansu and Xinjiang were added. On the day when Shi Yuzhu issued the "General Offensive Order", Giant's product advertisements covered all major newspapers across the country at the same time with a full page. The "Three Great Battles" have been launched in an all-round way since then.The large-scale lightning tactics created a miracle: within 15 days after 30 products were launched, the order volume exceeded 300 million yuan. But while mass movement brings great excitement, it also creates big holes.The original cadre team of the Giant Group has already experienced insufficient motivation and lax discipline. The rapid expansion has not only failed to stimulate the vitality of the original system, but has also made management difficult due to the inability to form a new mechanism.Due to the difficulty of replenishing new backbone teams, the management of the giant group is out of control. At the meeting of all cadres on July 11, 1995, Shi Yuzhu had to announce that the giant must carry out a second entrepreneurial rectification including ideological rectification, cadre rectification and management rectification.The core of the rectification is the rectification of cadres. All cadres who have not completed their tasks in the past three months will be transferred down in principle and undergo a major shake-up.As a result of this major adjustment of cadres, 87 people were reappointed, of which 49 were promoted, and 11 were dismissed or demoted.Among the promotions, 32 were from ordinary employees, including some newcomers who joined the Giants for less than two months.The adjustments were very strong, but did not achieve the desired effect. Later, in order to save the defeat, Shi Yuzhu launched the "autumn offensive", and the result was also not optimistic. At the marketing meeting held on New Year's Day in 1996, Shi Yuzhu himself had to admit that the "three major campaigns" and the "autumn offensive" did not achieve the expected goals.He attributed the reason to the flaws in the cadre team, and realized the problems in the group's comprehensive coordination system.But Shi Yuzhu's passion is still there. He used the Red Army's Long March as a metaphor, pointing out that the giant is in the late stage of the Long March, and those who can persevere to the end will become the core of the group's future. At the beginning of 1996, Shi Yuzhu was preparing to launch the "Great Not Fat Battle", shifting the marketing strategy from a comprehensive offensive to a key campaign.Just after the Spring Festival, the "General Command of the Battle" was established. Shi Yuzhu personally served as the "Commander" and was in charge of the three "Field Army". There are several "columns" (subsidiaries) under the "Bingtuan".Elite personnel from various departments were selected to form the stormtroopers. As a result, things backfired. Instead of seeing the "Battle of Giants and Not Fat" as an opportunity to revive the dead, many management personnel regarded it as the last supper, and a large number of giants' properties were embezzled and privately distributed for a while.As the situation became more and more serious, Shi Yuzhu organized the middle-level and above cadres of the entire company to visit the prison for serious criminals in Gaoming City, Guangdong Province, as a wake-up call for those who are trying to commit crimes. Although from a strategic point of view, the "Three Great Battles" and the "Great Battle" made some serious mistakes due to excessive passion, but they were not without gains.Through the scouring and baptism of these two major battles, a group of the most loyal and capable elites gathered around Shi Yuzhu.Even when Shi Yuzhu couldn't get rid of the pot, none of the core cadres left him. "If you keep the green hills, you are not afraid of running out of firewood." Shi Yuzhu's "green hills" are his talent team.He later re-emerged, relying on this group of people. Regarding the way Shi Yuzhu launched the "Three Great Battles", there are different opinions from the outside world, and we will not discuss its success or failure.In fact, through large-scale marketing activities, Shi Yuzhu has comprehensively tested the company's capabilities in various aspects including channels, finance, talents, publicity, and mental outlook, laying the foundation for his future development and reorganization.He is good at thinking and taking surprises, and his marketing strategy deployment is something that the predecessors dared not try and did not think of. When people are dying, they often regret not that they have failed in something, but that there are many things that they did not do.Failure is not terrible, what is terrible is not having the courage to bear failure.Shi Yuzhu has seen through these problems and surpassed the old view of judging heroes by success or failure, so that he can perform such a thrilling marketing legend in China's business world. Steadiness is a sign of maturity.Some people are stable in nature, while others become stable after suffering a big loss. Shi Yuzhu obviously belongs to the latter.Whether it is the Giant Building or the "Three Great Battles", the world has fully appreciated his lofty sentiments.After the fall, Shi Yuzhu's style of doing things also changed. If you use driving as a metaphor for running a company, then Shi Yuzhu undoubtedly drove a fast car in the era of giants in Zhuhai, and he was even racing fast.So what about him after his comeback?In his own words: "I think I'm still driving very slowly. Fast and slow can't just look at the growth of assets. I've made this analogy before, but it's actually mainly from the perspective of the company's debt ratio. If a company wants to develop at a high speed, the debt ratio is very high. If the speed is high and the development speed is too fast, accidents are easy to happen. Giant Network has been developing steadily, and the company has always emphasized safety. Another thing is that many companies are not as big as us, but they have many projects at once. We are the first project. After success, consider doing a second project and move forward little by little. In fact, the development of Giant’s business emphasizes the boutique strategy. We control the speed of driving, but after the foundation is laid, the actual speed is not slower than others , or even faster. Some people always want to drive fast, but they will crash if they don’t control well. On the whole, we are willing to drive more steadily.” Looking back at history, we will see that the giant collapsed within a week and owed more than 200 million yuan in debt. It went from shock to death almost instantly, and many people did not recover .Shi Yuzhu, who likes to "drive slowly", has obviously learned the lessons of the year. Using the human body as an analogy, the blood of an enterprise is cash.A person's blood is cut off, and he will soon die due to power exhaustion.Businesses are no exception.The price of blindly advancing is that a large amount of cash is used. If it cannot be recovered in time, it will cause excessive blood loss, ranging from paralysis to death.The failure of the Giant Building back then was due to the break of the capital chain.Shi Yuzhu concluded after the collapse of the halberd that less than 20% of the private enterprises 10 years ago still exist. The main problem with them is not poor management, but a financial crisis, which is the shortage of funds due to investment mistakes. Ultimately, the capital chain is broken.The failure of the Giant Building is a typical case. After learning the lesson, Shi Yuzhu attaches great importance to cash reserves, and only cash can make him feel safe.His success in the field of online games is not unrelated to this.After he paid off his debts, he still maintained a large amount of cash flow.The cash reserve of Giant Network exceeds the sum of NetEase, Shanda, Ninth City, Perfect World and other online game companies. No matter what the development situation of the enterprise is now, Shi Yuzhu reminds himself every day that "maybe it will go bankrupt tomorrow."Having had a tragic failure experience, his sense of crisis has obviously increased, and the original youth and frivolity have become mature and stable. During the "Three Great Battles", Shi Yuzhu expanded the number of health care products to 12, but in the past 10 years, he has only produced one product of melatonin.Even the golden partner, which was developed long ago, was not finally launched until 2002.These practices are all for safety reasons. Awareness of crisis determines the ability of enterprises to respond to environmental changes.The more an organization is satisfied with past achievements, the easier it is to lose its sense of crisis due to ignoring changes in the competitive environment.And the less the organization lacks the sense of crisis, the less willing it is to change, the less motivation to innovate, and the more likely it is to suffer setbacks in the torrent of competition. "Eat a ditch, gain a wisdom", Shi Yuzhu, who has experienced the cold winter, has become very cautious.When he was working on a project before, he only thought of making it bigger and stronger with passion, but now he always assumes in advance what will happen if it fails.Because of the psychological preparation for failure, the consideration of the problem will be more comprehensive and careful, and the risk will naturally be reduced. When working on a project, the more negative factors are considered, the more beneficial it is to the project.On the contrary, the simpler and less you think about before investing, the higher the probability of failure.For example, when making online games, Shi Yuzhu considered whether his financial situation could support him if the game failed.Then consider which factors may lead to failure, product, talent, market and other aspects should be taken into account, and then solve specific problems one by one.After so many rounds of inventory, the risk of the project is naturally reduced. It is especially worth mentioning that, in order to ensure that he would not make a big mistake due to overheating, Shi Yuzhu established a decision-making committee composed of 7 people within the giant investment company to vote on whether the nominated project should be done or not.This is very different from his previous militarized management and paternalistic style.Over the past few years, although many attractive opportunities such as cars and mobile phones have appeared in front of Shi Yuzhu, they were all rejected by the decision-making committee. High-speed development is the goal pursued by the enterprise, but survival is the premise and stability is the foundation.No matter how gorgeous and magnificent a house built on the beach is, no matter how fast it is built, it will eventually collapse.The development of an enterprise must also be done according to its ability, and it cannot be blindly advancing when the foundation is unstable, otherwise it will eventually lead to a big mistake and waste all previous efforts. When the giant company was first established, there were not many employees in the company. Shi Yuzhu controlled the company mainly by his entrepreneurial passion, that is, letting nature take its course and governing by doing nothing.And from the very beginning, Shi Yuzhu only trusted his own people and rarely used "airborne troops". Shi Yuzhu's reason for not using "airborne troops" is that internal personnel have a better understanding and inheritance of corporate culture, and their execution is more secure. MBA and overseas returnees do not understand China's national conditions, so it is difficult to fully integrate into the corporate culture. Shi Yuzhu trusts his comrades-in-arms and promotes "trustworthy" people to manage the company. The standard of trustworthiness is virtue and talent.His core team has always been stable, and they are all comrades who have shared weal and woe with him.As early as 2001 when he came back, Shi Yuzhu said that among the future "Shanghai Giants", people from the "Zhuhai Giants" period will account for half of the leadership. The key positions of the giant group are all people who have worked together with Shi Yuzhu.In Shi Yuzhu's view, internal employees are like tree roots growing from the ground. Words such as "ups and downs" and "turbulence" are often used by the outside world to describe Shi Yuzhu's entrepreneurship and life experience, but no one can deny that his "direct line" troops have always been very stable. Shi Yuzhu gave people the impression that he was a very serious person with a technical background who was almost paranoid, and he was domineering and not negotiable.But he seems to have a kind of magical power. When the "giant" fell, almost none of the more than 20 people in the whole team left him, and continued to follow him after dormant for several years and then made a comeback.From the earliest computer products to health care products to the current online games, almost the same group of people are planning and operating.Known as Shi Yuzhu's "Four Musketeers", Chen Guo, Fei Yongjun, Liu Wei, and Cheng Chen have always been very loyal.In the early days of Shi Yuzhu's second start-up, the people around him didn't receive any salary for a long time, but these four people never left, and followed him all the time. People can't help wondering, how did Shi Yuzhu "confuse" their minds? For this issue, the parties have the most say. Ji Xuefeng, the person in charge of the "Zhengtu" project, was one of the first batch of online game backbones that Shi Yuzhu dug up when he established Zhengtu Company, and he was also one of Shi Yuzhu's "new descendants".He explained: "The company is open and fair in all aspects. As long as there is strength, there will be opportunities. In management, we don't stick to too many rules. Everyone works hard when doing things, and small things don't stick to details. The whole The process can make people realize personal value. Many companies, including foreign companies, manage according to the rules, but they control people too rigidly.” After the failure of the Giant Building, Shi Yuzhu has always adhered to the "sixteen-character policy" in terms of team maintenance: indeterminate goals, careful argumentation, advancing step by step, and sticking to the end.This habit, along with the entire development process of "Zhengtu", plays an important role in maintaining the team's hard work and ensuring the company's forward development. Shi Yuzhu's affection for people may also be one of the reasons why he can keep people. In 2001, after the sales volume of melatonin exceeded 1.3 billion, Shi Yuzhu authorized Chen Guo to take care of the daily affairs of melatonin. Chen Guo was his "brother who slept on the upper bunk" when he was in college, and he was the general manager of Shanghai Jiante at that time. In 2002, Shi Yuzhu was in a meeting in Lanzhou when he suddenly heard that Chen Guo had an unfortunate car accident. He immediately put down the phone and flew back to Shanghai overnight. Finally, he saw Chen Guo for the last time in the hospital.This incident hit Shi Yuzhu harder than the failure of the giant building. He stopped all the company's businesses and specialized in dealing with Chen Guo's funeral.Afterwards, every Ching Ming Festival, he and the company's top management would go to visit Chen Guo's grave. On the one hand, Shi Yuzhu fully authorized the cadres and fully trusted them; on the other hand, he did not use "airborne troops".In this regard, he has done very successfully, and he will always adhere to this principle of employing people. Talent is the cornerstone of an enterprise.In today's global economic integration, the issue of talents has been raised to a higher position by enterprises.How to identify and retain talents is a very serious problem facing entrepreneurs.Letting go of a talent will not only damage your career, but may also create a competitor for yourself. Everyone knows this truth, but it is difficult to find a way to solve the talent problem well. The most important method used by Shi Yuzhu is to give employees high salaries.And he believes that when employees are paid high salaries, the cost of the enterprise is the lowest.When he commented on "Win in China", he said: "I have been in the sea for more than ten years. In summary, when employees are paid high wages, the cost is actually the lowest and the company's profit margin is the highest. If With a high salary, you are proactive in the relationship between you and him. If your salary is a bit higher than that of your competitors, I firmly believe that when you look back a year later, your profit margin will be the highest and your cost will be the highest. is the lowest." High wages may not be the biggest cost expenditure for a company, but it is the biggest income for employees, and it is also one of the most important factors that job seekers consider first.Planting phoenix trees will attract golden phoenixes. High wages can easily attract high-quality talents with both ability and political integrity. High-quality talents can easily achieve high efficiency and high benefits for enterprises, and high efficiency and high benefits can help reduce costs, increase profit. In the mid-1990s, after the first stage of the Brain Gold Campaign assessment was over, according to the system regulations, bonuses were required to be given to the managers who completed the tasks.Among them, the two managers of the Jiangsu and Zhejiang branches accumulated a personal bonus of 400,000 yuan, which was equivalent to a month's payment in the Guangdong market at that time.However, at the group office meeting, the financial manager pointed out that several branches had fraudulent payments, so it was suggested not to issue bonuses so quickly. In this situation, Shi Yuzhu was also stumped, he was a little embarrassed.Between example and system, between morale and opinion, he must make a choice.In the end, he resisted all opinions and decided to pay the bonus as usual.After the meeting, the finance company entered the commendation conference with heavy cash in his arms.At this time, all the employees were waiting, and even the security guards left their posts without authorization and came to the venue.As soon as the Finance appeared, the eyes of the audience turned from the rostrum to the Finance. There was silence at first, and then thunderous applause.The applause reflects everyone's admiration for Shi Yuzhu. During the melatonin period, employees worked crazily and worked overtime, of course, it was related to the stimulation of high salary incentives to employees.In addition, when employees work overtime, Shi Yuzhu will give bonuses of several thousand yuan from time to time to surprise the employees. The principle that Shi Yuzhu adheres to is: those who are able get more, as long as they can make contributions to the giant and do not object to asking for it, he will cultivate a group of rich people within the giant. In addition, Shi Yuzhu attaches great importance to the treatment of technical personnel. As early as the melatonin period, the company has stipulated that key technical personnel are not restricted by the company's level system, and as long as they have strong technical ability, they can get high remuneration.Later, when he switched to online games, Shi Yuzhu reapplied this model to the game development team. During the development of "Journey", Shi Yuzhu paid the entire R&D team a very high salary, which was very generous.He also pointed out that employees in the online game industry care more about money than in other industries.His method of keeping people with high salaries will make the R&D personnel feel that the remuneration given by the "Zhengtu" network is absolutely at the forefront of the entire industry. A person in charge of the "Zhengtu" network later admitted that the salary and stock options of the 20-person R&D team at that time were much higher than the general level of the industry. a bit higher.It can be seen that Shi Yuzhu has worked hard to break into this new field. Of course, Shi Yuzhu does not only focus on a few backbones, because other employees will feel unfair and even cause conflicts.After Giant Network went public, at the company's celebration banquet, Shi Yuzhu announced two news: one was to give each employee a gold coin; Afterwards, Shi Yuzhu said in an interview with the media: "When we first started this company, the same industry looked down on us, but now, we have become the company with the largest market value in this industry. Everyone is very happy in spirit, and in terms of treatment, We have issued options to all backbones and R&D personnel, and they can measure the value of their options immediately after listing. Now we have 21 billionaires and nearly 200 millionaires , everyone can improve their lives.” Salary incentives are not blindly giving employees high salaries. The success of this measure depends on whether employees can maximize their work efficiency.R&D personnel are the soul of an online game company.Shi Yuzhu's high salary for the research and development personnel of the "Zhengtu" network is very effective in retaining key employees and business backbones. This approach has reference value for many high-tech companies.In this industry, usually 80% of the performance is accomplished by 20% of the elite, and a few backbones determine the company's development.Giving benefits to these people is of great benefit to the development of the company. From Shi Yuzhu's practices and conversations, it can be felt that a good combination of salary rewards and internal incentive mechanisms will bring better benefits to the company.Although salary is not the only way to motivate employees, nor is it the best way, but it is a very important and easiest way to use.相对于内在激励，企业管理者更容易运用薪酬激励的方法，而且也较容易衡量其使用效果。 在珠海巨人脑黄金时代，巨人集团采用的是总公司-分公司体制。史玉柱每开发出一个生物工程新产品，就将其注册为一个有限责任公司。另外，产品经销网络也按各个区域注册为不同的有限责任公司。 各地的分公司都有独立的财权，现金流先经过销售分支机构和分公司才能到总公司。以经销商回款为例，回款必须先经过分公司，然后才能回到总公司。这样的做法降低了现金的流转速度，同时也会带来一些潜在的风险，如携款潜逃、分公司人员和经销商勾结制造坏账等。珠海巨人集团最后垮台倒闭，就与这种分公司制度有一定关系。巨人集团现金流出现问题时，媒体的报道引起了很多销售分公司经理的集体哗变。公司虽然有3亿多的应收款，但是由于现金流被截断，根本无法收回。墙倒众人推，几乎一夜之间，巨人集团就土崩瓦解了。 这个惨痛的教训，让史玉柱刻骨铭心。他承认自己要承担一定的责任，如公司总部的管理人员过少等，但粗放式管理是失败的重要原因。巨人过去的管理，看起来很精细，但没有可操作性。比如，公司要求分公司经理请人吃饭，超过500块钱就要报到总部审批。这看起来没什么问题，可以防止他们在外面乱花钱。但是，从外地汇总到总部批下来最快也要几个小时，而且由于总部不了解具体情况，很难作出正确的判断。 有了前车之鉴，史玉柱就不会再犯类似的错误。策划脑白金的时候，史玉柱为杜绝分公司财务独立可能引发的财务风险，决定不再设分公司，取而代之的是办事处。他在全国设立了300多个办事处，这些办事处既没有在当地注册，也没有对外独立签订合同的资格。办事处虽然有权和经销商谈价格，但最终的决定权还是掌握在总部，合同也是由总部来签订。总之，上海总部要永远保持和经销商的直接买卖关系。 关于广告价格，办事处可以自己去跟电视台谈，但是谈了之后要上报总部。总部如果觉得价格合适，再自己去和电视台直接签订合同。广告款也全部由总部直接汇给当地电视台，当地办事处只负责播出监控。办事处人事采取“越级”任命的方式，而不由顶头上司直接任命，比如省级任命县级办事处的人事，上海总部任命市级办事处的人事。这样做可以防止尾大不掉，产生小团体。 同时，由于办事处不具备独立的法人资格和独立的财权，因此公司货款直接由经销商打给总部，中间减少了分公司这一环节。这种设置不仅杜绝了分公司人员携款潜逃、制造坏账的可能性，而且大大加快了现金流转速度。总之，办事处的每一项设置都是为了避免分公司的缺陷。 这种制度下的工资发放也非常特别，史玉柱只给省级办事处的经理和副经理发工资。而其他人的工资，是靠提成来获得的，每卖一箱脑白金提成4%。省级经理用这4%的提成给市级办事处经理和副经理发工资，市级办事处往下也照此办理。这样一来，既有效控制了费用，又简化了和众多员工的关系，避免各级办事处人员盲目扩张。 脑白金的销售网络是中国保健品和医药行业最大的网络。当时巨人旗下建了档的销售终端共有5万个，包括药店和商店。业务员每天都要跑到这5万个销售终端，而且每周都要反馈每个终端的数据，其中包括竞争对手的销量。而在镇一级，脑白金和黄金搭档还有24万个销售终端。 此外，与巨人直接发生业务关系的一级经销商达2900个。如果新的产品要投放市场，可以同时在国内5万个销售终端上市，这就是价值。因此，对于脑白金的生命周期，史玉柱表示，5年之内他很有把握，而且还对其有10年的生命表示乐观。虽然有一些外资公司进来，对巨人集团有一定威胁，但外资公司与他们应该不会有直接的竞争。例如安利的消费者集中在高端，其产品利润很高，但是巨人不会去争这个目标消费群。 遍布全国的销售点也是开展售后工作的重要平台。在销售脑白金的时候，全国共设立了36家省级分支机构和128家办事处，每个点都有退休老医生从事售后服务工作。对老客户可以保证每个月电话回访一次，每3个月上门回访一次。脑白金通过这种地毯式的售后服务，充分保证了客户对产品的忠诚度。当然，巨大的成本也是在所难免的。据后来统计，仅花在老客户身上的人力成本就有几百万元之多。 从表面上看，脑白金的管理创新，只是着重于财务控制方面，即通过总部与经销商和媒体直接进行现金往来，销售分支不再具备现金流转中间站的作用，从根本上避免了销售分支可能带来的财务问题。但是本质上，史玉柱通过这种制度，实现了公司管理模式的全方位变革，涉及人事、渠道、广告等多个方面。