Chapter 9 Chapter 3 Success depends on people

Many people think that the saying "it is up to man to make things happen, and heaven to make things happen" is very profound and reasonable.But Zhang Jindong thinks: success depends on people!Otherwise, under the same blue sky, why can some people accomplish things while others cannot?It can be seen that in the final analysis, the difference still lies in people. During the 20 years of development, Suning focused on and solved two problems around "people": First, for Suning, what kind of person is the person who makes things happen. Second, how can Suning obtain and make good use of such people.

In 2001, Suning opened a store in 40 days on average; in 2002, Suning opened a store in 20 days on average; in 2003, Suning opened a store in an average week; in 2004, Suning opened a store in 5 days on average; Open 1.7 stores in 1 day.Among them, on May 1, 2005, 22 Suning chain stores across the country opened at the same time. On May 1, 2006, Suning's chain development sped up again, and 32 new stores across the country opened at the same time, setting a record for the most stores opened in one day in China's home appliance chain industry. Unlike price wars, advertising wars, store wars, sales promotion wars and other hot "front" battles, the battle for talent among companies in China's home appliance chain industry is more like "a war without gunpowder."Corresponding to the rapid expansion of chain stores, the large-scale development of enterprises requires a large number of talents.The so-called chain, looking at it from another angle, is playing a huge "human sea tactic".It is reported that since 2002, the number of new employees in the national retail industry has exceeded 1 million every year.

Let's look at Suning's numbers: In 1990, Suning opened its first store on Ninghai Road in Nanjing, with only about 10 employees. Meng Xiangsheng, the current executive president of Suning, once said with emotion that when he first met Suning in 2001, there were only 7,000 people in Suning, but by 2005, it had grown to more than 70,000 people. 70000:7000, in just 5 years, Suning's team has increased by 9 times. In a blink of an eye, it was another five years. By August 2010, the total number of Suning employees exceeded 150,000.Compared with 2005, the total number has doubled again.

Take the Beijing region as an example. At the beginning of 2005, there were 2,500 employees. In 2006, the number increased to more than 3,000.In 2009, Beijing Suning opened 20 new stores and added 4,000 employees. Suning provides consumers with a full range of services integrating pre-sales, sales and after-sales.In Suning's chain system, the background staff engaged in services account for 2/3 of the company's total employees.Take 2005 as an example: 20 million sales, 15 million deliveries, 25 million after-sales operations, 60 million customer return visits, and 8 million telephone calls.Such a large service business volume requires a large number of excellent service personnel to provide high-quality services.To this end, Suning has more than 10,000 logistics, design, installation, commissioning, and maintenance personnel distributed in more than 150 chain service centers across the country.

Zhang Jindong said: "If you regard the development of Suning's chain stores as just opening stores, it would be wrong. The number of stores is only one aspect of chain competition, and chain competition will eventually return from the number of stores to the competition for operation quality. The key to operation quality It depends on the people, especially the general managers of subsidiaries, marketing managers, purchasing managers, development managers, store managers, marketing planning managers, financial managers, human resources managers and other middle and high-level management talents."

In Suning, every time a store is opened, there are at least 15 to 20 people required for the operation and management of a single store, from store managers, store manager assistants to department managers, purchasing personnel and financial personnel, and 1500 to 2000 people are required for 100 stores. Local companies and headquarters should also correspondingly increase 200 to 300 people for docking management.The goal of Suning's chain development "human sea tactics" is to introduce at least 30,000 employees every year, and more than 1,000 managers above the ministerial level.

In the past, everyone thought that the chain industry was only a labor-intensive enterprise, but with the application of information technology, low-education and simple labor-oriented talents can no longer meet the development requirements of the chain industry in the future, and their requirements for the quality of employees are getting higher and higher.In addition, Suning has entered the two overseas markets of Japan and Hong Kong, China, and needs a large number of talents with good language foundation, strong learning ability, and international management capabilities.This is undoubtedly a new challenge and pressure for Suning, the leader of China's home appliance chain industry!

In the development of Suning, the huge demand for personnel is of course a problem that needs to be faced and solved directly, but what kind of talents to use is conducive to the development of the enterprise is another problem that is both confusing and urgently needed to be clarified. Suning came up with the concept of insisting on using business managers through his own practice and exploration, requiring employees to first have a sense of dedication and pursuit, and closely link their own development with the development of the company. Professional managers originated in the United States, and have a relatively unified and clear concept in western developed countries. In 1841, because of the collision of two passenger trains, the Americans realized that the owners of railway enterprises were not capable of managing this kind of modern enterprise. Thus was born.

But in China, it was not until 1999 that Yao Jiqing was promoted to the positions of general manager of Guangdong Zhongshan Vantage Gas Appliances Co., Ltd. and the general manager of Vantage Group, a domestic gas stove giant, becoming the "No. It marked the prelude to the "performance" of Chinese professional managers in Chinese enterprises. Suning welcomes business managers and opposes professional managers with a part-time job mentality.As early as 2000, when it came to employment standards, Zhang Jindong clearly stated that professional managers should not be used.At that time, professional managers were being hyped up, and it was the most popular and marketable time, and there was even a wave of "MBA craze".Foreign-funded companies, especially IT companies, like to talk about this concept. They think that only professional managers are professional managers.Under the environment at that time, whether or not to use professional managers has almost become a sign and standard for evaluating whether the concept of business owners is advanced and open.

Why did Suning go against the trend and not use professional managers? In 2000, after Suning determined the national chain expansion strategy, a group of managers with high education and modern management experience, such as Sun Weimin, Jin Ming, Meng Xiangsheng, Ren Jun and other current Suning executives, began to stand out.At this stage, Suning is trying to realize the transition from personal ability to organizational ability, and it is in great need of talents with management experience. Therefore, it is also trying to introduce professional managers, MBAs, returnees and other senior talents in society.However, during the introduction process, these high-level talents with high expectations did not perform as well as what they wrote on their resumes and said in interviews.Could it be that Suning can't know people and make good use of them?With this question in mind, Zhang Jindong carefully observed the upstream manufacturers who were hiring professional managers at work.At that time, Skyworth, under the leadership of professional manager Lu Qianghua, was constantly creating sales myths.

Who is this legendary figure in the color TV industry, Lu Qianghua? Before 1996, Lu Qianghua was the sales general manager of Shanghai Radio and Television Co., Ltd. Because of the internal integration of Shanghai Radio and Television Group at that time, Lu Qianghua failed to propose a reorganization plan. In a fit of anger, he chose to leave Shenzhen and join the then little-known private enterprise Skyworth. Lu Qianghua has developed a highly centralized sales model in Skyworth. The products are priced uniformly by the headquarters, and each office is only responsible for sales, regardless of profit or loss. The more sales, the more cost support they get.This model quickly produced a strong effect. Skyworth's sales jumped from 700 million yuan in 1996 to 4.7 billion yuan in 2000, and entered the top five color TVs.At this time, Lu Qianghua had reached the pinnacle of his career, and he was also receiving great courtesy. When he was on a business trip, dealers from all over the country would drive to the airport to pick him up. On August 2, 2000, Huang Hongsheng promoted Lu Qianghua, who was the general manager of Skyworth China Regional Sales Headquarters at the time, to the managing director of Skyworth China, focusing on the listing of Skyworth.But for this appointment, Lu Qianghua believed that he was being ostracized, so he broke with Skyworth. On November 4, Lu Qianghua led more than 150 marketing elites of Original Wei to join Skyworth's competitor Gao Luhua.This move dropped a blockbuster to the industry, making Lu Qianghua the most controversial professional manager in China. Not to mention the controversy. Before long, Lu Qianghua sent an open letter to Skyworth's old department, accusing Skyworth's culture of "humanizing people." public opinion.Lu Qianghua’s series of actions caused an uproar within Skyworth: first, sales elites “mutinied” on a large scale, and a large amount of assets were lost; secondly, market resources were taken away, and half of the 4,000 dealers “surrendered” to Gao Luhua, and the rest Also "being in Cao Ying and heart in Han", Skyworth's marketing network that has been painstakingly managed for several years has almost collapsed. After Lu Qianghua joined Gaoluhua, in the sound of people's discussion, in just over a year, through the operation and operation, Xingaoluhua succeeded all the way, the production and sales of color TVs reached 1.8 million sets, and the sales volume reached 1.8 billion yuan, breaking into the world's top six in one fell swoop .At the same time, Lu Qianghua seized the opportunity to invest in the production of air conditioners, washing machines and other products, and initially carried out industrial layout.Even Lu Qianghua's new products are by no means idle. In some local markets, Xingao Luhua's air conditioners and washing machines have become strong challengers to local mainstream brands. However, just when people's doubts about Lu Qianghua gradually subsided, Lu Qianghua himself showed his "true character" again, which hit people's hearts: he woven a "relationship network" composed of his cronies in Gao Luhua's finances. Huang Shiling, the boss of Gao Luhua, called it an independent kingdom that "needles can't be inserted, and water can't be splashed". Even the financial supervisors appointed by Huang Shiling were turned away.Based on this, Huang Shiling believes that this is the root cause of the black hole of hundreds of millions of yuan in his finances, so he wants to supervise Lu Qianghua's finances, but Lu Qianghua refuses to provide the necessary audit assistance, and even goes so far as to connive at his cronies in charge of finances "playing missing". "... At that time, Huang Shiling ignored people's various moral criticisms against Lu Qianghua, and resolutely decided to use this most famous "problem professional manager" in order to revive Gao Luhua. But now, Lu Qianghua's old drama is repeated, and a new "Huanglu Controversy" has been set off again.So far, Lu Qianghua has become a professional manager who "fears" all the bosses. People are reflecting on such a question: Is Lu Qianghua extremely talented and unwilling to delegate power, or is his lack of professional ethics causing his behavior to be distorted?For such a "problem professional manager", should the society give more condemnation, or should it give him a new room for growth? Skyworth is an upstream supplier of Suning, and Suning once stated that "it will support Skyworth no matter what happens."However, the Lu Qianghua incident made Zhang Jindong have to think about it. The rapid development of enterprise chains requires a large number of talents. What kind of people should Suning employ? Professional managers like Lu Qianghua dare not use it, so what about MBAs and returnees? In the early days of the national chain development, Suning also used an MBA.In the process of employing people, they found that these people seem to be good in all aspects on the surface, but in actual work, they can't always complete the task well.In Suning, we must not only pay attention to the system process, but also learn to give full play to individual subjective initiative on the basis of the system process.MBAs and overseas returnees either have high vision but low power, or they are used to setting a goal and then closing themselves off to strive for themselves. Suning once recruited a master of business administration and gave him a corporate picture book to make.At that time, the leader of Suning thought that for such a simple job, a "highly talented student" like him should finish the task ahead of schedule.But things backfired. After the picture book project was launched, during the communication process, he talked a lot and put forward a lot of ideas, how about this part, how about that part, but they were all talkative, and he couldn’t come up with a specific and executable plan: in the end What is the main idea?Divided into how many sections?What subtopics are there in each forum?What are modules?How to arrange text and pictures?He didn't consider these most basic things about the enterprise picture album, but complained that the subordinates assigned to him were not manned enough and their level was not high enough to comprehend and make things according to his intention.In the end, a corporate picture book that could have been completed in two months was not completed after five months, which led to the replacement of the project.In this case, Suning gave him another chance and transferred him to another department for investment.As a result, in the course of his work, he still exposed the shortcoming of talking too much and doing too little. Although he had many ideas, he didn't put them into action. What impressed Zhang Jindong the most was that, once introduced by an acquaintance, he personally recruited an MBA and placed high expectations on her, but finally found out that it was his own wishful thinking.This MBA is very dedicated and dedicated in his work, and there is nothing to say about his drive.But she divides the work too clearly. No one else can take care of her affairs. If she asks about it, she will interfere with her work. She will never intervene in other people's affairs. humanlike. At that time, Suning donated 300,000 yuan to 150 impoverished college students from Jiangsu.After the Education Bureau provided the list, the job was handed over to her.As a result, half a year later, the money is still in her hands and has not been distributed. Suning’s senior management has also received many complaints about why the promised donation has not been fulfilled.For Suning, assuming social responsibility is not only the obligation of the enterprise, but also the internal need of enterprise development. How could it not be done?After checking, it turned out that the problem was stuck here: the financial department was responsible for sending the money, and the financial department required the school and the students who received the donation to send back the vouchers. She thought that since the financial department required this, then follow this process and system.Therefore, she is calling various schools every day to find out whether they have invoices and other vouchers to send back. She never thought about actively communicating with the financial department, and whether there is any other way to solve the issue of vouchers.Later, the finance department replaced the return vouchers of the school and the donors with post office remittance vouchers, which solved the problem very easily, and all donations were sent out quickly. Looking back at her work for more than half a year, it is not difficult to find that she has a strong sense and habit of a professional manager in her thinking.In many cases, for some professional managers, work is like an operation in a hospital. A team of doctors, anesthesiologists, nurses, etc., the anesthetist is only responsible for anesthesia, and the nurse is only responsible for arranging the equipment. , no meetings, no discussions, just do their own things according to their own procedures and processes.However, running a business cannot be like this. It is necessary to pay attention to division of labor and cooperation, rather than mechanically following procedures. In the end, he couldn't bear it anymore, so Zhang Jindong had no choice but to come forward in person and persuade the MBA, whom he had placed high hopes on at that time, to dismiss him. These made Zhang Jindong start to reflect.Zhang Jindong believes that talents represented by MBAs and overseas returnees take the enterprise too simply, think that they are great, forget to integrate with the enterprise, and cannot sink down and do things in a down-to-earth manner.As a company, of course, they hope that the newcomers can create value for the company in two or three years, but their eagerness for quick success makes them unable to sink for one or two years, and soon, their bright appearance is lost to Suning. attraction. What kind of people are professional managers?If you draw a sketch for them, they should have the following characteristics: take business management as a long-term career, and have certain professional qualities and abilities.In layman's terms, professional managers are a group of people who rely on ability and performance rather than qualifications.This kind of talent can be used when recruited, which can greatly save the cost of talent training. For many companies, recruiting professional managers is equivalent to holding gold ingots. Suning proposed not to use professional managers, so in Suning's view, what's wrong with professional managers? Suning believes that what a professional manager emphasizes is personal success. He needs to accumulate experience in different companies, sharpen himself, and needs to improve his self-worth through continuous job-hopping.What Suning emphasizes is that employees and enterprises develop together.Therefore, people who regard the enterprise's career as their personal career are Suning's most favored talents. In Zhang Jindong's view, the current Suning is a career platform for which more than 100,000 people are striving for, and it is in a period of rapid expansion, and this career platform will become bigger and bigger.Business cannot make money forever, and the business model will not remain unchanged. Only the pursuit of career can continue the development of an enterprise forever.Under such a concept, only business managers can build Suning's century-old career. So, what is a career manager? Zhang Jindong's standards are very clear.In his view, the business managers of an enterprise are a group of people who share similar values ​​and pure professional mentality; A career does not care about personal gains and losses, gains and losses; they also have professional professionalism, do not make mistakes that should not be made in their professional fields, and maintain consistent and stable work quality; they will not be as pushy as professional managers, they even They are willing to be unknown, but if it is the need of their career, they will try their best to play every public role well. To judge whether a person is a business manager or not, first of all, it depends on whether the person has ambition and pursuit, whether he can resist external temptation, whether he can withstand the setbacks of enterprise development, and whether he can live and die with the enterprise.If your motivation for working is only for money, you can only be a low-level employee.If you are a mid-to-high-level cadre, and the only motivation that drives your work, development, and enthusiasm for work is money, it is easy to go to extremes and be eager for quick success.Professional managers are people who manage their careers. What they pursue is to maximize their career value and minimize career risks. In terms of their positioning and role in the organization, high-level cadres are the drivers and "engines" of enterprise development. The "engine" needs to be motivated to do business by yourself. What motivates you is career, not just salary. Secondly, business managers really start from the perspective of business and are responsible for the long-term interests of the company.Professional managers can only take care of their own one-third of an acre of land, be responsible only for their own department responsibilities, and only be responsible for their own department's performance indicators.But the business manager is the ultimate person in charge of the work and must bear the ultimate responsibility.Sometimes, the problems you encounter do not occur in the department under your jurisdiction, nor are you within the scope of your responsibilities, but as long as the existence of this matter will affect the ultimate interests and goals of the company, you must ask about it.This is your business!Even though it is not under your jurisdiction, you should take the initiative to remind the relevant managers instead of shirking responsibility. Why does Suning emphasize both division of labor and shared responsibility?Because Suning people are not simply driven by the department's plan, performance indicators, and incentive system, but for a common cause.The success of this business depends on the platform of the entire enterprise. If there is a problem with this platform, the development of the business will undoubtedly encounter resistance.A common cause means that everyone must closely combine their personal career with the development of the enterprise. In 2010, Suning promulgated the school motto of Suning University.In the school motto, Suning explained the standards for business managers as follows: The first standard: based on the enterprise to achieve career From the perspective of work purpose and positioning, a career manager must first pursue his career ideals, and must closely integrate his career with the enterprise to seek development.Those who have no pursuit, or those who use the company as a tool to make short-term plans are not qualified business managers, so we base ourselves on the enterprise to develop our business, rather than using the enterprise to realize benefits. The second standard: Persistence and hard work, pioneering and innovative From the perspective of work behavior, business managers must have the dedication spirit of persistent struggle and dedication to their careers.At the same time, as a senior manager, it is not simply to do things, but also to constantly develop and innovate, to accept challenges bravely, and to lead the development of the system, instead of giving up halfway and sticking to the old ways. The third criterion: the courage to take ultimate responsibility From the perspective of work results and sense of responsibility, business managers should assume the ultimate, long-term, and overall responsibilities of the enterprise, instead of overemphasizing the division of labor like professional managers and only taking on "departmental affairs", leading to standard, long-term, and overall responsibilities. Narrow conception. Zhang Jindong said: "What an enterprise needs most is a good team, not just one or two capable people. If you only put the company's hope on one person, it will be very dangerous for the enterprise." As for the human team, Suning believes that good recruitment is the key. First quantify professional behavior.Suning has a quantifiable standard for recruiting managers and other management positions-it doesn't matter if you have worked in more than three companies within five years.During the recruitment process, select like-minded people with Suning. Secondly, for managers-level talents, the senior management of each system interviews in person. "Many interviews are done directly by our boss. We choose first, and after making a judgment, the following talents will intervene." This procedure seems to be contrary to the practice of many companies, but Suning insists: This is exactly what Suning is doing in practice. The valuable experience summed up in the process - the vision and perspective of the boss and his subordinates are completely different. They understand talents better and know how to grasp the needs of enterprises for talents. The vast majority of professional managers, when they enter a company, the first thing they talk about is "what about me", "what do I want to do", "what do you want to give me".Just three questions, nothing else.Once, a professional manager came to Suning to apply for a job. The first thing he said was: "I have already become a department manager. I will also be a department manager when I come to Suning. Is it okay?" To select candidates according to their own needs, applicants should ask what the company needs me to do and what value I can create for the company, not what I want and what you give me. Professional managers like to talk about conditions, asking for positions, remuneration, and benefits, and the requirements are very clear.But when it comes to performance, it will be said that the reasons for whether the performance is good or not are very complicated. There are problems of the enterprise itself, problems of the market, and problems of policies and opportunities.In turn, he also said, what do you give me, what do I give you, if I can't do it, I will leave.They always say this kind of thing, thinking that this is the highest level of their responsibility. In fact, for enterprises, this kind of thing is like a needle that pricks the nerve. If you don’t do it well, you can slap your ass and leave, leaving a mess Who will clean up?What should the enterprise do? As early as 2001, Zhang Jindong pointed out: "Being able to integrate into the company, identify with Suning, and share common values ​​with the company are the primary recruitment conditions, and this principle should be solidified as a standard." A person's ability can be improved, But the basic quality, especially the character, is difficult to change. When selecting talents, the first thing to consider is whether their values ​​can be integrated with the enterprise.Secondly, Suning's team is a pure team. What Suning wants is smart people, not shrewd people; what Suning wants is a team, not those who play tricks and cleverness, let alone those who destroy the team and create "little gangs" . Third, conduct a comprehensive understanding of the applicant's character, logical thinking ability, career intention and value orientation.The manager is not from Suning.The first criterion for Suning people is to be loyal to the enterprise.Loyalty to the enterprise emphasizes identification and integration.Once you join the big family of Suning, you have to take the affairs and problems of the company as your own, and put yourself in the company to consider the problems. You must know that everything you get is not given to you by anyone, but after joining Suning. , Relying on Suning's brand and system, creating value through business operations, and finally transforming corporate value into personal value. The main difference between professional managers and career managers lies in the integration of corporate culture.In terms of culture, values, and concepts, what business managers pursue is to be consistent with the company. No matter what they see or come into contact with, they must agree with the company.Just like when you fall in love with a person, you will love him for his strengths, but you also have to accept his weaknesses.If a woman falls in love with a man, but he has the disadvantage of smoking, the woman has to accept this disadvantage before she can marry him, and then try to get him to quit smoking after marriage. Professional managers often lack the recognition of corporate culture, and the direct consequence is that many conflicts arise between new and old employees in their daily work.Moreover, professional managers come more for money, and many of them have the mentality of "get it and go". Make money, and most of them will leave after a year or two.On the one hand, this has deteriorated the relationship between the company and its suppliers, and on the other hand, it has buried hidden dangers in the process of rapid expansion. In terms of the coordination of the interests of employees and the company, Suning clearly opposes two tendencies: one is to damage and sell the interests of the company in exchange for personal petty profits; Take personal interests as a measure of personal value.When personal career expectations are not met, these people will leave the company without hesitation once there is an opportunity for them to be promoted outside the company or to avoid career risks. Therefore, when Suning recruits managers, the human resources department first conducts a comprehensive understanding of the applicant's character, career intention and value orientation.Only when these items meet the standards can the relevant professional background and skills of the applicant be examined. Zhang Jindong said: "I can let go of everything, but there is one thing that cannot be let go, and that is human resources. Human resources are more important resources than monetary resources." Many people think that the crisis of an enterprise is a crisis of capital, but Zhang Jindong believes that the crisis that enterprises are really difficult to deal with is the crisis of talents.Suning's career development not only needs people and talents, but also needs talents that meet Suning's requirements. This requires the company to be able to design and manufacture a unique model to define talents.Just as the mold is usually designed and processed before the product is processed, Suning's talent concept is exactly such a mold. Suning's talent looks very simple, only 16 words - "Character first, ability moderate, dedication-oriented, team first". The so-called "personality priority" means that when Suning introduces talents, it first considers whether they are integrated with corporate values ​​and whether the employee's job behavior is in line with the fundamental interests of the company.If they cannot serve the enterprise loyally, such employees cannot be used no matter how capable they are. The so-called "moderate ability" does not mean "moderate ability", let alone not emphasizing ability, but means that when Suning introduces talents, it takes the requirements of the position as the basis and does not blindly pursue high education.Suning's development to today cannot be achieved by a single person with strong ability. The development of an enterprise depends on an excellent team rather than a certain person.Even if an individual's ability is outstanding, if he cannot integrate into the enterprise, he will not be able to complete the tasks assigned by his superiors well.The talents Suning needs must be capable and at the same time agree with the company's values. The concept of "moderate ability" is also different from the idea that many companies are afraid that they will not recruit the best, best, and most educated employees when recruiting people. What Suning has been looking for is the "rightman"—the right person, and will The right people are put in the right positions.Collins wrote in the book "From Good to Great": "People are the most important asset. In fact, this is wrong. The correct saying is 'people are not the most important asset, the right talent is the most important asset' .” Perhaps this is the best commentary on Suning’s view of “moderate ability”. To measure whether a person's ability is moderate mainly depends on his inner character traits and natural abilities, rather than what major he has studied, what background knowledge he has, and what practical skills he possesses.Because for Suning, the powerful man-made project will fully stimulate the potential of this person.Internal qualities are the key to determining a person's ability, and superficial stereotyped ability is not the most critical benchmark. "Appropriate ability" also means "the ability is suitable, and the person is determined by the position". According to the size of a person's ability, he is given a suitable position, and according to the different positions, he is looking for suitable talents. Through such positive and negative interactions to find To achieve the best match between talents and positions, so that every employee can devote himself to work with full enthusiasm. The so-called "dedication-based, team first" means that Suning requires employees to have a strong professionalism and create value for the company.Suning emphasizes teamwork, because Suning is a commercial circulation enterprise with its own service system. There are many sales and service links, and the operation process is long and complicated. Without the sincere cooperation of the team, it is impossible to do things well. In the seemingly simple 16 words of Suning Talent Watch, character is the basis for ability to be brought into play, as well as the basis for teamwork.The criterion for judging talents is the contribution to the enterprise, not the degree, qualifications or diplomas. In a word, contribution determines value.Suning's selection of talents emphasizes moderate ability. The introduction and allocation of all personnel must meet the job requirements and be reasonably matched. At the same time, it advocates division of labor and cooperation, and does not encourage individual heroism that is divorced from the collective.Dedication and team spirit are the basic requirements of Suning for its employees. Focusing on the long-term development of the chain business, Zhang Jindong believes that in the future, Suning needs more talents who recognize Suning's corporate culture, love Suning, and are willing to grow together with Suning.In order to attract more outstanding talents, we must use innovative ideas, scientific methods, and systematic processes to discover, cultivate, and use various talents.After years of summarization and refinement, in 2008, on the basis of "character first, ability moderate, dedication first, team first", Suning put forward the "seven standards" of Suning people, and required these seven standards to be written On the back of each employee's badge, it can use the corporate "model" to regulate the awareness and behavior of employees' daily work at any time: First: Love the company Second: love the team Third: love to work Fourth: Persistence and hard work Fifth: Practical and rigorous Sixth: Dedication and devotion Seventh: Act quickly The "seven standards" are divided into two parts: the first three emphasize thoughts and attitudes, and the last four emphasize codes of conduct. To love the enterprise, be loyal to the enterprise, and aspire to the long-term development of the enterprise, first of all, we must have the awareness of striving for the first, and work with passion and initiative.Secondly, I love the enterprise and integrate into the enterprise, which is also reflected in the understanding of the hardships of the company's entrepreneurship.Zhang Jindong said that Suning's career was hard-won, and it was achieved through bit by bit hard work.Only by deeply understanding the difficulty of starting a business and the difficulty of maintaining a business can we prevent the interests of the enterprise from being lost.Only when the enterprise develops well, the individual will have a better future. "Loving the team" is in the same line as "team first" in Suning's talent concept.No matter how good an individual is, he cannot be separated from the team.Suning is a large team of 150,000 people, and each employee is a "cell". Together, they constitute the large group of Suning and become the most powerful enterprise in the industry.An excellent store needs daring sales staff, skilled management backbones, down-to-earth and meticulous front-line staff, and the concerted efforts of the whole store.Every Suning employee, as a member of the team, has the most fundamental requirement to cherish the team as they cherish their own eyes, with both scientific division of labor and close cooperation.All Suning people know that if there is any secret to Suning's continuous development and strength, it is to have a united and cohesive team. Suning has such an employee: One day, he heard from a neighbor that his company wanted to buy 5 digital video cameras. He has been to several shopping malls to find out, but he has not yet made a final decision.After getting this information, he carefully prepared the product information, and used his lunch break to personally accompany his colleagues to visit this unit.After more than an hour of introduction, with professional knowledge and sincere attitude, he finally won the approval of the other party and made a deal on the spot, although this was not his job. Zhang Jindong said: "I like a simple life, and work is my greatest pleasure." One of the manifestations of loving work is to love and follow from the heart, not just for getting paid. In Suning, if you love your work, you must let yourself solve problems like an expert at work.Before taking up the job, accept strict professional training, including use, commissioning, repair, maintenance and derivative services.After taking up the post, they practice hard in their respective business positions, making professional knowledge and skills the "golden key" for solving specific problems. Suning advocates that personnel in various positions in the sales off-season should take turns to learn, so that one person can do more than one person, and can solve problems at any time during the "busy" period, reducing the time spent on dealing with problems.For example, tally workers practice follow-up delivery, understand the delivery process, and arrange for temporary vehicles to follow the delivery during the "busy" period, which can improve delivery efficiency and reduce customer complaints. Suning proposed that "service is the only product of Suning".In the service process, we must pay attention to details.服务的每一个细节，都具体反映了每一名服务人员的修养、素质、品质、性格和处世原则。服务态度决定了服务的效果，也直接反映了苏宁服务的水准。 苏宁的这一企业精神，是张近东亲自提出来的：“执著拼搏，永不言败，可以承认挫折，可以承认问题，但绝不承认失败，绝不容许放弃！这是我的个性，也是我最想给予苏宁全体员工的东西。”苏宁1990年创业时，最热销的是彩电，但因为购买需要彩电票，张近东只能无奈地“舍热逐冷”销售空调。在当时的条件下，苏宁的资源和机会处于弱势地位，后来为什么能成功？最核心的因素就是执著，对于事业的执著，一旦选定了自己的目标，不管外部有多少诱惑，遇到多少挫折，都坚定不移地走下去，直到最终实现目标。 张近东说：“'执著拼搏，永不言败'，这八个字是十几年前开始讲的，现在还在讲，并且还将继续讲下去。并不是只有重大、重要的工作才能体现出执著拼搏、永不言败的精神，任何工作都需要有进取心、责任心，都需要有永不服输的精神。因为'将许多平凡的事情做好，本身就是不平凡的'。” 20年来，苏宁在企业内部塑造了执著拼搏、踏实严谨的工作氛围，采取多种方式，不断加强员工思想教育，企业立志打造百年品牌，同时不断培育员工成长起来做事业经理人，与企业共同发展，共创价值。比如“1200工程”员工，早在入职培训时就通过到基层锻炼，来强化做事踏实的风格。 针对零售连锁业某些急功近利的风气和浮躁的做法，张近东说：“我觉得零售业是无法投机的行业，它需要踏实地去做，如果苏宁坚定地按照我们既定的目标做下去，优势是会不断扩大的。”苏宁人的每一项工作，都是百年苏宁的伟大工程之一。因为无论多么大的工程，都是由每一个细节的事情组成的，如果能把每一个细节的事情做好，最终的结果一定是最好的。 所有伟大的事业，都是千千万万人辛勤投入的结果；所有优秀的企业，都有一群敬业者夜以继日地奋斗着，每一滴汗水都将结出丰硕的果实。在工作中，苏宁人不仅服从，而且还非常投入。俗话说，“一份辛劳，一份收获”，投入是对自己工作的一种认可与认同。 王武军是渭南苏宁东风街店的一员，2005年7月入职后，经过培训进入信息部，负责信息系统的维护工作。不久，随着新系统的上线及组织架构整合，领导鼓励职能部门的人员转至一线销售岗位，增强销售队伍力量。转岗后，作为“新员工”，销售工作的难度可想而知。为了更快地了解销售流程，在销售工作上有所突破，他一方面从督导那里借来大量学习资料，一方面在现场跟促销员和营业员学习，只要有顾客光临空调柜组，他总是第一个迎上去热情接待，刚开始还需要其他人的配合，不久就可以独立完成销售了。 空调“大忙”结束后，由于他表现突出，加之彩电柜组对销售人员的需求，店长将他从空调柜组调到彩电柜组。当店长征求他本人意见时，他憨憨地笑着说：“那有啥问题？彩电现在缺人，我服从安排。” 因为投入，所以杰出。经过历练，王武军对销售技巧的应用越来越得心应手，业绩突出，屡屡得到领导及同事的好评与赞赏。 速度就是力量。一架装载有400名旅客的波音747客机，重量达好几百吨。当它滑上跑道，加速滑行之后，就能一飞冲天，这就是速度的力量。速度就是机会、就是胜利，百米跨栏赛场上，刘翔就是以百分之几秒的速度优势领先对手撞线，成为“世界飞人”。 苏宁人的工作作风就是“迅速反应，马上行动”，在快速工作中发现问题、寻找办法、排除障碍，即在运动中解决问题。面对任何问题和困难，不等待、不拖拉、不推卸，更不能找理由、找借口，行动解决一切。其实，很多问题只要快速行动，就可以迎刃而解。 苏宁如今有15万名员工，每人每天浪费1分钟的时间，那就是150000分钟，换算一下：150000分钟约为2500小时，按每天8小时工作制计算，约312.5天，这是多大的浪费！所以，面对的工作再庞杂，任务再艰巨，也要快速行动。而行动速度的快与慢，关键在于速度意识。快速思考，用最快的速度理解任务，寻找思路，迅速行动，无疑是制胜的关键。 从“四个标准”到“七个标准”，我们可以看到苏宁对人才要求有两个方面的发展变化： 一是“三热爱”强调感情上对苏宁的投入与融入。的确，无论是在工作中还是生活中，只有“热爱”才会有自觉自愿、无怨无悔的投入，才会有全力以赴的行动，才会有对结果的执著追求，才会有始终如一的昂扬激情。如果到苏宁来只是为了谋取一份维持生计的工作，他的工作动力是十分有限的，其行为结果也可想而知。 二是突出了对工作精神、工作作风的要求。是否是人才，是怎样的人才，必须通过工作的过程和结果来体现。苏宁重视结果，但同样重视过程。因为过程是结果的保证，没有拼搏的工作精神、踏实严谨、迅速行动的工作作风，要想获得好的业绩结果，只能靠碰运气。 通过这两个方面的变化，我们深切感受到，成为行业领跑者后的苏宁，面对未来的竞争和发展，更加重视人才，更加讲求以人为本，用人制胜。 连锁经营的核心就是“复制”自己的经营管理模式，连锁经营能否成功，取决于“复制”是否走样、“复制”速度的快慢、“复制”成本的高低。因此，连锁企业就好比复印机，经营管理模式就好比是所需复制的文件。一台好的复印机，可以将文件清晰而快速地复制出来；一台差的复印机，则未必能做到。而决定这台“复印机”好坏的，就是连锁人才。 2002年，苏宁在全国连锁发展进入“批量生产”阶段，为了满足对人才的大规模需求，苏宁创造性地打造了一个行业内独一无二的人才培养培养体系——人才大规模定制化培养。张近东说：“现在有许多产品是用流水线方式生产出来的，我看我们也可以打造一条特殊的人才流水生产线，专门生产人才。” 苏宁连锁事业需要大量定制化的人才。作为行业领跑者，解决对人才的需求，单纯依靠外部引进，无论从数量、质量及企业文化的认同上，都是不现实的，因此，只有自主培养。在此目标下，苏宁建立了自己的培训体系：一是培训基地——即针对中高层的苏宁大学和针对普通员工的雨花培训基地；二是培训中心——在全国五个重点区域南京、北京、上海、广州、重庆设立培训中心，其培训教学活动辐射周边；三是培训点——在全国各B类以上的公司设立培训点。 而被外界称为“人才生产流水线”的苏宁式培训，分为三大类：一是所有新员工必须接受的入职培训，二是岗位职业资级培训，三是在职员工绩效培训。其中新员工入职培训一定要过“三关”——即企业文化关、制度流程关和经验技能关。只有过了这三关，才能成为一个真正意义上的苏宁人。而要过这三关，必须经过以下四个流程： 流程一：格式化——企业文化关 “格式化”是新人转变为苏宁人的第一步，即为了让新员工能够快速地理解企业的文化和价值观，并切实地转变为日后工作中的习惯、标准，新进学员必须参加集中的高密度企业文化学习，理解的要接受，不理解的要先接受后理解。这一过程尽可能地“抹掉”员工之前的历史记忆，犹如对计算机硬盘进行格式化一样。过去的身份、地位、处事原则、个人工作风格等等都已成为过去，你的事业已经揭开新的一页。进入苏宁后，就意味着你在工作过程中要严格按照苏宁的文化和价值观行事，而苏宁的文化价值观则成为你未来工作的原则和标准。 流程二：培训考试——制度流程关 过了企业文化关后，新员工由各执行部门进一步培训，帮助其了解公司的各项流程标准。苏宁非常强调制度的执行，公司认为只有严格执行流程标准制度，才能百分之百地为客户提供优质的服务。为了保证培训效果，在这些学习和培训之后，新员工还要参加严格的考试，没有通过的要继续学习，直到真正地学会、弄懂、记牢为止，否则就有可能会被辞退。 流程三：轮岗实习——经验技能关 新员工到四大终端（即连锁店、物流中心、售后中心、客服中心）轮岗实习两个月，与消费者直接接触。这一过程中，还要经过苏宁著名的销售旺季“大忙”的洗礼，在执行过程中对苏宁的文化、具体岗位的操作方式作进一步深入地了解，直至熟练运用。 新员工轮岗实习最令人难忘的要数客服中心，因为在这里，每天各种繁杂的工作有时压得人喘不过气来，接听电话、回访用户、制作报表、核对数据、完成各种报告文件、保持与各部门沟通合作……忙的时候一连十几天都不能休息。客服部的员工抱怨过累，抱怨过忙，抱怨过压力大，但她们依然坚持用自己甜美的声音为成千上万的用户排忧解难——“一个电话、一份温情、一路放心”。举个简单的例子，回访用户送货情况时，如果用户购买的是空调，但没有注明安装时间，客服要想到问一下用户的安装时间，是目前不需要，还是公司漏输单或者漏改单了。类似这样的小问题一个接一个，没有惊天动地，甚至非常枯燥乏味，令人厌烦，然而，正是这样的环境，才能磨炼出新员工的细心、耐心、热心、恒心，特别是持续的热情和激情。 流程四：传、帮、带——强化固化经验与技能 在苏宁，老员工都有一项不可推卸的做师傅的责任，他们必须点对点、人对人地指导、教练、督促新员工，帮助他们快速地融入到苏宁大家庭，成为一个合格的苏宁人。 对作业岗位的新员工来说，师傅传授的主要是作业的技能技巧。而对管理岗位的新员工来说，师傅带徒弟，更多的是体现在“挂职培训”上，即新员工做副职，让正职带着做，围绕组织架构学管理经验，深层次理解企业文化。 传、帮、带这种看上去简单甚至传统的方法，被很多现代企业认为是过时甚至不屑一顾的东西。然而，正是它，成为苏宁制度、流程、工作知识和技能学习与传授的有效方式之一，尤其是在文化的传承上。 有一位新员工在他的日记中这样写道—— “以前，有人问我谁是最可爱的人，我并不知道怎样回答，现在，我可以告诉你，是我的师傅！” 只有顺利通过上述四个流程，新员工才会被分配到各个管理职能部门或各个终端开始工作。 美国心理学家马斯洛提出人有五大基本需要：生理需要、安全需要、爱的需要、尊重的需要、自我实现的需要。员工实现了最基本的几个层次的需要后，企业能否满足其更高的需求，才是能否留住人才的根本。 苏宁不但帮“1200工程”员工梳理了从毕业到此后7年的发展路径，而且要求各体系各大区，在各岗位人群分析的基础上，思考其员工从进公司到成为一个中高管的成长路径。由此，产生了“百名店长工程”、“千名维修技术蓝领工程”、“中高层管理梯队工程”、“销售突击队”等一系列人才梯队工程，在实施过程中，不但用工业化的方式加速标准化人才的打造，“批量生产”“苏宁化”的人才，还为更多年轻人提供了成就事业、实现价值的平台。 梯队培训就是帮助员工晋升后适应更高职位工作的培训，其特点是分体系、分层级并与绩效考核紧密挂钩。苏宁要求每位新提拔上来的干部，都必须进入到上一级部门进行相应的培训，部长级别的要回到总部，其他的干部至少要到大区或当地的公司进行培训。内容涵盖军训、体能、公共课程、各个体系专业课程、各实践基地实践学习和实际操作等系统培训，安排轮岗实践学习和挂职锻炼，学员轮岗和挂职锻炼，由总部梯队项目部统一监管和考核评估。 梯队项目启动以来，先后为公司培训了1000多名中层管理人员，为连锁事业的快速发展，提供了强有力的支持。 “百名店长工程” 随着全国连锁的快速推进，苏宁对人才的需求逐年加大。2004年8月，继“1200工程”之后，又推出“百名店长工程”。专门针对苏宁连锁快速发展中店面管理人员的缺口进行人员招聘和培训，通过外部招聘和内部选拔的方式，从全国上千名高素质的商界精英中挑选出160名优秀人才。 “百名店长工程”一期集训约200个课时，课程内容包括军事训练、企业公共知识和连锁店专业知识。至2004年年底，“百名店长工程”共储备了100名优秀的连锁店长。这些储备店长，成为苏宁2006年以1.5天开一家店的速度在全国开店的有生力量。 按照工程的相关要求，“百名店长工程”项目组在苏宁总部直接领导下，以打造中国最优秀的连锁管理精英为目标，全面而持续地开展苏宁连锁店店长招聘和在职店长的培养考核工作，以确保每年向企业提供300～400名思想作风过硬、业务熟练、管理高效的优秀连锁店长。 如今，“百名店长工程”项目的组织架构和各项制度流程日臻完善，形成了涵盖“连管部经理”、“各业态店面店长”、“督导”的三个子项目的项目体系；建立了完整的课程体系开发能力与内部讲师队伍。同时在组织体系建设方面，已经构建了连锁店体系与人力资源体系联合，从总部到大区、子公司、连锁店的“双体系联合垂直管理的项目组织架构”。 苏宁的一名店长说：店长在苏宁的定位，除了是一个强有力的执行者外，还是一个中坚管理者，更是一个经营者。2007年以前，苏宁强调执行，但从2007年开始，苏宁对店长的要求是全面管理，门店实行店长责任制。作为店长，对经营、运营、人员、安全、市场行情都需要关注。既要执行，又要管理，更需要自主化经营，保障利润。 张近东与在职店长轮训班、店长储备培训班学员沟通时指出：店面是公司的经营工作的核心，连锁店承担实现销售、创造利润、塑造品牌的重要职责，是公司所有工作的立足点，企业所有的经营成果都要由店面来实现。 “店长就是未来的子公司老总”。随着公司连锁发展的不断扩大和深入，子公司的主要职责已经开始转变为纯粹以销售为核心任务。而在店长这个平台上，可以全面了解公司的管理情况，市场需求也可以从店长那里得到最及时、最直接、最全面的反馈。店长能够把公司的对内与对外工作结合起来，是企业中最有发展空间的岗位。 随着整个连锁企业的发展，竞争重点已从店面规模转移到单店赢利能力上，店面的管理是决定其赢利能力的关键因素之一，而店面的最高管理者正是店长。以变应变，苏宁对“百名店长工程”的规模和质量也提出了更高的要求。 为了培养店长综合、多面的管理能力，苏宁的店长培训体系既注重理论知识的传授，更强调实践的重要意义。整个培训课程在强调专业细分的同时，与实践的结合也十分紧密，类似《如何组织和安排重大活动》、《如何提高现场销售人员的积极性》这样的实战性讲座在课程中占了很大比例。具有丰富实战经验的讲师们会从实际工作经验出发，针对促销活动的市场策划、组织安排、落实重点、现场调控和突发事件的应对之策等方面进行指导，并对需要重点关注的内容进行案例分析。 “千名维修技术蓝领工程” 如果说“1200工程”培养的是苏宁未来的中流砥柱，那么，“千名维修技术蓝领工程”培养的无疑是苏宁发展底层的基石。因为，越来越多的家电产品被挂到墙上，安装质量的好坏，成为消费者关注的重点。“千名维修技术蓝领工程”作为苏宁打造的全国售后维修“正规军”，正好满足了消费者不断升级的服务需求。 2003年，延续“1200工程”项目的操作思路及经验，苏宁启动了“千名维修技术蓝领工程”计划，通过与职业培训学校合作引进学生、与民政厅合作引进复员军人、从社会招聘成熟的技术工人三种方式，在苏宁的人才方阵中，组建了一支家电维修人员梯队，以增强服务能力、提高服务质量、扩大服务内容、增加服务利润等长远的目标为出发点，建立起一套苏宁维修技术队伍培养模式。 这一人才方阵的特殊性，导致其培训模式与传统的培训有很大的差别。其差别主要表现为以下两点： 其一，在培训内容方面注重动作分解、操作训练和情景模拟。 其二，在考核方面，对所有学员进行资格认证，予以定级。 著名的美国西点军校对违反学校校规的一切行为毫不留情，轻则记过、罚步操，重则开除。刚刚进入苏宁培训基地的“准蓝领工人”，读的第一本书就是《西点军规》。苏宁很清楚，要打造一支优秀的“蓝色人才”方阵，必须要用铁的纪律、钢的制度，经过“高炉式”的磨炼。为了提高“准蓝领工人”的职业素质，培训期间，加强了严格的日常生活管理，每天早上6点起床号一响，所有工人必须立即起床，做个人卫生，整理内务，然后出早操。7点30分到12点全是训练时间，中间不准休息。下午要进行1小时的企业文化课，其余时间全都是实际操练。晚饭后休息30分钟就得上晚自习，自习方式是教官讲解苏宁纪律、苏宁劳动规范，宣布当天违纪人员及处分情况；教员总结当天训练结果、分析存在问题，“准蓝领工人”们也可提出疑问，现场解答，还可以进行实物操练，现场动手，排除故障。 培训期间，每批“准蓝领工人”，还设定了20％的强制淘汰率。按照每批工人的总数进行排名，凡是排名靠后的都无条件淘汰。被淘汰的人员可以进入下一轮培训，直到合格为止。这种残酷的淘汰是一种压力，更是强大的动力，造就了一批批优秀的苏宁“蓝领工人”。 世界知名商业咨询公司世邦魏理仕发布的一份调查显示，中国零售市场的国际化程度位列全球第九。该报告显示，目前全球排名前250名的零售商中，2006年年底进入中国的只有41家，2007年已有100家进入中国。面对“狼来了”的中国零售市场局面，张近东敏锐地意识到，中国家电连锁业以规模化为主的发展模式已经到了一个新的历史拐点，即迈入后规模化时代，业内企业必须开始考虑全新的可持续发展模式。为此，2008年，苏宁开启全国服务维修工程师认证的工作，旨在培养大批业务精良的工程师，积极应对本地“国际化战争”。 苏宁近5000名安装服务人员和1000名维修人员参加了第一届工程师资质的认证，100%持证上岗。 5000名安装技师专业化资质认证共涉及六大品类，包括空调、中央空调、生活电器、冰箱、洗衣机、平板电视和电脑。通过理论和实践操作的培训考核，达到评定标准的高级安装工程师约占20%，中级安装工程师占30%，初级安装工程师占50%。 1000名维修服务人员参与考核认证，其中10%参加国家高级维修工程师的资质认证培训，通过国家资质认证机构共同对苏宁的高级工程师进行系统培训，使他们能够取得国家认证后的正规资质证书；20%高级维修服务人员取得苏宁的高级维修工程师资质；30%取得中级维修资质认证；40%取得维修工程师资质。 现在，每年的3、4月及10、11月是苏宁企业内部全国售后服务工程师春秋两季定级考核的月份，这期间，全国售后服务的技术人员都必须集中接受封闭式的提升专业知识、服务技能及实际操作能力的培训与考核，获得各岗位资质等级证书后方可返回岗位。这种在大量实践基础上总结出来的模式非常实用、效果显著，极大地提高了技术人员售后安装与维修的能力。 2009年5月15日，为迎接全国“服务日”创立一周年，苏宁在全国推出“服务管理师”认证工程，也顺势启动了新一轮的人员技能培训。课程包含了企业售后服务的核心要素、服务质量管理、企业售后服务体系的建设及完善等诸多方面，从法律和实践的角度剖析点评典型案例，采用专业理论和实务操作相结合的教学手段，为学员提供一整套便于理解、易于掌握、操作性强的售后服务方法与技巧。在此次培训结束后，