What does Haidilao Taiyuan open?

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Learn the wisdom of "Haidilao" (1)

In recent two years, Haidilao restaurant has become a hot phenomenon in the catering industry, attracting the attention of many media. Two professors from Guanghua School of Management, Peking University have conducted in-depth research on Haidilao for more than a year, and even sent "undercover" as waiters to summarize the management experience of Haidilao. A large number of enterprises in China belong to labor-intensive small and medium-sized enterprises, and their employees are often criticized for their long working hours, tired work, low pay and prominent labor-capital contradictions. This characteristic of China tells us that even in a low-tech industry like Hotpot, we can create enviable high morale, passionate staff and excellent performance. From 65438 to 0994, Zhang Yong, a welder in Sichuan Tractor Factory, set up four tables in Jianyang, his hometown, and sold mala Tang in his spare time. In the past 14 years, Haidilao has opened more than 30 stores in six provinces and cities nationwide, and Zhang Yong has become the chairman of more than 6,000 employees. Zhang Yong believes that people are the cornerstone of Haidilao business. The needs of guests are varied, and the waiters trained through processes and systems can reach the passing level at most. Undoubtedly, systems and processes play an important role in ensuring the quality of products and services, but at the same time they also suppress human nature, because they ignore the most valuable part of employees-the brain. Making employees strictly abide by rules and procedures is equivalent to hiring only his men. Under what circumstances can the brain be creative? Psychologists' research proves that the brain is the most creative when people concentrate. Therefore, waiters can be as attentive as themselves, which has become the basic business philosophy of Zhang Yong. How can employees feel at home in Haidilao? The answer is simple: treat employees as family. Haidilao employees live in regular houses, with air conditioning and heating, free Internet access, and walk for 20 minutes to the workplace. Not only that, Haidilao also hired people to clean the staff dormitory and change the sheets. Haidilao established Haidilao Boarding School in Jianyang, Sichuan, to solve the problem of children's education for employees. Haidilao also thought of the parents of employees, and part of the bonuses of outstanding employees were directly sent to their parents in their hometown by the company every month. In order to make employees' brains work, they must be empowered in addition to focusing on their work. The financial power of less than 2 million yuan is handed over to managers at all levels, and the waiters in Haidilao have the right to be free of charge. Whatever the reason, as long as the employees think it is necessary, they can send some dishes to the guests for free, and even avoid the cost of a meal. A clever manager can make employees' brains work for him. When an employee not only mechanically carries out the orders of his superiors, he is a manager. According to this definition, Haidilao is a company composed of 6000 managers.

People are gregarious animals, and they are born to pursue fairness. Haidilao knows that to make employees feel happy, we should not only provide good material treatment, but also make people feel fair. Haidilao not only gives dignity to these employees at the bottom of society, but also gives them hope. The executives of Haidilao are almost all waiters. These young people, like big children, manage hundreds of employees independently and create tens of millions of turnover every year. Employees who have no management ability can also be recognized through hard work. If ordinary employees make meritorious deeds, their salary income is only a little worse than that of the store manager. Haidilao calls the work of training qualified employees "making people". Zhang Yong regards the creation of talents as the cornerstone of Haidilao's development strategy. Haidilao's assessment of each store manager has only three indicators: customer satisfaction, employee enthusiasm and employee turnover rate. At the same time, all stores are required to be staffed according to the actual demand of 1 10% to provide personnel support for expansion. Haidilao, a people-oriented and steady development strategy, is worth learning from many domestic enterprises.

Beijing is the political and cultural center of China. Beijingers like hot pot, so almost all local hot pots can be found in Beijing except the traditional instant-boiled mutton. Chongqing spicy, Inner Mongolia fat beef, Guizhou pickled fish, Hong Kong-style seafood ... The competition is fierce, consumers laugh, and the owner of hot pot restaurant is sad. Many hot pot restaurants can't live in Beijing for three years. In February 2004, a little-known Sichuan hotpot restaurant also came to Beijing to join in the fun. At first, like all new stores, he didn't attract the attention of the industry at all. People are used to new entrants who are reckless. Not long after, colleagues found that diners lined up outside the dog days hot pot restaurant! You know, in the dog days in Beijing, the temperature often reaches 30 degrees. This is the weakest season for hot pot business. Many hot pot restaurants either provide other dishes or let some employees go home to rest. However, it is a miracle that this store has to "turn over Taiwan". The creator of this scheme is Haidilao.

Where is the immortal Haidilao with such ability? By what means did he win the favor of "well-informed" hotpot lovers in Beijing? Ask those diners who line up outside the door in dog days, why do you like fishing in the sea? "The service here is' abnormal'. Here, people wait for shoes and manicures, as well as fruit platters and drinks, as well as surfing the Internet, playing poker and playing chess, all for free! " "It's different from other restaurants here: it's easy to fog when eating hot pot glasses. They give you flannel, and girls with long hair will give you monkey tendons, still pink; When the mobile phone is placed on the table, it is easy to get dirty when eating hot pot. I will also give you a plastic cover for mobile phones. " "I can call my name the second time I go to the waiter, and I will know what I like to eat the third time. The waiter saw that I had a cold and quietly went to buy medicine for me. I feel at home. " ……

With these, you can stand in Beijing? Restaurant owners say it's easier to open one shop than two. Only when the three stores are immortal can they be competent. Some people are full of doubts, others are waiting to see the play. Soon the second store in Haidilao opened, which was equally popular. The third store and the fourth store ... In just four years, Haidilao opened 1 1 stores in one breath in Beijing, and none of them joined. As the saying goes, amateurs watch the excitement and experts watch the doorway. In 2006, Yum! China Company put the New Year's Eve dinner in Beijing Peony Garden Store in Haidilao, and said that the purpose of the New Year's Eve dinner was to "visit and learn". Delicious! Is the world's catering giant, KFC, Pizza Hut all over the world. At that time, there were only 20 stores in Haidilao. Zhang Yong, founder of Haidilao, said, "It's like an elephant learning from ants". The next day, at Yum's annual meeting. China and Zhang Yong were asked by these "elephant students" for three hours when they were invited to give a speech on how to motivate employees. All these aroused our research interest. In the past year, we interviewed managers at all levels in Haidilao, attended the company's management meeting, arranged research assistants to work as waiters in the store for a week, personally experienced the management and corporate culture of Haidilao, and verified some key issues. We also take several other restaurants in Beijing as reference research to explore the unique management wisdom of Haidilao.

Wisdom 1. Create differentiation with heart

From 65438 to 0994, Zhang Yong, a welder in Sichuan Tractor Factory, set up four tables in Jianyang, his hometown, and sold mala Tang in his spare time. "I won't decorate, I won't speculate in stocks, and the location of the store is chosen on the back of the street. At first, I didn't even know what a hairy belly was. If I want to live, I can only have a better attitude. What others want is faster, but what they are dissatisfied with is more smiles. I didn't know the tricks when I first started, and I often made mistakes. In order to satisfy customers, I send more than I sell. " Zhang Yong recalled, "As a result, everyone said that my cooking was not delicious, but everyone was willing to come." After half a year, a string of mala Tang for ten cents made Zhang Yong earn ten thousand yuan. This mala Tang is the predecessor of Haidilao. "If the guests are happy, they will praise you for your good taste, but if they think your attitude is cold, they will say that it tastes bad." Zhang Yong realized that catering and service were the key to success from the time he cooked mala Tang. After Mala Tang became a regular hotpot restaurant, its business was booming rapidly because of its unique service. 1999 One day, a Xi man came to a hot pot restaurant in Zhang Yong. He thought it was delicious. After eating, he said to Zhang Yong, "Let's open a restaurant in Xi 'an. Xi people like to eat hot pot very much. " In this way, Zhang Yong opened a second shop, and Haidilao went out of Sichuan. /kloc-In the past four years, Haidilao has opened more than 30 stores in six provinces across the country with more than 6,000 employees. Zhang Yong realized from the operation of Mala Tang and the first hot pot restaurant that the hot pot business is different from other businesses. Every guest here is half a chef, who not only prepares seasonings by himself, but also cooks various foods according to his own taste, so guests who eat hot pot need more services. In addition, due to the strong spicy stimulation of Sichuan hot pot, most guests can't actually tell the taste of different hot pot restaurants at the end of the meal. Therefore, in the case of similar location, price and environment, service quality is the most important factor for diners to turn back. Management is really a practical art. Zhang Yong, who didn't go to college or receive any management education, created his own service differentiation strategy in Jianyang, Sichuan before he knew what competition differentiation was, and successfully instilled this strategy into all front-line employees. How can we make customers feel different? Is to exceed the expectations of guests, so that people can enjoy services in Haidilao that can't be enjoyed in other hot pot restaurants. To do this, we should not only rely on standardized services, but also provide creative and personalized services according to each guest's preferences. From washing vegetables, ordering food, delivering vegetables, making chafing dish bottom material, taking guests to cook, cleaning and checking out, Zhang Yong, who has worked in every position in chafing dish restaurant, knows that the needs of guests are varied, and the waiters trained through processes and systems can reach the passing level at most. Undoubtedly, systems and processes play an important role in ensuring the quality of products and services, but at the same time they also suppress human nature, because they ignore the most valuable part of employees-the brain. Making employees strictly abide by rules and procedures is equivalent to hiring only his men. This is the most loss-making business, because human hands are the worst machines, and strength is nothing compared with the deviation and machinery of every movement. A person's most valuable thing is his brain, because he is creative. The purpose of service is to satisfy customers, but the requirements of customers are different. Some people want standard seasonings, while others like to make them themselves. Some people want two kinds of sauces, while others don't even want half. Some people like to rinse themselves, while others like the waiter to rinse for him. Some people don't like free sour plum soup. Can he drink a bowl of soybean milk for free? Can an old man with a bad mouth send a bowl of egg custard? It is impossible to satisfy customers completely by standardized processes and systems, and only by the first-line waiters and their own judgments. If you encounter problems that are not stipulated in the process and system, you need your brain to create them. For example, if the guest wants to eat ice cream, should the waiter go outside to buy it for him?

Under what circumstances can the brain create? Psychology has proved that the brain is the most creative when people concentrate on thinking. Therefore, it has become the basic business philosophy of Zhang Yong to let the waiters in Haidilao think of their own services.

Wisdom II. Treat employees as family.

Undoubtedly, systems and processes play an important role in ensuring the quality of products and services, but they also suppress human nature. So, how can we make employees responsible for Haidilao? Zhang Yong thinks it's simple enough: treat employees as family members. If the employees were your family, would you let them live in the city instead of the basement? No. But many waiters in Beijing restaurants just live in the basement and the boss lives upstairs. Haidilao employees live in formal rooms, with air conditioning and heating, TV and telephone, and free Internet access. The company also hired people to clean the dormitory and change the sheets. The standard for the company to rent a house for employees is to walk to the workplace for 20 minutes, because the traffic in Beijing is too complicated and the waiters work too long.

If your sisters come to work in Beijing for the first time from the countryside, you must be worried that they are unfamiliar with the road and will get lost; If you don't know the rules, you will be looked down upon by the city people. Therefore, the staff training of Haidilao not only includes the work content, but also includes how to understand the map of Beijing, how to use the flushing toilet, how to take the subway and how to cross the traffic lights ... When we were interviewed, the staff of Haidilao proudly said, "Our tooling is a set of good clothes with a price of 100 yuan, and the shoes are also famous brands-Li Ning!" Zhang Yong, who worked as a waiter, knows that the waiter's work doesn't look tired, but the workload is equivalent to walking 10 km every day. Your sister came all the way to work. What about the education of nephews and nieces? Without this arrangement, they can't concentrate on their work. As a result, Haidilao built a boarding school in Jianyang, Sichuan, because one third of Haidilao's employees came from Sichuan. Haidilao not only takes care of employees' children, but also thinks of employees' parents. Part of the bonus of outstanding employees is paid directly to the parents in their hometown by the company every month. Who doesn't want children to succeed? However, after all, only a few people return to China, and the money paid by the company every month makes these parents look good. China people are reserved, while China farmers are more reserved. They think they are self-righteous, but they say, "This kid is lucky to find a good company. The boss regards him as a brother!" " No wonder the employees are all called Zhang Yong Zhang Dage. If your sister gets married, can you watch the young couple separate? If my brother-in-law has no job, can you not worry about him? So Haidilao's personnel policy surprised human resources experts-encouraging couples to work in Haidilao at the same time and providing couples with subsidized houses. The recruitment procedure of Haidilao is also unique, which advocates internal recommendation, so more and more fellow villagers, classmates and relatives go to Haidilao to work together. In contrast, many companies regard the avoidance of relatives as an iron law. Why did Zhang Yong do this? Because he knows that there is not only affection between family members, but more importantly, trust. Brothers fight, fathers and sons fight. Sociology tells us that the moral level of most people in acquaintance circle is higher than that of strangers. You see, self-taught Haidilao won again. Treat employees as family members, and trust employees as family members. If your sisters go shopping for you, will you send someone to follow you? Of course not. Therefore, the vice president is responsible for the expenses of Haidilao below 2 million yuan, and they have no relatives or friends with Zhang Yong. The approval authority of the regional manager is 6,543,800 yuan+0,000 yuan, and any manager below 300,000 yuan can sign it. Zhang Yong, who is in his forties, is now in a state of semi-retirement. Authorization is so reassuring and bold that it is rare in private enterprises. If Zhang Yong's authorization to management is surprising, his trust in front-line employees is even more unbelievable to his peers. Haidilao frontline employees have order exemption. No matter what the reason, as long as the employees think it is necessary, they can send some dishes to the guests free of charge, and even have the right to waive the cost of a meal. In other restaurants, this right is at least for managers. A clever manager can make employees' brains work for him. To this end, in addition to letting employees concentrate on their work, they must also be empowered. Zhang Yong's logic is that customers always deal with waiters from the moment they enter the store to the moment they leave. If the guests are not satisfied with the service, they have to solve it through the manager, which will only make the customers more dissatisfied. Therefore, the right to solve problems can be given to front-line employees to eliminate customer dissatisfaction to the maximum extent. When an employee not only mechanically carries out the orders of his superiors, he is a manager. According to this definition, Haidilao employees are managers, and Haidilao is a company composed of 6,000 managers! No wonder Zhang Yong said, "Innovation is not deliberately promoted by Haidilao. We are just trying to create an environment where employees are willing to work, and the result is that innovation continues to emerge. " If you are a colleague of Haidilao, think about it. How can you compare with these 6,000 brains who are always thinking about how to innovate?

Wisdom three. Respect hope and fairness

Some people may ask, isn't Zhang Yong afraid of people using immunity for personal gain? This did happen, but rarely, those employees were investigated and fired for the second time. Two factors determine that front-line employees in Haidilao will not abuse their free rights.

Prevent loopholes in the system. In addition to the chief financial officer and engineering director, the management starts with waiters.

This policy is extreme, including the position of chef. The reason is that no matter how good your cooking is, you won't know what kind of kitchen support the waiter needs to serve the guests well unless you serve them yourself. Yuan Huaqiang, general manager of Beijing and Shanghai, who manages more than 3,000 employees, works as a doorman and waiter all the way. So far, he proudly said that I am a superb waiter and can take care of four tables at the same time. He and his managers at all levels know very well when they need to satisfy their guests in a free way. So, how do cheaters fool them?

Prevent system loopholes. Second, human self-discipline. Everyone has the duality of good and evil, and who has the upper hand is often caused by the living environment. Mencius has a saying: if you treat me as a brother, then I will treat you as a confidant; If you treat me like a dog or a horse, then I will treat you like a Chinese; If you treat me like dirt, then I treat you like an enemy. Haidilao treats employees as brothers and sisters, and employees naturally take care of Haidilao as their darling. In those stolen restaurants, the employees there may be despised like dirt. Put yourself in others' shoes. If you like this job and are grateful to this company, especially if you care about what your relatives, friends, classmates and fellow villagers think of you, are you willing to exchange it with a few hundred dollars? If you don't even have such trust in your employees, how can you expect them to give you their hearts? Of course, more importantly, the promotion system of Haidilao has made them see real hope. Any new employee has three promotion paths to choose from: management line-new employee-qualified employee-line employee-excellent employee-foreman-lobby manager-store manager-regional manager-regional manager; Technical line-new employees-qualified employees-level employees-advanced employees-model employees-model employees-meritorious employees logistics line-new employees-qualified employees-level employees-advanced employees-office staff or cashier-accounting, procurement, technology department, development department, etc. Education is no longer a necessary condition, and qualifications are no longer a necessary condition. This promotion policy of selecting talents in an eclectic way not only gives dignity to these employees at the bottom of society, but also opens a bright window in the hearts of these migrant workers who have never been to college: as long as I work hard, my life will have hope. For them, Yuan Huaqiang is a good example. He is a rural man, graduated from high school and joined Haidilao at the age of 19. He started as a janitor and is now the general manager in Beijing and Shanghai. He said: "As long as I am honest, diligent and upright, every employee in Haidilao can copy my experience." There are indeed many such examples. Lin Yi, the regional manager, is only 2 1 year old this year, and is in charge of Xidan and Peony Garden in Haidilao. Manager Rebecca is only 22 years old. Like big children, these young people manage hundreds of employees independently, receive thousands of customers every day and create tens of millions of turnover every year. They haven't been to college, but they have confidence on their faces that famous university graduates may not have. Employees who have no management ability can also be recognized through hard work. If it is a meritorious employee, the salary is only a little worse than that of the store manager. Don't neglect the role of an uncle who cleans toilets. If he is cheerful every day, it is an inspiration and education for all employees. Not only that, he will continue to bring out apprentices who can make the bathroom reach the clean level of Haidilao. Never think that it is easy to make the bathrooms in China restaurants smell free for 365 days a year.

Learn "Fishing at the Bottom of the Sea" (2)

People are gregarious animals, and they are born to pursue fairness. Happiness mainly comes from comparison with the same kind. If the pursuit of fairness is frustrated, such as the boss's brother-in-law bossing everyone around, colleagues get the highest bonus by their beautiful faces, and new college students become managers even if they don't know the serving procedure ... employees will definitely not feel happy. If people are unhappy, it is impossible to be friendly to others, let alone create. Haidilao knows that if the waiter wants to have a good attitude towards the guests, he must make the waiter feel happy. To make people feel happy, we should not only provide good material treatment, but also make people feel fair. The promotion system is the core guarantee of the differentiation strategy of Haidilao service. Because if the manager has never been a waiter, it is close to the stage to put himself in the other's shoes. Even people who go to the theatre can't fully understand the life pressure and pursuit of singing opera. Haidilao's promotion policy not only ensures that the management knows the waiter's warmth and coldness, but also makes ordinary employees feel fair, so they smile naturally and brightly. Social animals have empathy, and laughter and crying are contagious. That's why many customers say they have a good time eating in Haidilao, because their waiters are willing to laugh. You see, the value-added service of Haidilao shows that Haidilao not only has hot pot, but also makes you laugh, and even a thousand dollars can hardly buy a smile!

First, give priority to manufacturers.

People grow up day by day, and successful enterprises are never in one step. Driving all the way from Jianyang, Sichuan, to Beijing and Shanghai, Zhang Yong found that Haidilao was very competitive, so his strategic goal became "to open Haidilao to every corner of the country and become the first hot pot brand in China". According to the general business logic of chain operation, it seems not difficult for Haidilao, which has such a good development momentum, to become the first hot pot brand in China, because its business model, management team, central kitchen, raw material base, logistics system and service process have become increasingly mature. However, Haidilao not only has no bank loans, but even investment banks and private equity funds that come to the door don't want money. Zhang Yong said that if you use other people's money, you should open a shop according to other people's plans, but doing business is the same as being a man. Eat when you should eat and sleep when you should sleep. What you want is a realm! So from the first day to more than 30 stores, Haidilao has earned money from the hot pot business. In the words of investment bankers, Haidilao is purely endogenous growth. Zhang Yong thinks that expansion is a top priority, because he has an unsolved "heart disease". That is: all the practices of Haidilao can be copied by others, and only Haidilao people can't copy them, which is precisely the core competitiveness of Haidilao. But where can we find so many excellent employees? Don't think that just because they are all working girls from rural areas, they can do the same job and get the same salary. A person can fish at the bottom of the sea for 12 hours and say with a smile that he is not tired. If he works in another restaurant 10 hours, he will look sad. Yuan Huaqiang, only 28 years old, is the general manager of Haidilao in Beijing and Shanghai. There are more than 30 stores in Haidilao, including Beijing-Shanghai 16 stores, which shows how much Yuan Huaqiang is valued in the company. Yuan Huaqiang, a native of Yibin, Sichuan, was unable to go to college because of his poor family. He 19 years old left home to make a living, accidentally entered Haidilao and started as a doorman. Yuan Huaqiang is one of the achievements of Zhang Yong, chairman of Haidilao. People ask Zhang Yong, your business is so good, why don't you expand quickly? Zhang Yong will give an example: I only have one Yuan Huaqiang now, and it takes time for Haidilao to "make people". In fact, it takes more than time to build a Yuan Huaqiang. I asked Yuan Huaqiang, did you decide the location of each store? He said: Yes. I look at this baby face, and sometimes there is a common shyness of rural children. I thought it was not easy for local people to find a suitable place to open a restaurant in Beijing and Shanghai. Everyone who makes a restaurant knows: the place is right, and half of it is won. Each shop in Haidilao is thousands of square meters, and the decoration is at least several million, sometimes tens of millions. I asked again: Does your boss give advice? Yuan Huaqiang said: The boss only participates in and approves the master plan of how many stores to open each year. As for where to open a shop, when to open it and the standard of decoration, the regional manager is responsible. I asked: Is it difficult to choose a site? Yuan Huaqiang said with a smile, yes, when I first came to Beijing, I didn't believe in evil. I opened two stores in the south where the rent was cheap, but the business just didn't work and I couldn't get my investment back for two years. Now, if we learn well, we will open it in places where there are many restaurants in the east and north. Because there are many restaurants, let's prove the location is correct first. Even if the rent is high and the competition is fierce, we can still make money as long as we do better than our competitors. As a result, the stores we later opened in Beijing took up to one year, and some of them recovered their investment in half a year.