Professional book review that you can't learn in Haidilao

Recommendation 1: marine fishing mechanism

ning gaoning

Tie Ying is a scholar who has been a businessman, or he is a scholar businessman. He can always grasp the essence of management. He is always good at tracing all the technical theories of management back to the depths of human nature to torture. He doesn't like to confine his observation to the gorgeous board room. He prefers to ask what is the relationship between the boss and the employees and how everyone feels in the enterprise. When he goes to a restaurant, he prefers to look at the kitchen, and when he goes to a factory, he prefers to look at the workshop. He likes chatting with ordinary employees, and employees also like chatting with him. He can always find the "human" reason for the success or failure of an enterprise from the perspective of system design, and this reason is often right.

These characteristics make him different from people in academia and business. In recent years, he is not only a very popular professor in Peking University, but also creates many precedents for the combination of campus and enterprise. He also makes his observation and thinking more systematic, complete and spiritual. Many of his discoveries and perspectives make us feel the sustainable prosperity and innovation of enterprise management practice, and it is precisely because of his discoveries and perspectives that we have this book about Haidilao Restaurant.

When Tie Ying asked me to write a preface, I casually agreed, but after reading several chapters of his manuscript, I found it difficult to write this preface, because most enterprises didn't have what Tie Ying found in Haidilao. There are various reasons for the success of thousands of restaurants in China. Few people and beliefs have made such great efforts in a hot pot restaurant with a short history like Haidilao.

In order to find out what is going on in Haidilao, my wife and I quietly went to Haidilao to queue up for dinner on a cold night in Beijing. What we feel is a group of employees with different attitudes. They are optimistic, positive and have a strong sense of pride. Their smiling eyes convey sincerity. Welcome. They walk as fast as a trot and have a strong intention to satisfy you. From its price, to its lai pin, and then to other restaurants in that building, only Haidilao has to wait in line for an hour. I suddenly feel that Tie Ying has caught a very special research object this time, because there is something rare and precious in this object, which may be more and more important for enterprises in the future.

Most enterprises are not short of systems, and systems can also play a great role, but only systems can cause machinery and passivity; Most enterprises have rewards and punishments, of course, money plays a great role, but only rewards and punishments will cause exchange and separation; Many enterprises have ideas, visions and missions, but only these things that can be hung on the wall will cause a sense of form and emptiness. Only when these three things are properly put together can an enterprise be a complete management system.

What Tie Ying excavated from Haidilao was a combination of the three, among which Tie Ying paid more attention to spiritual things. I know this is Tie Ying's specialty and belief. I have a hunch that this book's refinement of spiritual factors based on human nature and psychology will help improve our understanding and management level of enterprises.

There is something invisible in an enterprise, but it can be felt everywhere. It can be called idea, culture or belief, and some people call it corporate religion. This kind of thing does not need to be built in isolation, nor can it be built in isolation. Every enterprise has its own, good and bad, because it is the result of all actions in enterprise management. Haidilao has established such a fascinating religion among employees. This belief was formed in the closed environment of Haidilao, which is different from the common practice of society outside the enterprise. Haidilao redefined the relationship between employees and enterprises, the relationship between bosses and employees, and of course changed the relationship between enterprises and customers. It may be that three contradictory parties have merged into one. Such a new relationship of trust and trust is formed. If you treat everyone as a good person, then everyone will really become a good person. Everyone hopes that the world will become better, and hopes that the world will really become better. Haidilao made such a risk-free attempt, but it was very successful. I don't know the boss of Haidilao. I think he must be a man with great love in his heart, because I think only people with great love will have the wisdom to transform the organization into this.

There are three things that Tie Ying didn't tell me, but I think it is very relevant to this book and should be written here. First, I heard that Tie Ying sent Peking University students to do undercover investigation on Haidilao in restaurants, and it took several months to get these first-hand materials. Second, I heard that Haidilao also sent hot pot takeout to the house. When people finished eating, the service staff even took away the garbage. Thirdly, by chance, I met the planner of this book-the editor of China Entrepreneur Magazine. He said, have you written the preface? Write quickly. People in our editorial department cried after reading the manuscript!

Foreword 2: Happiness makes Haidilao.

Shi Wang

Vanke Group has a property department. Property services are very different from real estate development. This is a labor-intensive industry. The high turnover rate of grass-roots employees is one of the most troublesome problems in this industry-last week, the security guard took the initiative to open the door for you with a shopping bag, and the new arrivals asked you to check the documents next week, which obviously reduced the customer's sense of quality. In Vanke, when customers buy products, the mention rate of property services is as high as 80%. In such a crucial link, the turnover rate of property service employees is as high as 50%. The reasons are nothing more than two aspects: lack of sense of accomplishment in work and lack of career development direction; The material return is not satisfactory, and there is no way to be rich in the future.

The pyramid structure of society is doomed to have the most "grass-roots employees" in every industry, with the property service industry as a typical example and the catering industry as a typical example. Most of the employees in these industries come from rural areas, most of them have only received junior high school education, and few of them have gone to college.

Due to social and personal reasons, these young people lost at the starting line, and it is difficult for them to enjoy the sense of happiness and accomplishment as a scarce resource in society. This is not a special case of China society. There was a similar situation in the United States about 100 years ago. 1914 65438+1On October 5th, Henry Ford Jr.' s company announced that it would reduce its working hours to eight hours, and at the same time, its salary would double to five dollars a day. He hopes that employees' income should be enough to enjoy the products it produces. The company needs to pay an extra100000 USD. Some economists criticized him for "misusing the spirit of the Bible in industrial places and using charity as a cover to win people's hearts". That year, Ford's profit increased by 200% to 30 million dollars, which expanded the consumers of automobiles, profoundly changed the ecology of an industry and completely changed the national spirit of the United States. Today, we all know that America is a country that lives on wheels. Cars have changed the lives of Americans and made them love the ideals and lifestyle of this country more.

Real entrepreneurs tend to think more comprehensively. They understand that if the institutional arrangements of society and enterprises prevent ordinary workers from enjoying their sense of happiness and accomplishment, such a system will be unsustainable.

However, is it possible for a single enterprise to solve this problem? Or can we just wait for the evolution of the economic environment and industry ecology of the whole country? The usual method is to impress grassroots employees with affection and warmth, which is similar to a soft brainwashing method. This method is effective in the short term, but it is difficult to last-because people can be bewitched for a while, but it is difficult to be bewitched for a lifetime.

Haidilao started from a national chain hotpot restaurant in Jianyang, Sichuan. Customers who have been to their store have several intuitive feelings: First, there are many customers, and it is common to queue up for two hours to eat a hot pot; Second, the service is good, the length of chopsticks is too long to make people hot, and there are hooks specially for spoons to ride on; Someone will shine your shoes when you are in line. Just as you were about to make a gesture at the dinner table, the waiter's little sister got the message. Third, the waiter keeps smiling. These business characteristics have become a hot topic in the field of business management. My old friend Mr. Huang Tieying wrote a book to explore these characteristics.

What is the secret of the success of Haidilao? I think Huang Tieying's summary focuses on one sentence: breeding without love is like raising pigs, and love without respect is like raising dogs. As for people, it is not enough to just give food and love, but also need respect. What is respect for people? See the boss bow and applaud the leader? That's respect for status and power. Respect for people is trust. Believe in your integrity, you won't be a thief; Believe in your ability, and you will be entrusted with a heavy responsibility. Only when people are trusted will they feel responsible. The only sign of trust is authorization-Haidilao gives material rewards to ordinary employees of hot pot restaurants, giving them "trust" and "authorization" so that they can reap happiness and a sense of accomplishment together.

Trust is not spoken, but done. Zhang Yong's signature right in Haidilao Company is more than 6,543.8+0,000; /kloc-below 0/10,000 is the responsibility of vice president, chief financial officer and regional manager; The bulk purchasing minister, engineering director and community manager have the right to sign 300,000 yuan; The manager has the right to sign 30,000 yuan. The book says that this bold authorization is rare in private enterprises, but I don't think it is the most important authorization. The most important authorization of Haidilao is for the grass-roots waiters: for whatever reason, as long as the employees think it is necessary, they can serve a dish or add a dish or even a meal to the guests.

This little detail embodies the mystery of the management of Haidilao. Zhang Yong, the boss who started as a waiter, understands that no matter whether a restaurant is famous or decorated, guests only deal with waiters from the time they enter the store to the time they leave, so the satisfaction of restaurant guests is basically in the hands of waiters. How can we serve our guests well? Then we should make good use of these ordinary employees on site and give full play to their talents. Quite simply, empower them and give them the power to make decisions. Huang Tieying concluded: If customers are not satisfied with the service in your restaurant, it should be solved by the manager, and the solution itself will increase customer dissatisfaction.

In general restaurants, customers don't talk about discounts with waiters when they check out. Why? After chatting for a long time, the busy waiter even hesitated to give a 98% discount because she wanted to see the face of the lobby manager. Whether this kind of discount is given or not, customers and restaurants will lose-customers will ask the manager for a discount and will not look at the restaurant.

This means that the waiters in Haidilao are managers, because this power is only available to managers of all restaurants. Drucker believes that whether an employee of an enterprise is a manager or not does not depend on whether he manages others. All employees who must adhere to their own goals and standards, make decisions and contribute to the organization are actually exercising the duties of managers. Obviously, in the management system of Haidilao, every grass-roots waiter is a "manager", which plays a key role in service quality and is very important to the company.

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

A few days ago, a colleague of Vanke Property Division wrote in Weibo: "The consulting company suggested that the per capita management area is too high, which is not good for employee satisfaction and customer satisfaction. Agreed! Efficiency is important, but isn't it social responsibility for labor-intensive industries to solve people's employment and stability? "

Vanke culture advocates equality, contract, sharing and tolerance, and its core is "respecting people". We respect each employee's personality, personal wishes and right to choose. Talent is the most important capital of Vanke. Over the past 27 years, we have embarked on a road of gathering talents. However, from the management case of Haidilao, I can see that there are many places worth learning from Vanke, especially Vanke Property, in the management concept and method of this new enterprise.

Foreword 3: If others are happy, they will be happy.

Zhang

Huang Tieying is going to publish a book again and invited me to write a preface for his book. Although I am not good at this, after reading this book, I still think it is worth writing.

This book tells the story of Haidilao, its management, talents and success. The story of Haidilao confirms the "market logic" I talked about.

In the book "The Logic of Market", I wrote: The so-called market is a system in which good or bad is decided by others, not by yourself. The basic logic of the market is that if a person wants to be happy, he must first make others happy. More generally speaking, self-interest benefits others first. For example, if producers want to make a profit, they must provide consumers with satisfactory products or services and create value for consumers; If entrepreneurs want employees to follow themselves and become the bosses of others, they must provide employees with good wages and working conditions, and bear joint responsibility for the behavior of the latter; If workers want to get jobs that can support their families and improve their lives, they must produce products that customers are willing to buy. Market competition is essentially a competition to create value for others. Enterprises that cannot create value for others will inevitably be eliminated in the competition. This logic of the market transforms the individual's pursuit of wealth and happiness into the driving force to create social wealth and promote social progress. Thus, with the rise of the western world in the past 200 years, China's economic miracle in the past 30 years has been produced!

Market is not only an invisible hand, but also an invisible eye. Invisible hands guide people to do the right things, and invisible eyes supervise people to do good things and build a good reputation. It is this invisible hand and eyes that enable strangers who are thousands of miles apart to cooperate with each other and provide services to each other, improving people's lives and promoting human progress.

As this book shows, the success of Haidilao is that it always takes the happiness of customers and employees as the premise of making money and puts credibility first. In Haidilao, customers are the real "bosses", and employees' job satisfaction is evaluated by customers; And employees can work happily, which is an important guarantee to make customers truly satisfied. This is easier said than done. This depends on a set of management methods and corporate culture, as well as the business philosophy and mind of business leaders. Haidilao did it!

This book consists of more than 50 short stories, each of which is a short story, but it is fascinating to read. Huang Tieying's previous books sold well, and I believe this book will sell well, because it brings happiness to readers!