A cross-border e-commerce company in Ningbo, 1 year earned 600 million yuan by this model.

The law of 150 was mentioned in A Brief History of Mankind, that is, when the community exceeds 150, the connectivity will decrease, and communication and cooperation between employees will become more and more difficult. Focusing on cross-border e-commerce companies, with the continuous development and growth of the company, the number of teams can easily break through this upper limit. Faced with the current problems of team expansion, rising management costs and stagnant efficiency, how can an enterprise make every employee fight for a long time to maximize efficiency?

Cage, deputy general manager of Ningbo Tianqi E-Commerce Co., Ltd. told Hugo.com that the so-called fission entrepreneurship is also called amoeba management, that is, elite employees are selected to set up a new company, with the leadership of each amoeba as the core, and the corresponding team operating funds and necessary resources to make it a real shareholder or partner, and the goal is achieved by the efforts of all members. Each amoeba will also operate independently and settle accounts independently, which is a form in which the business team is split into subsidiaries to be responsible for their own profits and losses. It is precisely because of the effective use of this model that the company's annual revenue reaches 600 million yuan.

So is fission entrepreneurship suitable for cross-border e-commerce companies? Cage analyzed that cross-border e-commerce operations mainly include four key elements-capital, team, products and logistics. "Based on the cross-border e-commerce channel model, it involves complex operations of multiple platforms, multiple accounts and multiple categories. There are dozens to hundreds of enterprises and thousands of big sellers. How to do team building and management well has always been a long-standing problem for cross-border e-commerce companies. "

In fact, two obstacles faced by cross-border e-commerce enterprises are insurmountable: one is the lack of industry professionals, and the other is the serious brain drain. Even some operators leave their jobs to start businesses and become competitors with their former "old owners".

"The reason is that cross-border e-commerce SMEs have not carried out systematic team building and process management. An employee is responsible for almost all the work, so it is understandable that enterprises will cultivate generalists and eventually become their own competitors. On the other hand, cross-border e-commerce involves many links and complicated positions. Few cases can be found out how the team is organized and operated efficiently. The amoeba operation model just fits the characteristics of cross-border e-commerce companies. "

Ningbo Tianqi Co., Ltd. is one of the cross-border e-commerce enterprises that have successfully used amoeba operation management and achieved fruitful results. According to its disclosure, fission business operation mainly includes the following steps:

First of all, the parent company should be a fission template company, so that the following fission companies can establish a new company with reference to the template company.

Then, on the basis of the company's existing employees, five or six elite employees who have outstanding performance in business and operation are selected as the leaders of Amoeba, and corresponding employees are equipped to help them achieve their performance goals.

Furthermore, let fission startups focus on the operation of the company. For example, in the current Wish project, the fission company only delves into the platform, concentrates its firepower on Wish, and does not disperse many back-end departments such as warehousing, procurement, IT, art design and logistics to further improve work efficiency.

Talking about the advantages of fission entrepreneurship, Cage admits that this is a win-win model for employees and companies, and it has achieved transparent management, top-down and bottom-up two-way drive management. Through fission entrepreneurship, the enthusiasm of the person in charge can be effectively mobilized, so that elite employees can get more returns through their efforts, and at the same time, the brain drain can be reduced as much as possible, so that employees with entrepreneurial needs can display their talents and provide entrepreneurial opportunities.

In addition, the fission model can help the parent company to save time and labor costs, and at the same time maximize sales, while the subsidiaries can also focus more on their own fields, avoid distractions and make the business perfect.

Who in the enterprise is suitable to be the "leader" of Amoeba? Cage said in this analysis:

First, we must have excellent strength to prove our business ability. Including basic operation ability, solid business strategy and clear enterprise development direction. At the same time, in the process of amoeba management, enterprises should be flexibly adjusted according to market dynamics and business conditions.

Second, it can drive the business of the whole team. * * * of Amoeba has the right to manage, make plans for Amoeba and put forward corresponding goals. In order to achieve business objectives, Amoeba must take various measures to reduce its own consumption and improve work efficiency. Therefore, running amoeba is like running an independent small company, which requires all kinds of abilities, especially team management.

Third, bring out a qualified successor. In order to arouse the enthusiasm of all employees, Cage believes that it is the key to let employees "understand" the company's business philosophy, so as to gain the recognition of all employees. For example, he said that the management information of amoeba can be reported to all employees in the form of morning meeting to realize transparent management of glass. Employees can master all the amoeba dynamics in real time, and leaders can also know the daily work progress of employees, so as to select high-quality successors and highlight the benign self-growth ability.

Finally, in the enterprise team management, Cage put forward seven core points:

1. Teams should have common goals. Groups that lack common goals can only be called gangs, not teams.

2. Keep the team thinking independently and cultivate the team's self-growth ability, not a machine that can only execute.

3. Do a good job of comparing the routine data of peers, establish standards, and understand the average and peak values.

4. Establish clear, fair and reasonable performance.

Once the task is issued, it must be carried out in strict accordance with high standards.

6. Maintain internal team unity and achieve mutual trust.

"Of course there is competition between amoebas, but as different units of the same enterprise, they must be interdependent. The leader of Amoeba has the obligation to truthfully inform all Amoeba people of the true and detailed information of their products and new market data. Only when members of the organization trust each other can the cost of enterprise coordination be greatly reduced, and the leaders of Amoeba can concentrate on their business and improve their skills. Therefore, the amoeba team can also be twisted into a rope, strive to make progress in one place, and move towards the direction and goal of joint efforts. " Cage concluded.

(Text/Hugo Net Chen Lin)