Why did Orleans become Texas? This question includes at least three aspects: (Of course, I basically don't know the specific management details inside KFC, but what I know is mainly public information)
1, Performance Transfer Mechanism-Orleans Becomes Texas
From a microscopic point of view, there must be an evaluation index in KFC's evaluation system for subordinate single stores, which can probably be called new product sales ―― of course, why should such an index be set in the index system? We'll talk later.
Such indicators are of course linked to the income of each single store, which gives each store manager a very clear and strong direction: selling more new products is an important task during this period.
Next, the store manager can train employees according to the new product sales guide provided by KFC, just like employees constantly ask customers for all kinds of information on the Internet. It is necessary for every salesman to recommend a customer and ask him if he would like to try Texas.
The above process can be roughly determined. I just don't know if the sales of new products have anything to do with employees' personal performance and salary. I think, if you want to hook up, you can do it at the vending machine in KFC; But this seems unnecessary, because if we overemphasize the linkage with individual employees, it may be counterproductive.
Of course, this indicator has also formed a multi-sectoral collaboration. On the one hand, it is the fierce market offensive of the marketing system, on the other hand, it is the support of the material supply system (such as various raw materials and packaging, etc.). ), but also must include training in advance (such as Hamburg production and sales behavior, etc. ), and then sales execution. And the pace of cities across the country is unified. How strong the mobilization ability of this organization is.
Through this analysis, we can know that:
(1) The performance indicator is a baton, and multi-level coordinated actions can be achieved through the decomposition of indicators;
(2) Most employees only do what they are asked to do. Of course, they must be told clearly how to do it.
Read more related articles: seven unpaid incentive methods, performance appraisal system analysis, and six performance appraisal methods analysis.
2. Where do the indicators come from-why do you want to make new products?
However, where does the performance indicator of new product sales come from? Obviously, from the tactical level of enterprise management, it is a very important ability for a catering enterprise to launch new products continuously and successfully. On the one hand, the launch of new products depends on the whole R&D and marketing plan based on market demand, on the other hand, it depends on the sales situation of sales channels. Any new product faces an embarrassing problem at the initial stage of launch, that is, it is a long or short process for the new product to be fully recognized by the seller. In this process, the sales system needs to resist the pressure, continue to promote, and finally sell out; Otherwise, it is very likely that a product with great potential will not get the corresponding market position due to poor implementation.
In the short term, for the sales system, all kinds of resources should be sold to new products, which may lead to a decline in sales; In the long run, if enterprises can't launch new products continuously, they will face product aging. When there are no follow-up products at the end of the product life cycle, the market will be handed over to others (this is explained in detail in marketing, so I won't repeat it here). However, don't expect the sales system to act automatically and spontaneously according to the long-term interests of the enterprise. They will definitely pay more attention to short-term sales, because this is also the main concern.
But there is no doubt that the sales volume of new products mentioned above, as an index with certain weight, has played a considerable role in balancing, thus forming a certain balance between short-term and long-term interests.
It can be seen that this indicator is an important indicator with strategic significance, that is to say, through this series of indicators, KFC's strategy is transmitted to a waiter standing at the counter until my Orleans is turned into Texas. The success of KFC lies here, and its strategic intention spans multiple levels and achieves the most basic concrete implementation.
It must be pointed out that this involves an understanding of the nature of the industry and market characteristics. For the catering industry, it is very prominent to like the new and hate the old. New tastes and eating methods are important means to attract consumers. For example, almost every year, a new category is hyped in Guijie Street, Dongzhimen, Beijing to attract customers, such as spicy crayfish and grilled fish, which were popular in previous years. This is actually a key success factor for catering enterprises.
Of course, the analysis here is only an indicator. What enterprises need is an index system, which is broken down into multiple levels according to the strategy, and the indexes are interrelated.
3. Support system-It is not enough to rely solely on the index system.
As mentioned above, it is not enough to have performance indicators, but also to have supporting systems. First, the reward and punishment mechanism associated with performance indicators is very easy to understand; The second is the operation manual and training system that match the specific implementation.
Indicators and their related reward and punishment mechanisms ensure that the orientation of actions at all levels conforms to the long-term development of enterprises and has sufficient motivation to implement them; However, the correct direction and sufficient motivation cannot solve the problem of how to do it, so the specific operation manual and training system are the guarantee for implementation. Just like an army fighting, it must have a correct strategy and high morale, but the tactics must also be put in place.
4. Employee ability-organizational ability Talking about employee ability.
From the above analysis, we can draw a conclusion that organizational ability is the key for an enterprise to win. Furthermore, whenever we talk about employee competence, we must not forget the premise of organizational competence. In other words, under the organizational system of KFC, every employee is very powerful. If this employee leaves this big system, he may not be much different from other employees.
In other words, the enterprise should be an army of ants, and weak ants form a huge and efficient organization, so that giants such as elephants can avoid it; Therefore, don't overemphasize the individual abilities of employees. Even an employee with superior ability may be mediocre in an organization with low organizational ability.