I've seen a lot of beautiful talks about Haidilao recently. Many enterprises are studying, and it is even rumored that someone went to Haidilao to study undercover. The result is a pity. Why can't they learn and take them away? Although the employees of Haidilao can't dig it, the technical content is not very high. Why can't peers copy? What is the real meaning of Haidilao's prosperity, behind many voices of approval? Through the understanding of this company, Shangyang Tianxia found that the difference between Haidilao and other peers is not the hot pot itself, but the cultural concept difference that goes deep into the bone marrow. Specifically, there are the following manifestations: 1. Haidilao manages corporate culture, the hearts of employees and customers, and aims at the best experience of employees and customers. However, other peers operate their business with the goal of maximizing profits. These are two completely different value orientations. To use an inappropriate metaphor to describe it, that is, a carnivorous wolf should learn from a vegetarian sheep, and the effect is certainly not satisfactory. 2. Haidilao deeply implants culture and ideas into the bone marrow of every employee, even into the hearts of customers, and this culture and concept just caters to the simplest needs of human nature. This kind of culture starts from the founder and spreads from the inside out. By recruiting and cultivating family members to grow up, employees can control their own thoughts and realize "inaction". The whole enterprise is like a paradise, which saves a lot of management costs. Other companies are controlled from the outside to the inside, that is, they directly recruit ready-made employees, retain their original thinking and habits, and control their active thoughts with rigid systems. Personnel mobility is high, management costs and labor costs remain high, and the results of operation will of course be very different. 3. Haidilao takes the route of steady development, slowly and steadily, step by step, does not take the route of capital operation, and refuses venture capital. They decide how much territory to expand according to the number of members of their "Xanadu". Although the number of shops is not growing fast, once a "site" is expanded, it can take root and sprout, and it is not easy to wither, because they have always maintained a seller's market trend of demand exceeding supply, and this trend is becoming more and more obvious with the increasing influence. 4. Haidilao culture is the core of entrepreneur culture, and it is entrepreneurs themselves who need to learn, not ordinary employees. Many employees go to learn, not the boss himself, but the entrepreneur himself has influenced the core culture of the enterprise. Therefore, even if employees learn the essence, the influence on the company is very limited, because the influence of ordinary employees on entrepreneurs is often too weak. Excellent corporate culture has been formed in the initial stage of the enterprise, but it is very difficult to make major adjustments to the deep-rooted culture after the enterprise develops to a certain scale. This adjustment is more difficult than setting up a new company, because you will find that the new cultural reform will encounter numerous obstacles in its advancement. Unfortunately, most enterprises didn't realize the importance of culture until they developed to a certain scale. 6. Haidilao culture has a strong background of the times and is difficult to be copied. Not every entrepreneur has excellent entrepreneurial spirit in the initial stage of starting a business, but Haidilao has successfully operated for nearly 20 years and experienced years of accumulation and precipitation, leaving behind the essence of its culture and a heavy background of the times-people in different times have different value orientations, and such historical accumulation is unrepeatable. 7. Few enterprises can create a happy, independent and efficient cooperation atmosphere like Haidilao. Moreover, this kind of atmosphere is the team size of tens of thousands of people, and it is difficult to replicate the attraction and education of new employees. 8. Many enterprises have just learned the sea bottom fishing technology. Facts have proved that it is not uncommon for enterprises with technology above Haidilao, but their business is not satisfactory, because this is not an industry that can be supported by technology alone. 9. Other enterprises are competing to learn, just to promote sea fishing, which is even harder to surpass. Haidilao has nearly 20 years of brand accumulation. When many colleagues have been learning and praising it, and even deifying it, more people will look to Haidilao, and learning will become promotion for Haidilao. Even if customers experience the same service, they will say they learned it from Haidilao. 10. Many enterprises study behind giants, but ignore innovation. There is only one sea fishing, even if we can 100% learn its essence, it will not become a real sea fishing. If these enterprises can't innovate and just follow blindly, then they can only serve as cannon fodder and stepping stones for giants like Haidilao. To sum up, the most difficult thing for enterprises to copy is the core culture. When an enterprise takes culture as its core strategy and weapon, it is often irresistible. Many enterprises have always stressed that entrepreneurs should put corporate culture in an important position, which is why. Shanghai Tianxia will also cultivate more entrepreneurial spirit and corporate culture for future entrepreneurs in the special training course "Towards Excellence", because we believe that in the future business competition, it is not just a technical dispute, but more culture. Technology may be outdated, but culture can last forever. Original, please indicate the source.