How far can Haidilao's disgusting service go?
"Haidilao's employees must be brainwashed." Every time a friend comes back from eating in Haidilao, he always sends out the same feeling.
The media reports endlessly about those services that consumers will never forget: delivering fruits and drinks while waiting in line, providing manicure, hairdressing and shoe polishing services, handing you glasses and mobile phone covers during meals, and even providing disposable toothbrushes and combs in the bathroom-all of which are free.
This kind of service is a small Case, and the service of Haidilao even extends to the road in front of the restaurant.
According to Dahe Daily, a customer was fined by the traffic police for parking illegally. Without saying anything, the security guard at Haidilao uncovered the seal and "bought the bill" for the guests. Some diners went to Haidilao for dinner, but they couldn't cross the road because of the heavy traffic. At this time, the staff serving in front of Haidilao personally invited her to the restaurant. The diner told reporters that if you take a taxi to Haidilao, Haidilao even gave the taxi driver a bottle of mineral water.
A netizen wrote in his blog, "On this business trip to Shanghai, a colleague of mine sneezed only in Haidilao, and the waiter ordered the kitchen to make a bowl of ginger soup, which moved us badly ...
Only customers couldn't think of it, and Haidilao couldn't do it. As a direct result of these special services, the recent sales of Haidilao in 2118 exceeded 611 million yuan. Lenovo, the IT giant, invited its chairman, Zhang Yong, to give a lecture, not to mention that Yum!, the predecessor of KFC and Pizza Hut, also organized more than 211 regional managers to study in Haidilao.
"It's better to make customers nauseous than to discourage waiters."
"When he (employees) focus on his work, he will try to figure out the customer's mind for you." Chairman Zhang Yong also coveted the service secrets of Lenovo Group and Yum! To sum it up in one sentence.
Some diners recalled that one of the guests at the next table had a birthday while eating in Haidilao. This information may have been "captured" by the waiter during the conversation. Not long after, a group of waiters sang birthday songs and appeared in front of the guests with a gift covered with red cloth, so that the guests could guess what was inside. This kind of surprise service could not be promoted by rigid rules and regulations. Only the enthusiasm and imagination of the employees themselves can make it happen-it's really not easy to make most of the waiters in China catering industry who are sleepy or expressionless at the table.
The diners admitted that they were moved, but also had a little bit of "disgusting" caused by "over-considerate service".
"I would rather make customers feel disgusting than discourage waiters". Zhang Yong once said this. His words have been expressed theoretically on some occasions: "The root of supporting the development of Haidilao is never money, but employees. Only employees who have enough to meet the needs of expansion can consider large-scale expansion. It is the fastest way to lose customers and make the Haidilao brand disappear before training enough qualified employees. "
Haidilao only pays attention to two things: customer satisfaction and employee satisfaction. Haidilao expressly stipulates that the staff dormitory must be a building equipped with air conditioning and TV, not a basement, and the distance from the store should not exceed 21 minutes on foot, because it will affect the rest of the staff. "One of our stores, only the cost of employee accommodation, will cost 511 thousand yuan a year." A manager of Haidilao said.
What really attracts employees is the transparent and efficient promotion system. Haidilao attaches great importance to cultivating cadres by itself. It is understood that among the eight members of the management, except the purchasing department and the chief financial officer, the other six are promoted from the grassroots. Therefore, there is a saying in Haidilao that the promotion opportunities of migrant workers are greater than those of MBA.
Yuan Huaqiang, who was in charge of Beijing and Shanghai before he was 31 years old, is a living example. Yuan Huaqiang's first job was as a dishwasher in Haidilao, Xi 'an, and he earned a monthly income in 311 yuan. After serving as a waiter, doorman, chef, waiter and accountant, Yuan Huaqiang was promoted to foreman in 2111, and later to lobby manager. In February 2114, Haidilao was stationed in Beijing, with Yuan Huaqiang as the head of Beijing.
With his own hands, Yuan Huaqiang has now bought a house of more than 111 square meters in Beijing and brought the whole family to settle in Beijing. "The success of Haidilao is to convince employees that the changes that have happened to me can also happen to them." Yuan Huaqiang said.
Giving employees full authorization is another manifestation that Haidilao attaches importance to employee value. Not only does the management have great autonomy, even ordinary waiters, but they also have the right to give their regular customers a platter or a discount. In order to avoid the abuse of power, every employee has a card, and all their service behaviors in the store are recorded. Once they are found to be abused, the corresponding power will be cancelled.
In order to encourage employees to innovate, Haidilao has set up an innovation committee composed of major ministers and regional managers to judge the ideas put forward by employees, and the employees whose ideas are selected can get rewards ranging from 211 to 2,111 yuan. Many special services of Haidilao are the creativity of grassroots employees.
The recognition and respect for employees' value has kept the employees in Haidilao stable. It is understood that the average turnover rate of employees in the catering industry in China is 28.6%, while the turnover rate of employees in Haidilao is about 11%.
The success of Haidilao with left hand and right hand makes many people guess that this is a foreign enterprise, but this dark horse that broke into the catering industry is actually very "local". It was born in Jianyang, a county-level city in Sichuan Province, and its chairman Zhang Yong was also born.
In p>1988, after graduating from technical school, Zhang Yong became an electric welder in a tractor factory. After working for several years, Zhang Yong found that he couldn't afford a house on his own salary, so he set up several tables on the street in Jianyang and sold mala Tang in his spare time. Because of his good service attitude, his mala Tang always sells faster than others. Seeing that the business is booming, Zhang Yong simply resigned and started a hot pot restaurant, named Haidilao. In fact, Zhang Yong didn't know how to make hot pot at that time, and even didn't know how to fry the bottom material, but he studied the practice of hot pot according to books.
haidilao's business was not good at the beginning. After a few days of silence, Haidilao finally ushered in a guest. Due to the cold business, Zhang Yong worked harder in service, so he was unanimously appraised by the guests: it was delicious. When the guests left, Zhang Yong tasted his own hot pot, and found that too much Chinese medicine was put into the bottom material, which made it bitter. Zhang Yong then understood a truth, quality service can make up for the lack of taste. "You don't know anything. If you lose even the most basic modesty and friendly attitude towards guests, you can't do business." Zhang Yong said.
At present, the service of Haidilao has "material resources" besides manpower. Careful diners will find that the snacks presented by Haidilao are refined and full, especially the sauces that have been charged by other hot pot restaurants are free at Haidilao-nearly 21 sauces are free for customers to take at will. This inevitably makes people wonder: "Can enterprises make money by giving snacks and drinks to customers and hiring so many people to serve?"?
Zhang Yong calculated this way: in his view, the cost of an enterprise is mainly fixed expenses such as rent, utilities and labor costs. Generally speaking, the first wave of passenger flow in Haidilao is not profitable, because the income should be amortized to a fixed cost. Through meticulous service to attract more passengers, so as to improve the turnover rate of the store (the frequency of changing guests at each table every day), with the increasing passenger flow, the income brought by each group of guests later is close to net profit. If the turnover rate is high, the investment increased by the enterprise to improve the service can be ignored.
how far can the disgusting service go?
But there are doubts about Zhang Yong's calculation. This has to go back to the topic of "disgusting" service.
"Although many of Haidilao's services are based on the needs of customers, they are sometimes too enthusiastic, which will make some" shy "customers feel uncomfortable." It is difficult for people to adjust their opinions, and the "disgusting style" has been complained by some "unappreciative" consumers. However, opponents believe that compared with the traditional cold and rough catering service style, most customers still prefer more thoughtful "five-star" service, even if sometimes they feel that the service is "over-served".
The key point is that "the service of Haidilao is not unrepeatable." An industry observer said, "Other enterprises can achieve the same goal by learning and imitating".
An environmentalist expressed dissatisfaction with Haidilao's constant change of hot towels: "This is a waste of resources." Even if Zhang Yong's abacus on the return on investment is rattled, the "service cost" is by no means easily circumvented. Besides, Zhang Yong still has to think about how to leave the army of "service replication" behind him.
2119.18