It is difficult to read if the level is not enough. It is estimated that enterprise managers with a scale of more than 999 people will have a hearty feeling after reading it. However, although our friend sparrow, who just started a business, is small and complete, there are also many pains in management. So I combed it, and besides the skills of controlling large enterprises, I also shared some management methods that just started, especially chain enterprises, hoping to give some inspiration to my friends.
How to understand the management structure
When we were single stores, we were self-employed. What we must consider more is how to make a profit, how to close this single business, or how to upgrade our products to better meet the market. These are very specific contents. However, when we have two single stores and even want to develop chain enterprises, more thinking should not only focus on these basic links that directly create value, and the coordination between the structure and management of the whole enterprise is unavoidable. As Ren said, "All companies put management first and technology second. Without first-class management, leading technology will degenerate; With first-class management, even second-rate technology will improve. "
So how to understand the management architecture, please see the following figure:
It is a matrix, a system, a process and a specification. In the final analysis, it is to solve the paradox and contradiction in operation.
High quality management talents will definitely improve the management effect; However, it is difficult for people to get rid of their identity, interests, preferences and feelings, and it is impossible to be objective, fair and intelligent in everything. Management systems can transcend individuals. To put it bluntly, management system is the integration of enterprise rules.
This is why there are bosses who spend years at the negotiating table and bosses who are relaxed all the year round. Because one of the characteristics of excellent high-level management system is unmanned. Even though the bosses are busy at the negotiation table, some bosses are faced with the end customers to negotiate and sign contracts or solve complaints, and some bosses are faced with the exchange of industry experts and the docking of market media financing. Because different enterprise structures are different, the boss's attribute orientation is also different, and even because the boss's knowledge background and cognition are biased, the development speed of the enterprise is seriously inhibited.
How to design management structure
In fact, we can see that the underlying logic is quite simple, and there are two aspects that can be used for reference.
The first is the way of design: start with how to make money, list all the things that will happen, then set people according to the events, and finally design the cooperative relationship between these people.
The second is to sort out the more important value chain. The value chain is also an internal mechanism for enterprises to create value, or a mechanism for making money. It is best to design the value chain as an end-to-end closed loop within the organization and connect the upstream and downstream value chains at the same time, as shown in the following figure:
The above picture shows the design of traditional enterprise value chain, which is also applicable to enterprises that have changed to our joining mode, using two levels: single store and enterprise. On the first level, we can completely apply it to a single terminal store. Every store has its own value chain. Is an independent individual, facing radiation users can do demand analysis, activity planning, inventory management, product production, single-store marketing and so on. At the same time, this single store is also a product in a similar production link in the value chain of affiliated enterprises. It can be understood that every single store is a product produced by the headquarters, and the profitability of a single store is also the product quality of the joining enterprise. At this time, the value chain of the enterprise can be understood as: the products produced by the affiliated enterprises are single stores, and marketing and promotion are carried out for this product. Franchisees let the target customers in the market cooperate with franchisees, maintain the relationship with franchisees, analyze the needs of franchisees, and plan the upgrade of single stores. Therefore, when we engage in franchising, we should not only consider the actual product advantages of our single store production, but also pay attention to the advantages of various operations with single store as the main body.
A franchise enterprise will have two value chains, and it is interesting that the organizational systems in the value chains overlap. For example, product research and development, marketing, supply chain management and other systems can serve a direct store and support many franchisees' terminal stores. This is the case with two subjects: a team and a logical service. In fact, there is a situation that direct stores and franchisees need the same resources, so how to coordinate a team member to complete the supporting services of the two main bodies is something that our franchisees need to think about. When we haven't developed to a certain stage, this problem is not obvious. With the rapid growth of volume, the unreasonable coordination mechanism of serving two major institutions at the same time is a fatal problem. In the content of the organization's post-support coordination mechanism, I will share with my friends what links should be paid attention to and what problems should be avoided.
What is a process system?
According to the above two underlying logics, 26 first-level architecture processes are sorted out, which are finally summarized into four categories: traction, value-added, elements and support, and nine subcategories: strategy, planning, value, human resources, capital, technology, information, finance and others, as shown in the following figure:
The product R&D and customer link here can also be understood as the link between single-store R&D and franchisees from the perspective of the headquarters of franchised enterprises.
At the beginning of our business, we have been thinking about value-added activities, but it is worth our attention that from the beginning, we should consider factor categories and value-added on the same important level. Moreover, in the long run, factor activities may be more important as the source of core competitiveness. In other words, when we start a business, in theory, we can't just consider this thing to make money, we must do it. We should pay more attention to people, finance and technology, and how to integrate and create the competitive advantages of these three links, which is particularly important under the market conditions of serious homogenization, relatively saturated market share and fierce competition in all walks of life.
There are many organizational structures of large enterprises, and the functions of small enterprises are basically unchanged, but all of them have merged similar items. For example, traction work is done by the boss, value-added work is done by the boss with business, and the essential work is outsourced to support the boss's wife.
Is the process system completed? Of course not.
The author has 26 first-level processes, including multiple second-level processes, and the second-level processes include three-level processes. Share it with friends after combing it later.
After the process system is established, we will design positions according to the organization in this process, involving requirements, responsibilities and other contents, which will not be shared in detail later. But after the job design, the coordination mechanism between organizations is very interesting. I will share it with you later, hoping to give some inspiration to my friends.