Experience of Haidilao Download Address:

Learn the wisdom of Haidilao (1)

In the past two years, Haidilao restaurant has become a hot phenomenon in the catering industry, attracting the attention of many media. Two professors from Guanghua School of Management, Peking University conducted in-depth research on Haidilao for more than a year, and even sent "undercover" as waiters to sum up the management experience of Haidilao. A large part of enterprises in China belong to labor-intensive small and medium-sized enterprises, whose employees have long working hours, tired work and low pay, and the contradiction between labor and capital is prominent, which is often criticized. This China feature tells us that even in a low-tech industry like Hotpot, we can create enviable high morale, passionate staff and excellent performance. In 1994, Zhang Yong, a welder in Sichuan Tractor Factory, set up four tables in Jianyang, his hometown, and sold mala Tang in his spare time. In 2114, Haidilao opened more than 31 stores in six provinces and cities, and Zhang Yong became the chairman of more than 6,111 employees. Zhang Yong believes that people are the cornerstone of Haidilao's business. The needs of guests are varied, and the waiters trained by processes and systems can reach the passing level at most. There is no doubt that systems and processes play an important role in ensuring the quality of products and services, but at the same time they also suppress human nature, because they ignore the most valuable part of employees-the brain. Let employees strictly abide by the rules and procedures, which is equivalent to hiring only his hands. Under what circumstances can the brain be creative? Psychologists' research has proved that the brain is the most creative when people are attentive. As a result, waiters can be as attentive as themselves, which becomes the basic business philosophy of Zhang Yong. How can we make employees feel at home in Haidilao? The answer is simple: treat employees as family. Haidilao employees live in formal houses, with air conditioning and heating, free internet access and 21 minutes' walk to the workplace. Not only that, Haidilao also hired people to clean the staff dormitory and change the sheets. Haidilao established Haidilao Boarding School in Jianyang, Sichuan, to solve the education problems of children for employees. Haidilao also thought of the parents of employees, and part of the bonuses of outstanding employees were sent directly to their parents in their hometown by the company every month. In order to make employees' brains work, they must be given power in addition to focusing on their work. The financial power of less than 2 million yuan is handed over to managers at all levels, while the waiters in Haidilao have the right to be free of charge. No matter what the reason, as long as the employees think it is necessary, they can send some dishes to the guests for free, or even avoid the cost of a meal. A smart manager can make employees' brains work for him. When an employee not only carries out the orders of his superiors mechanically, he is a manager. According to this definition, Haidilao is a company consisting of 6,111 managers.

people are gregarious animals, and they are born to pursue fairness. Haidilao knows that to make employees feel happy, we should not only provide good material treatment, but also make people feel fair. Haidilao not only gives these employees at the bottom of society dignity, but also gives them hope. Almost all the executives in Haidilao are waiters. These young people, like big children, independently manage hundreds of employees and create tens of millions of turnover every year. Employees who have no management skills can also be recognized through hard work. If ordinary employees do meritorious service, their salary income is only a little worse than that of the store manager. Haidilao calls the work of training qualified employees "making people". Zhang Yong regards creating people as the cornerstone of Haidilao's development strategy. Haidilao's assessment of each store manager has only three indicators, one is the satisfaction of customers, the other is the enthusiasm of employees, and the third is the turnover rate of employees. At the same time, each store is required to be equipped with 111% employees according to actual needs to provide personnel protection for expansion. Haidilao, a people-oriented and steady development strategy, is worth learning from many enterprises in China.

Beijing is the political and cultural center of China, and Beijingers like hot pot, so besides traditional instant-boiled mutton, almost all kinds of local style hot pot can be found in Beijing. Chongqing spicy, Inner Mongolia fat beef, Guizhou sour fish, Hong Kong-style seafood ... The competition is fierce, consumers laugh, and the owner of hot pot restaurant is worried. Many hot pot restaurants can't live in Beijing for three years. In February 2114, a little-known Sichuan hot pot restaurant also came to Beijing to join in the fun. At first, like all new stores, he didn't attract the attention of the industry at all. People have become accustomed to new entrants who don't know how to live or die. Not long after, colleagues found that there were long queues of diners outside the hot pot restaurant in dog days! You know, in the dog days in Beijing, the temperature is often as high as 31 degrees. This is the weakest season of hot pot business, and many hot pot restaurants either offer other dishes or let some employees go home to rest. However, it is a miracle that this store has to "turn over Taiwan". The creator of this solution is Haidilao.

Who is Haidilao, who is so capable? By what means did he win the favor of "well-informed" hot pot lovers in the capital? Ask those diners who line up outside the door in the dog days, why do you like fishing in the sea? "The service here is" abnormal ". Waiting here for someone to polish shoes and manicure, and also provide fruit platters and drinks, as well as surfing the Internet, playing poker and playing chess, all for free! " "It's different from other restaurants here: it's easy to get foggy when eating hot pot glasses. They give you flannel, and girls with long hair will give you monkey tendons, which are still pink; The mobile phone is placed on the table, and it is easy to get dirty when eating hot pot. I also give you a plastic cover specially for the mobile phone. " "I can call my name the second time I go to the waiter, and I will know what I like to eat the third time. The waiter saw that I had a cold and went quietly to buy medicine for me. I feel at home. " .....

With these, you can stand firm in Beijing? People who open restaurants say that it is easy to open one store, but difficult to open two stores. Only when three stores are not dead can they be considered capable. Some people are full of doubts, others are waiting to see the play. Soon the second store in Haidilao opened, which was equally popular. The third store and the fourth store ... In just four years, Haidilao opened 11 stores in Beijing in one breath, and there was no franchise store. As the saying goes, amateurs watch the excitement and experts watch the doorway. In 2116, Yum! China Company put the annual dinner in Beijing Peony Garden Store in Haidilao, and said that the purpose of the dinner was "to visit and learn". Yum! is a world catering giant, with KFC and Pizza Hut all over the world. At that time, there were only 21 stores in Haidilao. Zhang Yong, the founder of Haidilao, said, "It's like elephants learning from ants". The next day, at the annual meeting of Yum! China, when Zhang Yong was invited to give a speech on "How to arouse the enthusiasm of employees", he was questioned by these "elephant students" for three hours. All these have attracted our research interest. In the past year, we conducted in-depth interviews with managers at all levels in Haidilao, attended the company's regular management meeting, arranged research assistants to enter the store as waiters for a week, personally experienced the management and corporate culture of Haidilao, and verified some key issues. We also took several other restaurants in Beijing for reference research to explore the unique management wisdom of Haidilao.

Wisdom 1. Creating Differentiation with Heart

In 1994, Zhang Yong, who was still an electric welder in Sichuan Tractor Factory, set up four tables in Jianyang, his hometown and sold mala Tang in his spare time. "I can't decorate, I can't fry, and the store site is chosen on the back of the street. At first, I didn't even know what a hairy belly was. If I want to survive, I can only have a better attitude. What others want is faster, and what is not satisfactory is more smiling. When I first opened, I didn't know the tricks and often made mistakes. In order to satisfy customers, I sent more than I sold. " Zhang Yong recalled, "As a result, everyone said that my food was not delicious, but they were all willing to come over." After half a year, a string of mala Tang at a dime made Zhang Yong earn 11,111 yuan. This mala Tang is the predecessor of Haidilao. "If the guests are happy, they will praise you for your good taste, but if they think your attitude is cold, they will say it tastes terrible." From the time he cooked mala Tang, Zhang Yong realized that catering and service are the key to success. After Mala Tang became a formal hotpot restaurant, the business quickly became popular because of its unique service. One day in 1999, a man from Xi 'an came to a hot pot restaurant in Zhang Yong. He thought it was delicious. After eating it, he said to Zhang Yong, "Let's open a restaurant in Xi 'an. Xi 'an people like to eat hot pot a lot." In this way, Zhang Yong opened the second store, and Haidilao went out of Sichuan. In 2114, Haidilao opened more than 31 stores in six provinces across the country, with more than 6,111 employees. Zhang Yong realized from the operation of Mala Tang and the first hot pot restaurant that the hot pot business is different from other businesses. Every guest here is a half chef, who not only prepares seasonings himself, but also cooks various foods according to his own taste, so the guests who eat hot pot need more services. In addition, due to the strong spicy stimulation of Sichuan hot pot, most guests can't actually tell the tastes of different hot pot restaurants at the end of eating. Therefore, in the case of similar location, price and environment, the quality of service is the most important factor for diners to turn back. Management is really a practical art. Zhang Yong, who didn't go to college or receive any management education, created his own service differentiation strategy in Jianyang, Sichuan, when he didn't know what competition differentiation was, and successfully instilled this strategy into all front-line employees. How can we make customers feel the difference? It is to exceed the expectations of guests and let people enjoy services in Haidilao that they can't enjoy in other hot pot restaurants. To do this, we should not only rely on standardized services, but also provide creative personalized services according to the preferences of each guest. From washing vegetables, ordering food, delivering vegetables, making chafing dish bottom material, taking guests to cook, cleaning and checking out, Zhang Yong, who has worked in every position of chafing dish shop, knows that the needs of guests are varied, and the waiters trained by processes and systems can reach the passing level at most. There is no doubt that systems and processes play an important role in ensuring the quality of products and services, but at the same time they also suppress human nature, because they ignore the most valuable part of employees-the brain. Let employees strictly abide by the rules and procedures, which is equivalent to hiring only his hands. This is the most loss-making business, because people's hands are the worst machines, and the deviation between strength and every movement is nothing compared with machinery. The most valuable thing for a man is his brain, because he is creative. The purpose of service is to satisfy customers, but the requirements of customers are different. Some people want standard seasonings, while others like to make their own. Some people need two sauces, while others don't even want half. Some people like to rinse themselves, while others like the waiter to rinse them for him. Someone doesn't like free sour plum soup. Can he drink a bowl of soybean milk for free? Can you send a bowl of egg custard when you meet an old man with a bad mouth? It is impossible to satisfy guests completely by standardized processes and systems, but only by front-line waiters on the spot and by their own judgment. If you encounter problems that are not stipulated in the process and system, you need your brain to create them. For example, if the guest wants to eat ice cream, should the waiter go outside to buy it for him?

under what circumstances can the brain create? Psychology has proved that the brain is the most creative when people put their minds to it. Therefore, it has become the basic business philosophy of Zhang Yong to let the waiters in Haidilao think of their own services.

wisdom 2. treat employees as family members

there is no doubt that systems and processes play an important role in ensuring the quality of products and services, but they also suppress human nature. So, how can we make employees take charge of Haidilao? Zhang Yong thought it could not be simpler: treat employees as family members. If the employees were your family, would you let them live in the city instead of the basement? No. But many waiters in Beijing restaurants just live in the basement and the boss lives upstairs. Haidilao employees live in formal houses, with air conditioning and heating, TV and telephone, and free Internet access. The company also hired someone to clean the dormitory and change the sheets. The standard for the company to rent a house for employees is to walk to the workplace for 21 minutes, because the traffic in Beijing is too complicated and the waiters work too long.

If your sisters come to work in Beijing for the first time from the countryside, you must be worried that they are unfamiliar with the road and will get lost. If you don't know the rules, you will be looked down upon by the city people. Therefore, Haidilao's staff training includes not only the job content, but also how to read the map of Beijing, how to use the flushing toilet, how to take the subway and how to cross the traffic lights ...... When we interviewed, Haidilao's staff proudly said, "Our tooling is a set of good clothes with a price of RMB 1,111, and shoes are also famous brands-Li Ning!" Zhang Yong, who worked as a waiter, knows that the waiter's work doesn't look tired on the surface, but the workload is equivalent to walking 11 kilometers every day. Your sister came all the way to work. What about the education of nephews and nephews? Without this arrangement, they can't concentrate on their work. As a result, Haidilao built a boarding school in Jianyang, Sichuan, because one third of Haidilao's employees came from Sichuan. Haidilao not only takes care of employees' children, but also thinks of employees' parents. Part of the bonus of outstanding employees is sent directly to parents in their hometown by the company every month. Who doesn't want children to be successful? However, after all, there are a few who return home dressed in gold, and the money sent by the company every month makes these parents' faces glorious. People in China are reserved, while farmers in China are even more reserved. They are proud of themselves, but they say, "This child is blessed to find a good company, and the boss regards him as a brother!" No wonder employees call Zhang Yong Zhang Dage. If your sister gets married, can you watch the young couple separate? If my brother-in-law has no job, can you not worry about him? So Haidilao's personnel policy surprised human resources experts-encouraging couples to work in Haidilao at the same time, and providing couples' houses with company subsidies. The recruitment procedure of Haidilao is also unique, advocating internal recommendation, so more and more fellow villagers, classmates and relatives go to Haidilao to work together. In contrast, many companies regard the avoidance of relatives as an iron law. Why did Zhang Yong do this? Because he knows that there is not only affection between family members, but more importantly, trust. Fighting brothers, fighting fathers and sons. Sociology tells us that the moral level of most people in the circle of acquaintances is higher than that in the crowd of strangers. Look, Haidilao, who is self-taught, has won again. To treat employees as family members, we should trust employees as we trust family members. If your sisters go shopping for you, will you send someone to follow you? Of course not. Therefore, the vice president is responsible for the expenses of Haidilao below 2 million yuan, and they have no relatives or friends with Zhang Yong. The approval authority of the regional manager is 1 million yuan, and the store managers below 311,111 yuan can sign it. Zhang Yong, who is in her forties, is now "semi-retired". Authorization is so reassuring and bold that it is rare in private enterprises. If Zhang Yong's authorization to management is surprising, his trust in front-line employees is even more incredible to his peers. The front-line employees of Haidilao have the right of exemption from orders. No matter what the reason, as long as the employees think it is necessary, they can send some dishes to the guests for free, and even have the right to waive the cost of a meal. In other restaurants, this right is at least available to the manager. A smart manager can make employees' brains work for him. To this end, in addition to letting employees focus on their work, they must also be given rights. Zhang Yong's logic is that guests always deal with waiters from the time they enter the store to the time they leave. If the guests are dissatisfied with the service, they have to solve it through the manager, which will only make the customers more dissatisfied. Therefore, the right to solve the problem can be given to the front-line staff to eliminate the customer's dissatisfaction to the maximum extent. When an employee not only mechanically carries out the orders of his superiors, he is a manager. According to this definition, Haidilao employees are managers, and Haidilao is a company composed of 6,111 managers! No wonder Zhang Yong said: "Innovation is not deliberately implemented in Haidilao, we are just trying to create employees to be willing."