Get? Xiang Li's knowledge reference mentioned in How the Tiejun was Tempered under the Ali Line that the O2O War of that year was called "Tiejun Civil War" by Ali people, and Forrest Gump came from this unit "Zhonggong Tiejun", and explained how the Tiejun was tempered from the following five aspects:
From Knowledge of Xiang Li to Zhang Xiaoyu? In the business classic case class, many articles point to the book "Ali Tiejun", which has been added to JD.COM's shopping cart and my required reading list in combination with our MVP products.
I have a technical background. The original intention of reading this book is to understand sales and push, which can reduce some misunderstandings and save some time in the subsequent processing of push. I reread the preface in the middle of reading and found that this is a book for entrepreneurs, and I also understood Ma Yun's sentence:
When I read Hand in Responsibility, I felt like a thorn in my back, as if I were sitting on the lawn.
I made this mistake many times in the four years before I started my business.
In the past two years, I have been reflecting on the problems existing in the team after starting a business. One day, I suddenly realized that there was no superior or boss to complain about, and I could no longer unite with the team. Now I am the boss (in quotation marks). If you hadn't handed in your responsibilities many times, you could have taken a lot of detours after starting a business.
Jin Jianhang said to the photo of Alibaba at the beginning of its business: "Look at everyone's eyes in the photo. Are all confused and empty. 」
In doubt, Jin Jianhang analyzed:
A person's birth is bitter and bitter, which is an old saying presented by China people.
Ceng Dong think:
The applicants' family and economic conditions are relatively poor, and their sense of struggle and desire for success may be particularly strong, so it is easy to do things well. And before 2005, there were very few undergraduates in the supplier team in China.
Shortly after Wei Zhe joined Alibaba, in a public occasion, Ma Yun said to the media:
My cousin once told a joke to describe the difference between Chinese and English.
There is a pool of water on the ground, and the general treatment method of enterprises is to clean it up, or do better, find out who caused the pool of water, scold it or punish it, and it will be solved.
If it is in the management system of Japanese enterprises, we need to find out what the reason is, what kind of systems and processes will lead to this reason, and how to remedy it to ensure that this pool of water will not appear in the same place in the future.
The management of Zhonggong is to finally find this person and chat with him. After chatting, I found that he used to work hard and now he is in an emotional state. It turns out that the relationship between mother-in-law and daughter-in-law at home is not good during this period ... Then the supervisor will tell you how to deal with the relationship between mother-in-law and daughter-in-law, and encourage you to handle things well at home and cheer up at work. ...
This kind of treatment is completely different from other enterprises. The management of suppliers in China may be too mother-in-law, but this is what Cheng Wei calls "people-oriented", and managers will see the final trend of the relationship between mother-in-law and daughter-in-law from a pool of water. Personal trust in the supervisor, stickiness to the organization, and sense of security may all come from such a trivial matter.
In Wenzhou, Zhi Min felt that he had "done the ugliest thing".
The telephone bill in the office was particularly high in a month, and it was suspected that a salesperson was making a long-distance call in the office. This fee was very high for Alibaba at that time. Zhi Min took out the telephone bill of the telecommunication bureau and asked the salesmen to "claim" one by one. The caller will pay for this. Employees should not feel that they can "rip off the company's oil", but also explain the reasons and handle it openly and transparently, so as not to cause more pressure and disgust the team.
In man of iron's warm iron army, Zhi Min has always stressed that management should be open and transparent, knowledgeable, and let the managed people feel respected.
Is also a job number for 3 132 Yu Tou, Yang Zhengyi once wrote such a review process:
China's censorship system is characterized by "ugly words". I remember that it was probably put forward by Guan in 2002, and it was improved and called "truth first" This is also in line with Li Qi's personality and can be brought into full play, so he will emphasize thoroughness on many occasions.
A regional manager wants to promote a supervisor B, but he actually knows B's background. According to the old rules of suppliers in China at that time, he had been demoted twice and could not be promoted to supervisor.
But A went to talk to B and said:
A asked C, and C also confirmed with Richie. At that time, he scolded C and said:
C went back and told this sentence to A, and the regional manager A told B:
B was somewhat dissatisfied, and wrote an email to the public mailbox, and of course transferred the email to Li Qi.
After a regional manager meeting, I had dinner in a restaurant next to the West Lake. After dinner, Richie left A and C, and the three of them were on the lawn in front of the hotel. Richie asked a very direct question:
A admitted it.
Richie directly said:
A year later, A resumed his rank.
Li Qi punished more than one person for similar "responsibility transfer". This strict management forces every level of the organization to assume its due management responsibilities.
After the "Nine Swords of Dugu" became a word, we should pay close attention to performance appraisal, cultivate talents, evaluate the team with values, and divide employees into five categories:
Tiejun's earliest star sales often fall into a strange circle-not necessarily team leaders. Wang Gang's summary of this is:
Tiejun 1.0:
Tiejun 2.0
Tiejun 3.0
We don't guarantee that you will be rich or an official, but we guarantee that you will be miserable, disappointed and depressed. If you write these things in your blog and keep them in your diary, this book is worth reading for all those who are determined to start a business, form a team and create their own culture in the future.
Strong execution is not forced. No one wants to be forced, so be sure to explain why.
There is no way out without changing the business model of a huge team with low output.
In fact, there is no secret to controlling costs, that is, spending every penny carefully.