I remember the first time I went to Xibei Youmian Village to eat was in the summer of 2009. When my cousin and I were strolling around Wudaokou that day, we were attracted by the signboard of Xibei and walked into the store without realizing it.

That day, we ate very happily, and were shocked again and again by the friendly atmosphere, attentive service, and delicious food. The strong Xibei gluten is the most delicious noodles I have ever eaten, the dish is just the right degree of salty and spicy, delicious aftertaste; Xibei's environment is neat and generous, the table has a checkered cloth, a very homey flavor; the waiter is warm and hospitable, serving tea and pouring water, will be light to hold light, and repeatedly asked us to be careful with the soup.

At that time, my cousin and I had a very good impression of Xibei, and since then, Xibei has become our meeting point. Later, we have also been to the "God service" known as Haidilao, vaguely feel that Haidilao and Xibei is very different, Xibei's service more comfortable.

All along, I've wanted to know more about Xibei, and although I've read a lot of articles on the Internet, they're fragmented, scattered, and incomplete. A few days ago, I finally found the book "Why the waiters at Xibei always love to smile".

The author spent four years, interviewed a lot of senior and front-line staff, attended a lot of meetings, in-depth research on Xibei. The data in the book is detailed, the cases are real, and it is a comprehensive understanding of Xibei's first-hand information.

2.

The authors attribute the success of Xibei to two things, namely, helping employees set goals and empowering them, that is, helping them grow in a way that improves their motivation.

The goals that Xibei sets for its employees are very much like the game's breakout mode, which has a certain degree of difficulty, but can be achieved with a handful of efforts, and one is more difficult than the other. Because of this, employees can quickly gain self-confidence, maintain long-term enthusiasm for work, and quickly master work skills.

The way Xibei empowers its employees is very humane. Xibei encourages employees to grow through mistakes, because Jia believes that people learn the most and grow the fastest through mistakes. Once there was a store manager in the case of not getting a business license, can not restrain the nature of a few days in advance of the opening of the business, for which the relevant departments issued a one million yuan fine, Xibei did not say anything on time to pay the fine, do not blame the manager, but to encourage him to learn a lesson.

Xibei's empowerment is also reflected in the distribution of bonuses. First of all, Jia Guolong insisted on recruiting people with higher-than-market salaries, and secondly, he encouraged the distribution of bonuses at irregular intervals and for various purposes. This way is very similar to the kindergarten in the small red flower, to all kinds of "excellent" are issued bonuses, such as selling ten copies of new products, smile a hundred times and so on.

Mr. Jia is very generous to his employees, and when other bosses offer 300 RMB a day for training, he offers 3,000 RMB a day for training, so that his employees can actually receive the best quality training.

In order to motivate the staff at the same time, the unified service model, improve operating profits, Jia Guolong has implemented the entrepreneurial partnership system and Xibei race system. Under the arrangement of entrepreneurial partnership, the front-line staff can be promoted step by step to branch manager (annual income of hundreds of thousands of dollars), branch manager (annual income of ten million dollars).

The Xibei racecourse encourages the process, more than customer satisfaction and standardized management of stores. The referee group composed of front-line employees visit its stores from time to time, one by one to comment on the details of the service, to help stores solve problems, or to promote successful experience.

Xibei regularly changes the panel of judges, so that more employees become judges. As employees are both referees and athletes, they are not only personally involved in the development of the rules, but also very familiar with the rules of the game, so Xibei employees work very efficiently, and the company's performance is also very bright.

3.

Westbay's goal-setting and empowerment centers on Jia Guolong's cognitive boundaries, which means that Westbay's success is inextricably linked to the growth of Jia Guolong's mind and cognition.

Jia Guolong is willing to spend money for his employees, but also encourages them to grow in their mistakes, unlike other bosses who are calculating and rigidly stipulate the rights of employees and prohibit them from making the slightest mistake. His aim is to make small mistakes for big progress; to stimulate innovation with sheep-like management.

Jia is looking to the future, and is working hard to protect the company's core interests. For the restaurant industry, the importance of service cannot be overemphasized. Mr. Jia knows that the company's biggest asset is its employees, so in order to safeguard the interests of employees, he refused to go public and insisted that each division boss hold 40% of the shares (the share ratio will be narrowed to 10% if the company goes public).

Jia Guolong solve the problem, did not complain about the character of the staff and other issues, but along the human nature to start designing a series of models, with the rules to regulate and incentivize the behavior of employees, the above Xibei race, entrepreneurial partnership, incentives is a typical example.

Jia Guolong used a broad mind and visionary vision to create a platform for employees to enjoy growth. The explosive power and loyalty of the staff has made Xibei what it is today.

Indeed, for the development of an enterprise, the most important thing is the cognitive boundaries of the boss, only the boss to make the right decision, the enterprise can be on the right track and achieve fruitful success.