however, it is becoming more and more difficult to maintain the continuous passion of employees, and it is also becoming more and more difficult to innovate the continuous service for customers. Haidilao is extremely hot, and even there is a Weibo frenzy that "human beings can't stop Haidilao". However, if we look closely at the operation mode of Haidilao, we will find that there are three major paradoxes in its management: First, Haidilao has not yet established a standardized (highly homogeneous) system and process. This can be said to be the top taboo of chain operation, but the result can be replicated successfully; Second, Haidilao's work is far more arduous than other restaurants, but Haidilao's employees can treat a monotonous, tedious and intense job with enthusiasm, and even take pains to defend the interests of the store; Third, the almost miraculous success of Haidilao is based on the widely criticized rule of man. The internal management of Haidilao is full of the color of "rule by man", and many major decisions and daily management are often decided by the personal opinions of managers at all levels, among which there are many impulsive elements. The daily management of the company is also carried out in a large number of ways of "scolding subordinates". Moreover, the most unacceptable thing is that Haidilao doesn't even check the profit of the store! To answer the paradox of duplication, we should start with the phenomenon of brand chain prosperity of Chinese hot pot. The "McDonald's (Weibo) model" of simplifying product categories and customer self-help of services is the secret of the success of western-style fast food, and KFC (Weibo) and McDonald's have achieved the ultimate quantitative management; However, this set is difficult to be used in all major cuisines in the field of Chinese food. Only Chinese hot pot can partially quote quantitative management experience, thus realizing chain brand management on a large scale. The direct experience of Haidilao's success lies in the realization of qualitative replication, and a number of high-quality services can be realized simultaneously in multiple chain stores, which often exceed customers' expectations, and the service cards and word-of-mouth cards are played. Haidilao makes the employees of other formats and varieties in the hot pot industry and even the catering industry astonish the right of exemption from orders, and gives other independent decision-making rights to employees at different levels, such as managers and store managers in large (small) districts. From the results, it is similar to Toyota's on-site management system, which stimulates the enthusiasm of employees at all levels. More importantly, it has formed a profit-making system for manufacturers that is extremely attractive to customers. The result of Haidilao's giving employees independent power is finally reflected in different forms of profit-making for customers, which largely dispels customers' impressions of the store's profiteering. " The paradox of passion is actually just a superficial phenomenon: the salary of Haidilao employees is equivalent to that of other peers, but they are more conscious and passionate about service. This seemingly contradictory situation in Haidilao stems from the fact that Haidilao provides employees with incentives that exceed expectations (similar to the service that Haidilao provides to customers), including proper and thoughtful arrangements for food, clothing, housing and transportation, and a perfect promotion system (there are several demonstration cases in which grass-roots employees are promoted to senior management). Similarly, the paradox that many management scholars or entrepreneurs who think they have a good set of management practices can't understand is not against management science, because management science involves the principle of reciprocity at the psychological level besides well-known scientific principles. It is worth pondering that three aspects of experience have just exposed the outstanding problems of Haidilao: on the one hand, since the logistics arrangements provided by Haidilao to employees are institutionalized and routine, they are gradually equal to the expectations of employees and can no longer bring surprises. On the contrary, they may be dissatisfied because of the individual negligence of regional and branch managers, and they will never be willing to work hard because they enjoy better logistics services than employees of other catering enterprises. In addition, it should also be mentioned that when the learners and imitators of Haidilao began to treat employees like Haidilao, the "relative deprivation effect" came into play and began to weaken the comparative advantage of Haidilao in turn. In this way, it also makes it more difficult for Haidilao to meet the expectations of employees. In fact, some in-service and ex-service employees in Haidilao have expressed strong dissatisfaction on the Internet. The bigger problem is that the myth of the rapid promotion of grassroots employees and rural children brought about by the early expansion of Haidilao can no longer be reproduced today, and the "success" of demonstration cases cannot be replicated. In the long run, employees will naturally alienate themselves from Germany, and they will also show no cooperation with the iron-fisted management that was tolerable in the past. On the other hand, it is becoming more and more difficult to make continuous innovation in sea fishing services. The reason why Haidilao has such a good reputation is that customers have enjoyed the "exceeding expectations" quality service. However, when the service details that once surprised customers became commonplace, the surprise disappeared quietly, and the so-called abnormal service became the normal service. Customers will feel that this is the service I should enjoy for granted, and they will no longer be moved. What's more, customers will confidently take the initiative to make "unreasonable" demands and make "unreasonable" behaviors. For example, some customers will pack all the fruits on the seasoning table and take them away when they pay the bill. The waiter felt that it was inappropriate (the interests of Haidilao obviously suffered losses). However, these old customers have long known the service strategy of Haidilao, and they will "argue according to reason" because they think this is the treatment they should enjoy in Haidilao. If the clerk doesn't take the initiative to provide it, the customer will take the initiative to ask for it, and even make a contradiction. The dream of Zhang Yong, the head of Haidilao, is: "I want to open Haidilao to every corner of the country and become the first brand of hot pot in China." However, Haidilao did not adopt the ways of absorbing venture capital, joining in and expanding to make it expand faster, because Zhang Yong thought that this might make Haidilao do a lot, but it was difficult for Haidilao to do it for a long time. Faced with the present scale, Zhang Yong is actually full of worries. "I often feel in danger, and sometimes I wake up in my dream! In the past, there were few stores, so I could handle them myself, and the problems in each store could be solved in time. I can also know the situation of cadres like the back of my hand. Not now, so many stores have to rely on layers of dare not to manage, but some serious problems can not be found in time. Therefore, I am always worried that our decades of hard work will be destroyed! " Zhang Yong's worry is reasonable. Metcalfe's law points out that the value of interpersonal network is directly proportional to the square of the number of individuals in the network. From this. With the increase of the number of individuals in the network organization, the complexity of interpersonal relationship between them increases in square, and naturally, the complexity of management also increases in square. On the one hand, in order to cope with the expansion, Haidilao took the initiative to start institutionalized exploration, such as introducing performance appraisal and promotion appraisal. These institutionalized measures, as the embodiment of standards, have in turn impacted the rule of man. Once the standard is determined and strictly enforced by all employees, it will be transformed into institutionalized management over time. However, institutionalized management and people-oriented management are to a great extent opposed to each other. The qualitative rule of "try our best to meet customers' needs", if it turns into detailed and subtle rules (quantitative rules), indicates the chaos of rule by man. The worst consequence of the chaos of rule by man is the loss of passion. In addition, in order to replicate and expand, Haidilao must train enough competent managers and employees, and then fully empower them. Although Haidilao University was established for this purpose, unlike McDonald's, Haidilao copied service and passion. Skills can be trained, but passion cannot be trained. Passionate employees can't be cultivated in any university. This is Zhang Yong's real worry. The institutionalized management in the west regards management as a quantitative science, and the people-oriented management in the sea fishing style regards management as an art more. Management is not only science, but also art. Haidilao-style people-oriented management has achieved a high level of management art. In order to realize the grand plan of opening a store put forward by Zhang Yong, the head of the enterprise, and develop steadily for a long time, we must find a balance between institutionalized management and people-oriented management and improve the system management. It's easy to say so, but this problem is actually a world-class problem. How can sea fishing last longer and get bigger? Haidilao, upgrading from service value to balanced value/Jiang Yunfei accommodates the chairman of the consulting agency and a well-known domestic strategy and management expert. As a consumer, I appreciate and agree with Haidilao's many innovations in service value, because these are all based on the interests of customers, and everything is centered on customer consumption experience, which can be said to grasp the essence. Including humanized and richer content (fruits, snacks, games, nail painting, shoe polishing, etc.), warm service and meticulous care for customers, these are of course the core competitive advantages of Haidilao at present, and also one of the important reasons why many customers choose to go to Haidilao for consumers. However, from the perspective of enterprise development, the value of service as a core competitive advantage is being reduced by the constant homogenization of peers, and it is also becoming common in the rising expectations of customers. Therefore, we can't help but ask, can Haidilao grow healthily and rapidly once and for all as long as it has done a good job of service? Can the extreme requirements of corporate culture construction brought by service innovation make all chain stores consistent? How can we balance standardized management and team culture construction? For Haidilao, there are three core issues that cannot be ignored at present: First, the excessive spread and amplification of service value has made consumers focus, and the value of the product itself, which is the core value of the catering industry, has become a secondary factor, which is precisely worthy of reflection and correction by enterprises. Due to the outstanding service, many consumers who have been to Haidilao will say: the service is good, but the dishes are very general! This tendency is actually a bad word-of-mouth effect. If it continues to develop and spread, it will cause consumers to have a single understanding of the value of sea fishing, which will certainly bring great harm. This is a strategic proposition that business leaders must think about. That is, Haidilao must reshape its value and upgrade from service value to balanced value. In fact, Haidilao's dishes should be said to be at the same level or even slightly higher level of the same enterprise, but because of customers' outstanding experience of service value, they ignore the product experience, and Haidilao is far from doing enough in product research and development, product shaping and product value promotion. Secondly, the service value innovation of Haidilao is weak, and the large-scale expansion of enterprises urgently needs the construction of standardized management system, so the reform of management introduction and original humanized management has become the current focus. How to deal with this change and how to balance humanized management and institutionalized management is the core enterprise proposition to be solved in Haidilao. Third: the demand for brand upgrading and brand remodeling of Haidilao. In fact, when an enterprise develops very smoothly, the brand is highly recognized by consumers, and even when the enterprise becomes a model to imitate and learn, it is precisely the time when the enterprise has the highest risk. At present, the media, individual consumers and industries pay too much attention to the Haidilao model, which is a potential risk, which puts forward higher requirements for enterprises in brand upgrading, construction, communication and remodeling. At present, some negative voices have begun to appear against the sea fishing model, and even some experts and consumers have begun to look at the sea fishing from the opposite standpoint. These are actually good warnings for enterprises, and they also need to pay special attention to the changes in the current environment of enterprises and take countermeasures. In terms of enterprise development, I put forward three suggestions for finding a needle in a haystack, hoping to help the development of enterprises. First, upgrade from service value to comprehensive value. As a catering enterprise, Haidilao is currently at the leading level in China in terms of store location, environmental construction, operation management, cultural construction and service innovation, especially service has become the core competitiveness of the enterprise. It can be said that Haidilao has indeed taken the lead. However, we have to say that we still need strategic considerations in product innovation, food research and development, and put energy into construction. You know, many catering enterprises can still attract repeat customers even if they lack service innovation. Dishes are the core and essence of catering. In this regard, Haidilao should take product innovation as a long-term strategy like service innovation, and continue to develop and become another core value point. Only in this way can it grow permanently. Second: Management upgrade and management standardization of cultural construction As a chain-type catering enterprise, standardized management is necessary, which is not only the basis of enterprise scale development, but also responsible to consumers. Only by establishing strict standardized management can a catering enterprise reduce the error rate and ensure food safety. You know, food safety is the core lifeline of catering enterprises. It is necessary to establish an absolutely strict and standard system in enterprise procurement management and operation management. At the same time, how to ensure the vitality and humanization of enterprises? This is the management innovation in the storefront part and the consumer contact part. In other words, cultural construction and management flexibility construction are the characteristic management parts of Haidilao. In fact, the construction of enterprise culture and team culture is the foundation of enterprise development. The system is dead, but people are energetic and thoughtful. At present, the biggest problem in Haidilao is to standardize the work of cultural construction. Why does Mr. Zhang Yong in Haidilao feel great pressure? The core factor is the lack of standardized management in cultural construction, and he can't let go completely, so he must rely on the soul figures to promote it. Therefore, in the future, cultivating leaders, cultivating successors, establishing standardized systems and promoting standardized cultural construction should be the core tasks of leaders of Haidilao enterprises. Thirdly, it is very important to remold the brand value of Haidilao under the current reputation. With the promotion of modern enterprise system and product innovation, it is very important to convey the composite value of the enterprise and the brand new connotation. Lowering public expectations, pulling yourself down from the altar and returning to the true colors of ordinary catering enterprises will be beneficial to the growth of Haidilao. Enterprises should establish and improve the public relations department, plan the brand communication of enterprises, guide the public and consumers scientifically and reasonably, and avoid carrying a heavier burden for enterprise management. At the same time, as a management consulting practitioner, I also hope that our experts, the public, consumers and the media will give more care to Haidilao and make suggestions for its healthy development. Haidilao is not perfect. Haidilao is still moving forward. We should support a responsible enterprise and a national enterprise with innovative consciousness. As long as what happened in this enterprise is not a food safety problem, everything can be improved. Haidilao needs to establish a business ecological circle with market recognition/Senior Vice President, Chen Jiang Peking University. From a consumer's point of view, Haidilao is successful. When Haidilao hot pot first appeared, I tried it on the recommendation of my friends, and I really felt a lot of joy. At that time, it became the best choice for eating hot pot with friends and recommended it to many friends. With the passage of time, I found that many catering companies, such as Little Sheep and Jin Dingxuan, began to learn some practices of Haidilao, and the attraction of Haidilao to me began to decline. Recently, if I eat hot pot, Haidilao is still one of my main choices, but it is not the only one. From the perspective of management consulting practitioners, it takes longer to judge whether Haidilao is successful or not. The operation of an enterprise is not a moment, but a period of stability and balance, which I call the enterprise's ecological circle. This ecological circle includes two parts: inside and outside. In this circle, the core members include shareholders, management, employees, suppliers and customers, while the outer circle includes potential members, namely investors, professional managers, professional people, manufacturers and consumers. When the inner circle is more stable, the potential people will be more likely to enter the circle, and the circle will become bigger and bigger, and enterprises will