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Secret Secrets Of Success

2014/7/18 13:59:00 65

P > strong > excellent leadership /p >

according to what I heard in the interior and industry colleagues of Da Yun FA, the most critical factor in the success of Da Yun FA is that they have a leader who has special leadership skills, Huang Mingduan.

Compared with WAL-MART, Carrefour and other multinational companies, compared with their counterparts in Taiwan, WAL-MART and TESCO have been acquired by the trust and purchase, the most notable feature is that they haven't changed the top leadership in 18 years.

Huang Mingduan's outstanding leadership is the most important factor that he can lead this enterprise to such a brilliant position today.

we can appreciate Huang Ming's leadership style from several trivial matters.

In the early days of P, in early 2010, he talked with a friend in Northeast China who was a commercial real estate.

The admiration is that the staff from the top to bottom are too dedicated.

In order to inspect the property before site selection, the president of Da Yun FA often drops his position and goes to the field to investigate in person.

Huang Mingduan visited his property twice a week for the location of his shop.

It was not until the man left that he learned that Huang Mingduan had come.

Unfortunately, he recommended three properties before and after, and finally received only one of them, and he sold it with a very anxious price, because only the introduction of big Rand can ensure the maximum appreciation of the property around him.

Originally, he thought that according to his energy, he could make one or two tables of the head and brain in the city and even in the province, say a lot of beautiful words, do not worry about the big run, do not make any concessions.

But now I think of all the tricks I want to do, and it works very well on others. It seems to be useless in Huang Mingduan.

This has made me admire the great Rand hair again.

in the first half of 2012, I completed my manuscript of "the retail way and technology: the way of China's retailing going beyond and pforming" in the first half of the year, hoping to find someone to write a preface to this book, in fact, it is to make an endorsement.

I think the most suitable candidate is Huang Mingduan.

Because I understand that many of the management concepts of Da Yun FA are in line with what I have advocated in the book.

I went to the headquarter of Da Yun FA headquarters to find Huang Dong, and he was very happy to accept my request. In second weeks, he spent two and a half days reading my manuscript, and then squeezed out 3 hours to write a preface of more than 1600 words.

His preface is as rigorous as his style of doing things, as if he were doing a proof question.

Later, he spent two hours in the morning of October 26, 2012 to meet with me and discuss some experiences in business management.

A chairman in charge of about 70000000000 yuan sales must be exceptionally busy. Besides, he often grabbed the problem to a very small point, but he still squeezed so much time to do it seriously, which shows his dedication to people's sincerity and what he thinks is valuable.

a businessman, like Bill Gate and Sam Walton, is a businessman in his bones. It is a real wolf character who can achieve maximum value by means of all means. He will stay like a wolf for a goal for a few days and nights, but he will not give up. Only when he achieves the ultimate goal can he have extraordinary competitiveness in his colleagues.

It is Huang Mingduan's style of being low-key, pragmatic, dedicated and humble in dealing with people. He has let big oil run away from all the industry giants such as Lianhua, Carrefour, WAL-MART and so on. The team he created is more of a tenacity, a focus and a remarkable quality.

learning is the first competitive power

good at learning and taking learning as the first core competitiveness of enterprises should be the most pertinent evaluation of the industry.

many domestic enterprises, when studying or benchmarking, are copying other people's things and staying at the level of simple replication.

As we all know, when we just understand what others do and how to do it, we don't want to understand why others do so.

Only when we figure out why, can we do the right thing or do the best.

There are no best ways in the world, some are just the right way, so long as we can do the right and proper way in time, it will be a good way.

retail industry is a continuously innovating and progressive industry. There is no permanent leader here.

Today may be someone else learning from you, maybe tomorrow it's your turn to learn others.

In 2009, I trained the store managers of Hualian Supermarket in Shanghai. One of the shopkeeper said to me: "teacher Hu, 2004-2005 years, Yonghui supermarket (601933, stock bar) and Shandong Jia Jia Yue supermarket come to Shanghai to learn from us, we still don't see eye to eye.

But now we are going to study in Fuzhou and Weihai. I want to buy things in their stores, but when I come to my shop, I have no desire to shop.

From this we can see that the learning power of private enterprises such as Yonghui and Jia Jia Yue is very strong, and the learning ability of the Hualian state owned enterprises is rather inferior.

The most successful place for P to learn from others is that they will apply these methods innovatively to themselves only when they are not only clear about what they do and how they do, but also must understand them in depth. At the same time, they will continuously optimize these methods and make them the best.

In fact, those great disciples in history are relying on this kind of learning ability to surpass their famous teachers.

> the first store opened in mainland China is warehousing supermarket to Holland Wanke long school.

In 1997, Huang Mingduan inspects the European supermarket industry with his subordinates, and finds that the warehouse type supermarket has gone downhill. The business of the hypermarket is very prosperous. After returning home, he made a resolute pformation, and went to Carrefour and Auchan.

Later, they learned how to make the store more sophisticated from the Japanese GMS (comprehensive business super format). From the environment, layout, commodity mix, merchandise display and other aspects to enhance the optimization, and then evolved from the hypermarket to an exquisite hypermarket.

When p went beyond the leading peers in the market, and surpassed the foreign retail godfather in the Chinese market in 2008, some of Huang Mingduan's subordinates felt that they did not have to learn from their peers.

But Huang Mingduan warned them that if we look at the 100 points of others, even if 99 points are not as good as ours, they are not related to us.

This is the learning power of Da Yun FA.

the opening of the shuttle bus at the hypermarket is the beginning of Lotus (now called Bu Fenglianhua), but now this is the most successful one.

Some people say that in Shanghai, as long as you have the free shuttle bus timetable of big fat, you can take the free bus with big RFA to go from anywhere in the city to another place, and it doesn't cost a cent.

Da Yun FA has 16 stores in Shanghai, and there are 200~300 free bus routes.

There are so many routes that even the bus companies can hardly catch up.

> big fat hair is the way to learn from others' good things, and then make it the ultimate, play a great creativity, and finally lay the leading position in the industry.

At present, there are few retail enterprises in the domestic supermarket circles who are afraid of WAL-MART, Carrefour and Huarun, but there is no fear of big RT.

Because after continuous learning, it has been very difficult to find short boards in big RFA.

It is an all-around champion rather than a single champion, and every piece is done very well.

industrial thinking crossover > a href= "//www.sjfzxm.com/news/index_c.asp" > retail trade < /a > /strong > /p >

big fat run is born with the genes of manufacturing industry.

In 1997, the first store of Da Yun FA opened its old factory building in the textile factory of Ru Tai, the parent company.

At that time, Huang Mingduan pferred from the general manager of run Tai textile to the retail industry, and also brought the industrialization thinking into the retail business.

If a service company wants to expand on a large scale, the best way is to standardize every service process thoroughly.

The industrialized thinking born from socialized production and social collaboration is good at decomposing and refining the whole process.

McDonald's and KFC carried out this set of industrialization thinking and achieved the classic of fine management in service industry.

In contrast, Chinese enterprises are directly pitioning from traditional agricultural society to modern industrialized society. Unlike European and American enterprises, they have experienced a long industrial society, so it is difficult for local commercial enterprises to understand the essence of industrialization thinking.

And the big business that started in the industrial manufacturing enterprise, applying its understanding of industrial standardization to supermarket operation, is unique.

The standardization of "P > >" RT "is embodied in five aspects: service flow, management training, operation and management process, standardization of purchase, and management of 5S (collation, rectification, clean-up, cleanliness, quality) management.

The process does not change because of the change of staff and store manager. Every day's work process is to repeatedly disassemble these processes, and then practice it repeatedly.

the second aspect of industrialization thinking is fine, and it is long and continuous fine!

everyone knows that there is a Deming cycle in TQM -- a theory that helps Japanese and Japanese enterprises change their fortunes (now the Deming prize, which is named after the American name, is still the highest prize of Japanese enterprises).

When Deming went to Japan, he only said a word to Japanese Enterprises: "as long as you insist on progress 1% every day!" it is such a simple sentence that changes the fate of Japanese enterprises, and makes TOYOTA, Panasonic and other enterprises become the best enterprises in the world.

The small progress every day can make a great progress in one year, and many people find it incredible. However, this is a fact. Many people do not want to be patient and hard to do this 1%. Every day they dream of taking shortcuts to achieve the increase of 20% and 30%. The result is that they are up 20% today, and tomorrow is 15%, the day after tomorrow has increased by 30%, and the day after tomorrow has dropped by 35%. "if every one of you is progressing 1% today than yesterday, how much progress will you make in one year?" the answer is 36.41 times progress.

< a > href= > //www.sjfzxm.com/news/index_c.asp > industrialization > /a > another important idea is to start from the source and ponder systematically.

there is such a statistical data in Western business management circles: if it is necessary to find a mistake correction at source for 1 yuan, then the cost is 7 yuan if the error is pferred to the production link.

If we are still lucky enough to think that it is okay to wait until the sales and after-sale links are resolved, the price is 21 yuan.

it may be of little value to investigate whether the data is accurate or not. It is more meaningful to recognize and understand the logic behind the data.

Why is it the lowest cost to solve problems from the source? Because when making changes at the source, it may be just a modification of the contract that has not yet been fulfilled. It may only be a minor change in the design and design drawings. It may be just a change in the parts and accessories, and the cost at that time is of course very small.

But in the process of production, it is necessary to involve the reclaim or scrap of raw materials or parts that have been purchased, the pformation of the completed pipeline, the change of the production process that has been set up, and the adjustment of the production equipment that has been installed. At this time, the cost must be much more than that of the design link.

And in the final sales link, if the customer complaints were consumed, or the goods were forced to recall, how much would the cost be, and we could easily experience the amazing cost from the melamine incident and the TOYOTA safety gate incident.

, how did the big run hair start from the source? Let me give you a very small example.

In general, retail businesses, often buying a snack in the snack food, are just a person, so this purchase can only focus on the surface, such as brand, price, strength of the company and so on.

And big RFA only purchase a melon seed is a team.

They can know the characteristics, production costs, competitive advantages and disadvantages of melon seeds all over the country.

Therefore, they can often choose those brands that are only two or three lines, but the internal quality and competitiveness have not lost to the first line brand of melon seeds, and then push it to the market and create a miracle of sales.

This is the biggest advantage from the source.

> People's intelligence > /strong > /p >

< a > href= > //www.sjfzxm.com/news/index_c.asp > > Management > /a > there are three realms. The first is to do what one can, the second is to do one's best, and the third is to strive for wisdom.

Obviously, big fat hair is now approaching third realms.

it is very important to motivate one's potential from the mutual encouragement among members of a group.

This is achieved through the ubiquitous competition. (Sam Walton is absolutely superior in this respect. The sale of all kinds of single product records every year, every quarter, every month or even every week by Wal-Mart Store Inc is the best example).

People have the desire to be strong and competitive, and in this process of competition, people are always tireless.

So, let everyone work in a stimulating environment tirelessly to strive to challenge their potential, and constantly defeat themselves, such enterprises will be very scary.

Because you can't learn from him.

The distance between them is the energy gap between the two potentials of human potential and no outbreak.

Da RFA has fully used the experience of TOYOTA automobile in excavating the wisdom of the staff.

On the basis of the 100% effect that GM has achieved, TOYOTA motor has brought the potential of the same equipment to more than 120%. It relies on the continuous tackling of the more than 20 thousand QC teams around the world, the continuous optimization of the process, and the rationalization proposal of tens of thousands of TOYOTA employees every year.

These employees' small ideas and small innovations have been combined to drive TOYOTA's continuous optimization and continuous progress.

Because an employee wants to put forward a good rationalization proposal, he must first study his business deeply, at the same time, he is concerned about the relevant factors, and can often think beyond the boundaries of his work, so as to come up with some truly innovative and valuable suggestions.

In pursuit of continuous optimization of processes and processes, one's potential is unknowingly developed.

there are two small cases worth sharing in the development of staff potential.

one is a "caterpillar activity" created by a store manager of Zhejiang RFA company.

He found it very difficult for the staff of the store to say "welcome to customers" because they were embarrassed to speak.

As a result, he would choose two times every day to walk around the store, so long as he found someone didn't say "welcome to come", he had to follow him behind to shout welcome to influence other colleagues.

The long string behind him looks like a twisting caterpillar.

After such a small game, the shop quickly walked ahead of all the stores in the market, and became a pacesetter of civilized service.

Their practices will soon be promoted in other stores, but now it is not easy for customers to see this spectacular and interesting scene.

another small case is: every shop that we enter into the big fat business will find that they have a small pocket on their staff, which is very similar to that of the previous Eight Route Army and the New Fourth Army.

In fact, it contains only a piece of rag to facilitate employees to find dirty places everywhere and destroy them in time.

For the cleanliness and hygiene of the big RFA store, this small "holster" has done a lot of credit.

It is said that this is also because an employee found that it worked well, put forward rationalization proposals, and was later adopted and promoted throughout the company.

if we want to fully tap the wisdom of our employees, we need a series of system designs.

In the big run, employees can work in six months, that is, 10% of their wages to buy shares of the company.

The first batch of store managers now can get at least 5 million yuan if they want to cash all the stocks they own.

This is a good way to solve the ceiling problem easily encountered by foreign employees.

At present, the backbone of the middle and high level is the most stable in the industry.

It is much more difficult for a competitor to dig a store manager than to dig out another store manager.

"P > >" RT "also has a pilotage system. Each category has the best manager to navigate, and he leads the whole company's category team to break through in this field.

This mechanism can effectively stimulate and gather staff's little wisdom, and effectively and effectively gather the wisdom of the masses to solve the key problems faced by enterprises.