the first topic: why should we standardize the system? Let me tell two stories first. In the first story, there is an old man with a white beard at the door of every KFC restaurant. The amiable old man is Harlan Sanders, who is the founder of KFC. In 193, he developed a kind of fried chicken with eleven mysterious recipes (whether there is a secret recipe or not is controversial and will not be discussed here). Harlan Sanders is a person who is obsessed with studying food. When he was in charge of the brand, KFC only did some franchising in his hometown of KFC (it should be the earliest to join). In 1964, Harlan Sanders sold the KFC brand to John Brown and Jack Marshall for $2 million. At this time, the development of KFC took a turn for the better. These two people, one with the concept of business operation and one with rich experience in capital operation, began to create a management system, which was later called "opening a copy machine" and opening a new store, just like copying a document. It is this system that gave birth to a famous saying of KFC: Even if all the managers of restaurants in this city leave their jobs overnight, KFC restaurants will operate as usual. The reason is: it is the system that supports the operation of KFC, not relying on people. Yixieshi.com Under the operation of these two people, KFC went out of KFC, went to the United States, and went out of the United States to become an international brand. The second story, an executive who recently jumped ship, told me about the bottleneck of her last company. In the early stage of development, her previous company allowed its branches to fight for the rapid expansion of the market. As a result, the brand expanded rapidly in the early stage, but by the time the brand sales reached more than one billion yuan, the problem came out, and the branches had formed a situation of "vassal separation", and the headquarters lost control over the branches. In order to integrate resources and form a joint force, the brand spent five years trying to realize systematic management of its branches, but the results were little and the chaos could not be cured. Five years of pain, and it will continue to hurt. These two stories illustrate the fact that products or markets are just one leg of an enterprise, and system standardization is the other leg of an enterprise. Only by walking on two legs can we walk steadily, quickly and far. Some things about the Internet The second topic: Why can't we standardize the system? In the process of implementing system standardization, enterprises can be divided into five stages. The first stage: choosing the right professional manager emphasizes appropriateness here, not Excellence. This professional manager must have the spirit and ability of "suicide". What is "suicide"? When you first came to this enterprise, everything depended on you, but after two or three years, you were not needed for anything, because everything has been replaced by the system you created. So at this stage, it is very important to choose and use professional managers well. The second stage: personal experience organizes and refines some things about the Internet. In the initial stage of system standardization, enterprises will sort out and refine the experiences of some "masters" within the enterprise and decompose them into replicable and executable processes. At this stage, many people will passively cooperate and resist. Why? "Teach an apprentice and starve a master", everyone should protect their own interests and not hand over their "unique skills". Therefore, in this period, we should first build a step-by-step development mechanism. When you cooperate with the enterprise at a certain level to complete the experience refining, the enterprise will give you a higher level of corresponding training, so that you can grow and develop and avoid worries. The third stage: System operation At this time, the system has begun to play a role, and when to do something, which department to do it, to what extent, and how long it will take, there are processes and quantitative indicators. At this stage, we should pay attention to the side effects caused by system operation. Once the enterprise realizes systematization, the employee's substitutability is very strong, and many enterprises will not take the employee seriously. Assembly line work and lack of confidence in the future will destroy the will of many employees. The tragedy of ten consecutive jumps in a factory should belong to this situation. Yixieshi.com So at this stage, the power of corporate culture is reflected. Creating a happy atmosphere and a sense of belonging can largely offset the side effects of system standardization. The fourth stage: the standardization of perceptual behavior saw an article on the Internet a few days ago. I admire an e-commerce brand for refining the "customer experience" into an evaluation index for employees. In the future, there will be more and more enterprises that pay attention to perceptual behavior, and I believe that such enterprises will do better and better. As for how to refine the "customer experience" into a target, the online article did not say. My first contact with "customer experience" was in KFC, where perceptual behavior was also effectively subdivided. For example, how to evaluate whether employees are "friendly" to customers? "Friendly" is an emotional behavior, which is broken down into two details: first, when you walked into the restaurant, did the restaurant staff you met greet you; Second, did the staff who served you smile at you when you ordered? At this stage, how to turn perceptual behavior into examination details, and how to avoid being mechanically executed after decomposition (such as smiling into wry smile or fake smile) are two key issues. The fifth stage: the contradiction between maturity and innovation. When an enterprise's model is determined, it will gradually mature. After maturity, the work will become habitual, the thinking power will decline, and enterprises will easily become rigid. Many enterprises in yixieshi.com will choose to introduce talents to import fresh blood to avoid the solidification and aging of enterprises. At this time, there will be a new risk: the impact of new things on the original system.