These words are a bit heavy when they are spoken, although Tao Ye feels that Professor Zhao's analysis has some truth, but it should not be serious to this extent, and immediately raised his hand to signal that he has a question to ask:

"Professor Zhao, I think this question is also different from case to case, 'Donkey in the Rivers and Lakes' is an Internet company, which is completely different from the development trajectory of traditional physical companies!

Three years of e-commerce platforms is equivalent to 20 years or more for traditional enterprises!

Of course, we want to make the company a century-old store, and of course we want employees and cooperative merchants to enjoy the fruits of enterprise development together after cooperating with us for five years, ten years, or even longer.

However, the speed and life cycle of this industry do not allow us to follow the traditional thinking step by step, and the development of e-commerce is either fast or dead. 'Donkey in the rivers and lakes' is still in its infancy, and there are no powerful competitors for the time being, so although the development speed is a little slow, it is still acceptable!

Once we enter the good situation, or really achieve some results, there will definitely be a lot of Internet e-commerce giants involved, before this inevitable situation appears, we must fly quickly, firmly hold their leading position.

If you want to do this, I think the most effective way is to sacrifice some equity, bring in really capable masters, and at the same time establish a deeper binding relationship with the cooperative merchants!

This idea should be in the right direction, but we do lack experience in how to operate, which is what I want to learn the most when I participate in the training. ”

Although most of the trainees who participated in the training came from production-oriented enterprises, the Internet economy has covered almost all industries, and since the output value of enterprises has exceeded 100 million, they will basically have more or less contact with Internet e-commerce.

So Tao Ye's words also resonated with many people, and after Professor Zhao saw this situation, he was very open-minded and gave five minutes to discuss it to see what everyone thought.

Sure enough, the sales director of a cotton spinning company with its own flagship store stood up and expressed his opinion:

"The characteristics of the Internet economy are extremely distinct, with large investment, high risk, and large output, and it is basically unlikely that there will be an intermediate state!

In this case, fast, accurate, and ruthless should be more practical tactics. Giving money, the enterprise is overburdened, and it may not be able to guarantee that the desired results will be obtained after the money is spent.

The most important thing for the Internet platform is whether it can successfully pass the development period, achieve profitability as soon as possible or be recognized by investors to obtain angel funds.

In a hurry, I think their thinking is not unavoidable! ”

As soon as he finished speaking, the director of operations of Shanhua Group raised his hand to join the discussion:

"Although our group is not an Internet company, but the company has developed for so many years, we still understand the importance of corporate equity.

I have never heard of rewarding employees and cooperative merchants, and they will give equity when they come up! I think this method can't be used no matter how good it is, the reason is very simple, so that it will be extremely difficult for the person in charge of the enterprise to control the company, and it is easy to get into trouble due to disputes over equity distribution!

According to what Mr. Tao just said, this equity distribution should be completed in a relatively short period of time!

I think the most direct manifestation of equity dispersion is that the company is full of hills, everyone is a shareholder, and no one is convinced! And when there is a problem to be held accountable, the cost can be extremely high. As Professor Zhao said, people do not suffer from injustice. Huge interests are in front of you, and it is basically unrealistic for employees not to intrigue with each other! ”

They are all business elites, and a lot of words can be said to the end.

It was obvious that everyone's point of view was reasonable, so everyone turned their attention back to Professor Zhao to see what kind of solution he would give!

Professor Zhao did not disappoint everyone, drank saliva, cleared his throat, and said loudly:

"Now it's time to witness the magic of how effective division management is!

I think both sides make sense, but how can the contradiction be resolved? Let's start with the concept of the division of work system.

In fact, we can divide equity into two types: real shares refer to the shares that need to be filed with the Industrial and Commercial Bureau and change the composition and shareholding ratio of shareholders, while virtual shares refer to the shares that recognize the composition and shareholding ratio of shareholders within the company, but do not need to be filed with the Industrial and Commercial Bureau.

The biggest difference between them is that real shares are protected by national laws, and shareholders enjoy equity regardless of whether they are in the company or not; However, fictitious shares are only recognized by the company, and the shares are withdrawn by the company when the shareholders seriously violate the company's regulations or voluntarily leave the company.

However, regardless of real shares or virtual shares, the annual income of shareholders is the same, and after a certain period of time, when all the conditions meet the terms of the contract signed at the beginning, the virtual shares can also be converted into real shares!

So my suggestion is: the company's initial commitment to incentive shares should be set as virtual shares, and the distribution standard should be completely in accordance with the method of division management! ”

Fake thousands of books, true spread a sentence. The road to simplicity! Professor Zhao said a few words, and immediately opened a new window for Tao Ye, Jun Mo and Haiyan.

Professor Zhao didn't give the three of them much time to digest this concept, and then threw out another question:

"I said at noon that companies like 'Donkey in the Rivers and Lakes' not only want to use the method of employment management to assess internal employees, but also to assess cooperative businesses and franchisees, what should I do in this case?

For the company's internal employees, they have a salary, and they have their own work indicators, so that

A day score, B material score, C key task score, D fixed bonus points, all have to be comprehensively assessed and no one is missing!

Considering the principle of fairness, there are naturally subtractions for the work, and the specific operation ideas have been talked about before, so I won't say much now.

But as for franchisees, these mostly come in the form of active participation, and it's hard to say how long their interest in the platform will last.

Therefore, we should mainly use B material points to assess them, and I personally suggest that when the material points accumulate to 500 yuan, the corresponding rewards should be paid off to them, and the work points are still the same lifelong accumulation system.

Cooperative merchants, should not be very good at looking at the B points of those small money, my idea is: directly use C key tasks to share with them to make records.

You can use 1000 points as a starting point and motivate them according to their scores. What merchants care about most must be the intuitive interests, bonuses are not good, and virtual equity is not of much significance to them, so it is necessary to find a real itch.

I don't know much about the Internet and e-commerce economy, but isn't the main profit model of your platform to extract the service fee commission of the merchant?

I briefly asked Haiyan, I learned that you are now unified with 5% service fee + 1 yuan insurance standard, is this aspect can be changed, become the platform commission below 1000 points is 10%, between 1000 points and 3000 points 7-9%, between 3000-5000 points 5-6%, more than 5000 points are charged according to 4%?

You don't have to spend real money, and the merchant can directly benefit. In this way, they can enjoy the fruits of the development of 'Donkey in the Jianghu', and the equity of the 'Donkey in the Jianghu' company itself will remain relatively intact! ”

Although Professor Zhao didn't say much, every sentence was on the most urgent problem to be solved by 'donkey in the rivers and lakes'.

The internal employee assessment is very simple, and the operation template of the work division management can be directly applied; The difficulty lies in the management methods and incentives of the franchised volunteers and cooperative merchants!

Of course, it is unrealistic to completely sort out all the links in this short day and a half, although "donkey in the rivers and lakes" is the main case, but other companies can not be high-minded and dedicated to solving problems for others, and ignore the problems they face.

Sure enough, as Professor Zhao analyzed and solved the two main problems of 'donkey in the rivers and lakes', everyone present raised the difficulties encountered in their own business management one by one.

But after all, not all problems are like 'donkey in the rivers and lakes' was sent to the training lecturer by Haiyan early in the morning, there is not enough information for reference, and the gods can't solve so many troubles immediately, if it's really that simple, there is no need for these high-level executives to come to the lecture to learn.

The rest of the training is basically like this, one company raises a problem, and then everyone comes together to discuss and think, and then Professor Zhao gives solutions according to the method of division management.

As Haiyan expected, everyone saw that Internet companies such as 'Donkey in the Rivers and Lakes' can find operational ideas through ingenious work management, and many seemingly irreconcilable contradictions can also be easily resolved. These entrepreneurs have even more confidence in Professor Zhao and his management philosophy.

By the end of the training, at least five companies had made it clear that they wanted to sign enterprise management service agreements with Professor Zhao, and six or seven companies had strongly invited him to the company's headquarters to instill this concept in the general manager or chairman who had not yet arrived, so as to further promote it in the enterprise.

Anyone with a discerning eye can see that the biggest beneficiary of this training is 'donkey in the rivers and lakes'. And Haiyan's credit is also visible to everyone.

Although Professor Zhao said that the original rough 20% equity distribution method is indeed a bit reckless, and it will definitely be rectified after going back, Jun Mo still has a very clear promise: no matter what the final plan of rectification is, Haiyan's 5% equity will never change after one year of work.

Professor Zhao has pointed out the direction for everyone, so all that remains is to improve the operation logic and detailed terms. Haiyan also issued a military order, promising to formulate and implement the three standard work management plans for internal employees, volunteers and cooperative businesses within a month.

After more than three days of contact, Jun Mo and Haiyan have also gained a lot of understanding of each other, and Jun Mo has a lot of trust in her commitment, just joining the company for more than half a month, Haiyan has already brought a lot of surprises to herself, and now when everyone is thinking the same way, there is no reason to worry.