Amoeba Entrepreneurship: Reinvention Of A Mark Electricity Supplier

In January this year, Mark Ed Faye electric business ushered in a special employee: she was not only the first employee recruited by the Mark Ed Faye electricity supplier ladies team, but also joined Mark Ed Faye as a business partner.

Inside the company, a business partner like her is called "Ba Chang".

From the effect of amoeba management, the new increase in women's clothing business in half a month, online sales surged from 800 thousand to 3 million, to the current breakthrough 8 million.

All this stems from

The amoeba management model has been implemented in recent years.

Amiba management is the original management mode of San Sheng Sheng Fu, a Japanese business. Its essence is a quantitative empowerment management mode.

The organization is divided into small groups, through the independent accounting system directly linked to the market to operate, train managers with a sense of leadership, so that all staff involved in business management.

From the whole group to the branch office to every department, Mark Ed Faye carried out the operation of amoeba.

At the level of the group, departments are independent accounting, self financing and self distribution.

For example, in the electricity supplier company, CEO is a class "Ba Chang", and the heads of various departments are two level "Ba Chang".

Each two level "Ba Chang" is responsible for team building, personnel recruitment, cost accounting, project promotion and profit distribution of the whole business unit.

Under this mechanism, the company's institutional setup,

Great changes have taken place in the performance assessment.

In terms of institutional setup, mark Hua Fei does not divide the team according to the level of the process flow, but according to the organization.

The women's clothing, children's wear and footwear are reproduced by different business models, and the business departments are set up respectively. Each division is an independent profit center.

In this way, each department has the same sub departments as operation, commodity, market and so on. It seems that the duplication of construction mechanism follows the principle of "let the right people do the right thing", because familiarity with men's clothing does not mean familiarity with shoes.

And each team leader has different industry experience, or familiar with the platform, or familiar with clothing.

The head of the business department controls how to acquire resources, how to sell and how to lead the team at the front end of sales.

At the back end, the various departments jointly owned factories, design and supply chains, and each department formed a purchase and cooperation relationship with the design. The person in charge could choose the design that he thought better in the existing Mark Ed Faye design circle.

In the incentive mechanism, KPI performance appraisal greatly mobilizes the enthusiasm of the business backbone, and the twenty percent of the division's head is divided into profits. The incentive mechanism that the employees share twenty percent profits according to their contributions makes every employee very active. Because for them, creating benefits for the company means winning their own interests. Meanwhile, mark Hua Fei adopts the principle of immediate encouragement and implements quarterly settlement.

Behind the incentive mechanism is the partner system pursued by Mark Ed Faye electric business. Mark Ed Faye defines the business operation as a new undertaking. For the company, entrepreneurship means sharing with employees' interests.

The empowerment of every department does not mean that Mark Ed Faye is totally throwing it away.

In the operation of the electricity supplier, Mark Ed Faye implemented process control, set the price discount ahead of time, listened to the business reports every month, and worked out the principle of reasonable employee separation, so as to supervise the work of various departments.