How to visit a company without wasting a learning opportunity?

Author / Liu run

Organize a delegation to visit famous citiesenterprise, it seems to have become a fashionable thing today.

HuaweitencentAliMicrosoftyum China.

How many people sighed after the visit:

Oh, so they did. Wow, it turned out to be so successful.

Wow, I see.

They thought they understood. I saw the whole picture.

But, but, is that true?

How to visit acompany, don't waste a learning opportunity?

After visiting hundreds of famous enterprises, I summarized two methods to share with you.

— 1 —

Let's start with a script.

Suppose you pick a role now,Kentucky Fried ChickenThe total area. The task is to visit with other district managersCtrip, when you get backteamDo a share.

What should I do? Here are two tools.

First, find a difference.

First, you should have a basic judgment about the two companies.

KFCparent companyYum China is the largest in ChinaRestaurantGroup. To what extent? a yearincomeMore than 60 billion. More than 400000staff

What are the similarities between Ctrip and it? They are all big companies, with big companiesorganization structure。 AllService industry。 obvious.

What's the difference? Let's look at it in different dimensions.

1、serviceShang Hemiddleman

Although they are all service industries, yum China is a direct service provider, and Ctrip is an intermediary.

Direct service providerproductIt's yoursbrandIt's yourscustomerYou face it directly, integration.

The middleman is the platform, and the left hand is the platformService provider, right handconsumer

If you putyum China corresponds to Ctrip's system, just likeChain Hotel, airlines.

hotelThe relationship with Ctrip is like KFC andMeituanRelationship.

What's the use of knowing the difference?

From this perspective, the challenges faced by the two are different.

similarlyquality control, yum ChinaAdministration, Ctrip dependsgovernment

Management is, how many seconds does today's French fries come out of the potStandardizationYes, fried chicken is standardized and ice cream is standardizedtechnological processTo solve the problem.

Management is that your hotel is not good. If the customer is not satisfied, I'll get off the shelf. Because I can't go deep into your hearthotel managementGo into the system. I can only use rewards and punishmentsmechanismcomecontrolquality

Another example,JD.COMandAli。 Jingdong is a direct service. First buy the goods and then sell them; Ali is a platform. I'll open onemarket, you come to me to sell goods. I understand the quality of your goods through the comment mechanism, and then manage them.

There is no distinction between good and bad management and governancecompanynaturedecision

This ismanagement model Different.

2、B to CAnd C to B

One big difference is that Yum China is a B to C company, whileCtripIt's C to B.

B to C company, what makes money?

A piece of fried chicken, a piece of hamburger. byproductWell done,userLike to buy and make money.

Backed by the company's productsbrand, orientedconsumer。 This mode is called B to C, which is one of the most classicbusiness model

What is C to B?

If Ctrip is in your eyes, what is upstreamsupply chain managementDepartment, in chargehotel, airlines, attractionsdestinationresources。 upper reachesSupply chain, downstream consumers.

If you think so, thisactuallyOr B to Cthinking

But Ctrip doesn't think so. It is backed by consumers, backed by traffic, and oriented to the supply chain.

This is C to B.

This difference fundamentally determines the positions of both sides:

Who does it representinterest

Today, Xiao Zhang wants to buy a ticket from Shanghai to Beijing. Ctrip has to ask,China Southern Airlines, can you give me a discount? China Southern Airlines said I didn't fight, soChina Eastern AirlinesWill you fight? China Eastern Airlines doesn't fight, thenAir ChinaWill you fight? Air China said there was a discount.

It didn't end until Air China gave a discount and Xiao Zhang bought a cheap ticket.

Because of its business modeldecisionYes, it must represent the interests of consumersdemand, to force upstream products to reduce prices and provide better products and servicesservice

holdPricePressure down, consumers buy cheap, will be happy.

You might say,B to CofcompanyIt is also consumer centered.

Yes, doing business is consumer centered, but their service mentality is different.

CtripYou don't really own an airline and a hotel. So when I want to serve myconsumerWhen you go upstream, you must reduce the price and give up the profits.

If it does, what problems will arise?

One night, Xiao Zhang and his family and friends wanted to buy tickets. It happened that tonight, his airline had a plane with half the empty space. That must have done everythingway, put your own firstproduct(empty space) to sell. You can't afford to bargain.

This is the contradiction between B to C and C to B.

So, companies that own products,populationIt's hard to make a platformInternet companyBecauseinterestThe starting point is different.

This is the difference of standpoint and interest starting point.

3. Linear growth andindexincrease

yum China and Ctrip are growing all the way, but there is a huge difference between growth and growth.

Yum's growth is linear, no matter how fast it is, it is also linear; Ctrip's growth is exponential.

What does linearity mean?

Yum can achieve 60 billionsales volume, corresponding to 400000staff, what if we want to achieve 100 billion? The number of employees will rise, perhaps 500000 or 600000.

Why? Can't we just use 400000 people now to achieve 100 billion?

It's very hard. There is an extreme approach, do not open new stores, let the existing onesSingle storeincomeSubstantial growth. HerelogicBut it is difficult to operate in practice.

Normally, if you want to do more, you have to open a shop. Every time you open a store, you have to configure itproportionEmployees. Every increase in you corresponds to an increase in the number of employees.

Therefore, no matter how fast the growth is, there is an equal proportion of investment behind it, which is called linear growth.

So, what is exponential growth?

Suppose onetechnologyteamWith an investment of RMB 200 million, it can support the revenue of RMB 200 million, RMB 2 billion and RMB 20 billion. Technical input belongs to fixed input.

Fixed investment may be rising, but withcompanyThe ratio of revenue to scale is out of proportion. becauseinternetofproduct, closetechnical serviceWhen you pay, collect itcommissionWhen it's time, it's timemarginal cost Almost zero.

Internet platform, because of its low marginal cost, can bringindexLevel growth.

WhyindustryCan it grow tenfold? That's why.

Here, we find the difference of growth model.

Therefore, when we visit a company, we have the first tool to find similarities and differences.

Keep comparing yourself with them and the company with the company. To see similarities, but also to see differences.

What are the benefits of doing so? Force yourself to study, think and summarize.

Being able to make comparisons means that you fully understand others and really understand yourself.

When you see the difference, you know they do a lotpolicy decisionWhy did you do this.

— 2 —

When visiting the company, I suggest you understand another thing at the same time:

The cause is usually not near the result.

what do you mean?

There is onelogicFallacy.

Suppose a school finds that half of the students who eat in the canteen are overweight.

thereforerestaurantdecisionadjustmentmenu。 Reduce the supply of high heatfood, reduce fried food and increase the consumption of vegetables and coarse grainsSupply

Since doing so, the studentsaverageWeight is dropping every month.

Does this mean that the reason for adjusting the menu and the result of weight loss?

not always. Because we don't know whether the same group of students came to dinner before and after adjusting the menu. Maybe students who like to eat healthy meals will continue to come, and those who don't like to eat won't come.

We also don't know whether the school has increased other measures, such as increasing the time for physical exercise.

In real life, if the time is extended, the situation will be more complicated.

For example, manycompanyIs it the one you saw when you visitedteamBrought about by your efforts?

not always. And bigprobabilityno, it isn't.

Today's success may have been sown as early as 15 years ago.

What the current team is doing may take 3 or 5 years to see.

Even the visited companies themselves may not be able toknowTo this matter.

HuaweiGood, you look goodEasy to reachAfter Huawei, I feel good about everything I see in Huawei. Usually they themselves think that what we are doing today is the reason for our success today.

If you think so, something will go wrong.

Because Huawei's success today may have been cultivated by people five or 15 years ago.

In other words, if you learn what those people are doing today, you will not bear fruit. Instead, he took himself into the ditch.

Remember, the cause is usually not near the result.

Sometimes in space, sometimes in time. Especially in the dimension of time.

Don't be misled by time, learn to be rightattribution

Last words

visitactuallyIs to learn from others.

Learning, without knowing the cause and effect, is taken out of context and regarded as a classic.

Visit, do not think deeply, only learn immediate success, it is easy to take yourself to the ditch.

How to visit acompany

We talked about two basic methods today:

First, look for similarities and differences.

yesmanagement model Different positionsinterestDifferent starting points also have different growth models.

Second, the reason is usually not near the result.

Take these two thinking frames and visit a company again, so as not to waste a learning opportunity.

Don't cover your eyes with a leafrelevantWhen cause and effect.

Copy successful experience and avoid failure experience.

On the time and space axis, correct attribution.

Statement: This article only represents the author's point of view, not the position of MBA think tank.
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Liu run

Liu Run: Liu Ren, the official account for the public, Internet transformation expert, and former director of Microsoft strategic cooperation. As a strategic consultant of many famous enterprises such as Haier, COSCO, Henderson and Baidu, he can always find out the essence of business by complicated problems and publish them on his official account, ID:runliu-pub. Liu Run