Zhang Hongliang, Director Of Semir Electricity Supplier, Has A Long Way To Go To Develop The Electricity Supplier.

Semir implements amoeba mode in human resources

The Amiba model advocated by Inamori Kazuo combines the philosophical wisdom of "respect for heaven and love" with the operation accounting, and introduces a sophisticated accounting system to quantify the value created by teams and individuals in the organization, thereby motivating employees to move from passivity to initiative and achieve a virtuous cycle of business operation.

Semir has made full use of amoeba in its operation and management to create maximum value for everyone in the team. Zhang Hongliang, who is responsible for the two brands of Semir and Barbara, has shared Semir's amoeba mode in the promotion and application of the company and its value.

From 2 hundred million in 2012 to this year's estimated value of 3 billion, I hope to get over 100 billion in 2021. The growth of this performance is startling, and there is also a lot of trouble behind the high speed growth.

The development of traditional electricity providers started with cleaning up stocks, but

What's different is standing in the future. Now we need to eliminate inventory and also consider the future.

In 2012,

Began to import amoeba thought, from less than a hundred teams in the year to the present 1000 people, has produced a number of good amoeba long.

The managers of Semir have always been training themselves, and have invested continuously in the accumulation of talents every year.

The organizational structure of the operation Department will change every year. According to the whole channel and brand, there will be a lot of Amiba. Amiba is responsible for the whole team management and the net sales profit.

Semir Tmall is a separate Amiba who adopts the one-to-one correspondence principle of Amiba.

Semir Zhang Hongliang said: the choice of talent is the core, to be based on the long term, in the next three to five years, what do you want your company to be like? In the next 3-5 years, your plan is multi brand development? What is your talent structure? What is the difference between team size and planning, including sales goals, industry rankings and market positioning?

Although the results of the introduction of amoeba are obvious, there are also some shortcomings. That is how to import ideas and make employees work as their own things. This is very difficult and requires the support of corporate culture.

How to maximize the value of Amiba thought effect still needs our continuous efforts.

Semir Electric: rapid development, heavy responsibilities and long way to go

In 2015, a group of data showed that double 11, Semir electric business achieved 396 million sales, of which Tmall stores 197 million, ranked 17, balbala 2015 Tmall flagship store 152 million, ranked first in mother and baby.

First half of 2016

Ranked fourth (the first UNIQLO, second Hai Lan's home, third JACK&JONES).

At the beginning, the digestion of inventory is a top priority for the company. Zhang Hongliang said that it was obvious that he felt the pressure of inventory at that time, and understood the needs of consumers. He thought about how to develop new products (at present, the proportion of new products has reached six or seven, and opened up a new series of products). At the same time, he also worried about whether there would be more inventory after the launch of new products, how to advance the planning of explosive loans, the size of the volume, the risk problem and so on.

The good results not only come from the support of the headquarters of the sun Ma group, but also from the efforts of every employee in the electrical business department. Through the introduction of amoeba, everyone is a manager, and the market has been expanded.

2015 double 11 explosion - a 179 yuan down jacket, double 11 sold more than 70 thousand pieces that day.

Through the analysis of the large sales data in the early stage, we chose money, quantity and pricing, and finally found the most popular Baseball Shirt.

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The advertising of the down jacket has also been specially photographed by Li Minghao, South Korea. The marketing has also made many preparations. The preparation for the early stage of the explosion can be said to be from the point to the surface, and in this process, the fine operation of the team has been rapidly promoted.

Director Zhang Hongliang said that at present, the management of our product SKU is still extensive through EXCEL, such as Semir Tmall flagship store 1000 3 color Sizes 5, so that we can roughly understand the number of SKU.

In the process of promoting O2O, the resistance is quite large. In order to alleviate the contradiction between online and offline, the price of new products is differentiated.

When there is a certain distinction between the goods on the line and on the line, the contradiction is less.

At present, we only need to solve some problems through this temporary solution.

The electricity supplier still needs to break through the product life cycle management. The second breakthrough point is from the financial point of view. There are many problems in data and interface and reconciliation, how to quickly open up the flow of funds and information, so that the data can be better opened up, and the financial requirements for the nuclear inventory of each color size are achieved.

And the rapid growth of the Barbara brand, the new talent and management mechanism.

Operation strategy and standing in the future look at the current planning and practice, and the results are gratifying.