[Management] 4S shop management: The 80/20 rule of management

Automobile 4S shop model Since Guangzhou Automobile Honda took the lead in domestic operations in 1998, more than ten years have passed. Accompanied by the growth of the domestic auto market at an average annual rate of 25%, we have also seen an increase in the number of 4S stores and the scale of Constantly increasing and increasing competition, the work enthusiasm of the next-line departments such as sales, after-sales, and second-line departments such as the market, integrated, financial, customer service, etc., is spontaneous and automatic. Then, how can we mobilize the enthusiasm of employees and create greater glories. According to the years' experience in the work of 4S stores, combined with the management cases of ancient and modern China and foreign countries, the author made a special series of articles on the management of auto 4S stores to readers.

My opinion on the management of automobile 4S shop (I)----The 80/20 rule

In the six years after the founding of Emperor Jianxing (AD 228), Zhu Geliang launched a war on the Northern Expedition in order to realize the great cause of reunification. He ordered Zhao Yun and Deng Zhi as suspects to occupy the Silicon Valley (present-day Hanzhong City, Shaanxi Province), and led a 100,000-strong army to attack Weishan (now Gansu), which was defended by Wei Jun. At the same time, he appointed the army as the striker and guarded the strategic location of the street pavilion (present-day Qinan County, northeastern Gansu Province). Prior to his departure, Zhuge Liang said repeatedly: “The street pavilion is small and important. It is the throat that leads to Hanzhong. If we lose the pavilion, our army will lose.” And concrete instructions let him “set up by the water near the mountain, careful and careful Must be wrong."

After Ma Jie arrived at the pavilion, he did not follow the Zhuge Liang's instructions to deploy troops on the mountains and waters, but he took pride in the enemy and volunteered to deploy the army on the streets and mountains far from the water. At the time, Vice President Wang Ping put forward: "The street pavilion is an anhydrous source, and no food road, if Wei Jun sieges the street pavilion, cut off the water supply, and cut off the grain road, then the Sui Army will not fight against the collapse. Please ask the Lord to follow the law and follow the mountain. "Water, skillful soldiers." Ma Jian not only did not listen to dissuasion, but confidently said: "I know the art of war, the world knows, even the prime minister sometimes consulted me, and you Wang Ping was born in the brigade, the hand can not book, know what the art of war "Then he said with complacency," "To be condescending, to be in danger, to be dead and to be born, this is common sense. I will lay the army on the hill so that it will never be turned back. This is the secret of victory."

Wei Mingdi, Cao Rui, learned that the horse was occupied by the horses and kiosks, and immediately sent Zhang Yong, a general who had fought with the Sui army several times, to fight against the enemy. Zhang Hao entered the street pavilion and reconnaissanced Ma Yishe Water Mountain. He was overjoyed. He immediately sent troops to cut off the water, cut off the grain roads, and siege the horses on the mountains, and set fire to the mountains. The armies are hunger and thirst, and the army is distracted and free from chaos. As a result, Zhang Hao ordered the attack to attack and defeated the army. Ma Wei fell out of the street pavilion and the war changed rapidly, forcing Zhuge Liang to stage an "Empty City Plan" that was an absolute eternal singer and returned to Hanzhong.

Ma Yun violated Zhuge Liang’s schedule and camped on the mountain. It was the main reason for the loss of the street pavilion. The loss of the street pavilion caused the Han-Han army to lose the best opportunity for further advancement in Shaanxi. As the general, the horse must bear the main responsibility.

Afterwards, although Ma Jie was a proud disciple of Zhuge Liang and was responsible for petitioning for sin, Zhuge Liang still ordered him to be transferred to prison and his head was shown to the army. However, the focus of this article is not to remind the car 4S shop managers should be cautious on the use of paper to talk about the horses, or emphasizing the rules and regulations should be treated in the same way in front of any person, but Zhuge Liang after the letter from the main degraded three levels (reason: employment Overestimated, defeated Lushan is a precious place.

Taking a look at the rules and regulations of the 4S stores of various brands, there are countless laws and regulations concerning the loss of employees due to violations of discipline or work mistakes. For example, the employee's late work penalty is RMB XX. The employee drives a commodity vehicle to participate in an outreach accident and takes full responsibility (if the luxury car, the employee will face a miserable situation), and the employee does not receive sales or after-sales according to the standard process of the OEM. The customer is secretly collected or punished by a flight inspection penalty of RMB XX (if the unit is 100 yuan or more, the unit is measured in thousands). Employees do not wear clothes and nameplates in accordance with the standard. One column. However, when we look closely, we find that these punishment regulations seem to be missing something. What is missing is that Haier, the first brand in the Chinese home appliance industry in Qingdao, Shandong Province, has done so through its own actions.

In 1995, a company in the Haier Group announced a handling opinion: a quality inspector was not responsible because of his strong sense of responsibility.

Caused the washing machine to choose the switch plug to insert the wrong and missed the check, therefore was fined 50 yuan.

The quality inspector, as the most directly responsible party at the grassroots level, assumed the responsibility for the work that he should undertake. However, Haier's management sees a deeper problem in the quality assurance system from this matter: Has the inspector undergo rigorous training? Has its superior conducted a review? Have you checked? How to prevent unqualified products from leaking into the market? Who is responsible for these problems? Haier’s management further believes that behind the mistakes made by the quality inspector, there are still more hidden dangers: the production of mistakes is not a purely personal capacity problem, but the loopholes in the system make “casual behaviors” become "inevitable".

For this reason, Haier conducted a big discussion up and down, resulting in the "80/20 rule" that the key minority restricts the secondary majority. Managers are a minority, but they are key figures; employees are the majority, but from a management point of view, they are subordinated. From the determination of strategic objectives to the formulation of the plan to the implementation of control, it is the responsibility of the management personnel. The poor performance of staff is mainly due to the bad command of management personnel; the level of employees reflects the quality of management personnel. Therefore, if a problem arises, it is a behavior that violates the basic principles of management by placing responsibility on subordinates.

In 1999, an intern employee of a financial department of a company in Haier leaked a department when it issued the notice, which was discovered by the audit department. Since the employee was an intern without any penalty, he was fined 50 yuan according to the “80/20 Principles” for the head of the financial department who is the responsible leader.

Following the “80/20 Principles,” Haier’s management further put forward the view that “the quality of employees is the quality of leadership”. Zhang Ruimin, the chairman of the company, spoke to the company’s middle-level leaders: “The low quality of the subordinates is not your responsibility; however, the quality of the subordinates cannot be enhanced. It is your responsibility.”

Each company under the Haier Group has implemented the "leadership" responsibility system. Regardless of what happened, the group asked the top manager. At a regular meeting in October 1997, the sales company reviewed the telephone records of the refrigerated cabinet heating department's return visits to users in a certain area in accordance with the routine management system, and found that many pages on the record only read the word "busy". The sales company thinks that Zhang Ruimin has repeatedly criticized the phenomenon of “enterprise that does not mean the same thing, and does something that does not mean it is done.” This is a serious phenomenon in the electric department of the freezer. In response, the head of the freezer electric heating department replied: "Returning to the investigation of what the following is done?" This understanding is obviously inconsistent with the Group's management philosophy. Zhang Ruimin immediately pointed out: "What you are most trying to grasp now is your own thinking style and work style problem. Your subordinates are not serious because you have not asked them to be serious."

In the Haier Group, all management cadres agreed that as a leader, if they do not do a good job of employees, they cannot complain about the low quality of employees. If the leaders do not formulate a set of training and incentive mechanisms to improve the quality of their employees, employees with low quality will never improve spontaneously, and high-quality employees will gradually become less qualified because of the lack of motivation.

Today, the phrase "only backward cadres and lagging masses" has become a classic in Haier.

In the summer of 2002, after reading the book “Haier is the Sea,” the author made a special trip to Qingdao to visit Haier. He wanted to obtain a mid-1980s closing down, but after the entry of Mr. Zhang Ruimin to Haier, the first rules and regulations were formulated.” It is not allowed to revitalize the enterprises in the workshop area to become the vitality of China's largest and world-leading white goods manufacturer. At that time, the young and young author learned the secrets of Haier Qingdao Huangdao Plant, Haier University, and Haier’s visit: quality first (砸 refrigerator), service-oriented (door change shoes), constant innovation (vegetable washing machine ) However, nowadays, the writer of the 4S shop baptism has just realized that the thorough understanding of Haier's success is essentially an innovation of management, especially the 80/20 rule: it emphasizes the responsibility of the manager and thus enables the manager to Strengthen policy advocacy and skills training for employees in practice to prevent managers from “managing” for “management”.

From this reasoning, the employee is punished with a late penalty of RMB 5,000. Then, should the manager consider taking certain responsibility? For example, whether the manager arranges too many tasks during normal off-hours and the employee is overloaded, or the manager only considers the employees' pay in the long-term without giving corresponding material and spiritual rewards to make the employees produce mental imbalances, or new employees The vocational discipline training is not fully implemented, and so on.

Another example is that employees do not receive sales in accordance with the standard process of the host factory or after the sale of customers are secretly collected or fly penalty deducted × × yuan, as the manager must first consider whether the pre-post post-job training and normalization exam follow-up, whether the system is formulated as a system The implementation of whether there is someone. Second, we must consider whether the current number of consultants is scientifically reasonable, whether the consultant skills are directly proportional to the workload, whether there is a “Great Leap Forward” ideology, and whether the company only pays attention to customer satisfaction and neglects employee satisfaction.

For example, when the author served as service director of the Audi 4S shop, during the routine inspection of the old parts before work, it was discovered that a machine repair tool cabinet had a bottle of power steering oil. According to the rules and regulations of the department, the head of the mechanic was fined 100 yuan, the workshop director and technical manager were each fined 200 yuan, and the author punished himself by 500 yuan and handed over the company's finances.

On the contrary, if the manager blindly shirks his or her own responsibility and emphatically stresses employee issues when employees violate discipline or work mistakes, such cases will occur or even occur repeatedly because managers are unaware of their own problems. Nor will it be reformed and improved in the future work. Then, employees will be passively absent because the “mind” has been injured, and the voluntary self-sufficiency and automatic refilling will not be realized.

In summary, if managers can imitate Zhuge Liang or Haier when employees violate disciplines or work mistakes cause losses, they will find themselves in short supply as managers and bear responsibility or losses and improve them in future work. Greatly promote the improvement of the relationship between employees and managers, will greatly promote the enthusiasm of employees, and ultimately, employees in the company will be increasingly reduced in violation of discipline or work losses resulting in losses, employees, managers, and the enterprise a win-win situation The situation will definitely appear.