Question: What is the significance of branch store management?

? The general managers of each branch can freely express their creativity, and authorized employees can also propose creative ideas across levels, with the purpose of making the organization full of vitality. However, the general manager and employees who I expected to perform had their own opinions and were unwilling to act in line with my thinking. I wanted to rectify things, but as a result, important people left the company, and now I am almost in a dilemma with no solution. From my point of view, I think it is my lack of ability that caused this result. At the beginning, I wanted to set up a branch company to delegate power to employees who could run the business and stimulate their enthusiasm for work. Unexpectedly, it had the opposite effect and made the organization of the head office accelerate and weaken. I am reflecting on this and hope to get support from the principal. Suggestions and advice.

? Answer: Take the diversification route. There used to be an operator like you who opened branches one after another. He decentralized management rights, rewarded people based on their merits, and appointed employees as general managers. this business situation. I think that by setting up branches and promoting employees to general managers and business managers, if this method fails to effectively motivate employees, it may cause the company's management, such as personnel management, to get into more trouble. Therefore, I suggested to him to "merge the five companies into one and operate them as a business unit." As a result, he combined the branches and joined the head office, and finally promoted the company's operations to the point of being listed on the stock market. I think this is the best example of "expanding branches in the name of diversification, resulting in the weakening of the company's organization." For example, even business unit managers must be able to make their employees happy to work for the operator, otherwise it cannot be considered a successful diversified operation. If diversification has been implemented for 3 years and the company's profits are still in the red, it means that there is a problem with the diversification strategy implemented and the problem must be solved as soon as possible. If all the branches established are operating at a deficit, this is a very dangerous operating situation.