Starbucks coffee started from a small street cafe in Seattle at 1987, and now it has grown to 8,300 coffee shops in 34 countries and regions around the world. In addition to the unique brand building strategy, team building is an important means to maintain brand quality and an irreplaceable competitiveness of the company.
Set up a team with stores as the unit, and Starbucks advocates a team culture of equal and happy work (internal). Starbucks defines itself as the "third place", that is, the habitat between home and workplace, so making customers feel relaxed, comfortable, satisfied and happy is one of the company's visions.
Unlike most enterprises, Starbucks never emphasizes the return on investment, but emphasizes the return on happiness.
Their logic is: customers will become repeat customers if they are happy; Only when employees are happy can customers become repeat customers. When both parties are happy, the company will grow and shareholders will be happy.
First of all, leaders regard themselves as ordinary members. Although they are engaged in planning, arrangement and management, they do not think that they are different and should enjoy special rights and not do the work done by ordinary employees. For example, the director of the company's international department, visiting Starbucks abroad, will go to work with the clerk, make coffee, clean cups and bowls and clean the shop. There is no shelf at all.
Secondly, every employee has a clear division of labor, for example, some are responsible for accepting customers' orders and collecting money, some are responsible for making coffee, and some are specialized in managing internal inventory, etc., but everyone has been trained in all the skills required by various types of jobs in the store, so while being responsible for the division of labor, they also have a strong concept of not leaving home.
In other words, when the barista is too busy, if his work is not too busy, others will take the initiative to help ease the tension, and there is no "leave others alone" attitude. Of course, this team culture of division of labor and separation is not achieved overnight, but the result of targeted intensive training;
Third, encourage cooperation, reward cooperation and train cooperative behavior. All employees working in Starbucks, no matter which country you come from, will go to Seattle (Starbucks headquarters) for a three-month training before opening a store. Of course, it takes less than three months to learn the skills of grinding and making coffee. Most of the training time is mainly used to run in among employees, so that employees can accept and practice the equal and happy team work culture.
Due to the ethnic and cultural differences between countries, sometimes great obstacles will be encountered in implementation. For example, the culture of Japan and South Korea emphasizes hierarchy, so it is difficult to break the hierarchy and let everyone treat each other as equals. The simplest example is to call each other by their first names, because it is a challenge for superiors and subordinates to get used to calling each other by their titles instead of titles. for
In order to practice equal company culture and respect local national cultural habits, we have come up with an English name for each employee to solve this contradiction. In addition, the company also designed a variety of interesting small gifts to reward employees for their positive cooperative behavior in time, so that everyone can always realize that cooperation is the core of the company culture and is highly recognized and valued by the company management.
2. Microsoft with a clear division of labor
Microsoft is a company famous for creating team culture. It was initiated by Microsoft and developed computer software in the form of a project team.
Microsoft's products are computer software, which is highly professional, requires knowledge accumulation and continuous innovation, and requires no mistakes. In this case, what the company needs is not a warm and harmonious culture, but an equal and controversial team culture. In the ideological confrontation, generate sparks innovation and creates the most unique and perfect products in the debates from different perspectives. This is the embodiment of the cooperation spirit of Microsoft product project team.
Bill Gates has been a computer geek since he was a child, and he has a feeling of making money with computer knowledge since he was very young. When he was in middle school, he stayed in front of the computer all day and made money for a school project programming. His fanaticism and obsession with computers make him only pursue knowledge and truth, and have no fear of authority.
When he dropped out of Harvard to work for a computer company in New Mexico, no one dared to talk back to the company's technical boss, but only the youngest Bill dared. After he and paul allen founded Microsoft, the ideological debate and the spirit of daring to challenge others' ideas were encouraged and carried forward. He even asked the people who reported to him and all the project teams to follow the principle of "dare to put forward different opinions".
In this way, the famous "three pillars" structure of the project team was established: software designers, programmers and testers. The more people criticize each other, the more perfect the final product may be. All members of the project team are equal, and the team leader has no special rights. They mainly play the role of communication and coordination, solve the conflict of tasks, personnel and time, so that everyone can cooperate happily and finish the product on time.
Being able to achieve this unique teamwork is closely related to the grasp of several major links in the company. The first is the establishment of company culture (as mentioned above), and the second is the check of personnel recruitment. The test questions used by Microsoft when recruiting people are all intelligence and creativity tests, which have become the classics of IT industry recruitment.
3. Highly integrated IKEA.
Ikea is one of the most famous companies in the world, and its team culture is unique and praised, which is also the key to its success.
The company's teams are divided into furniture categories, and one team is responsible for the same furniture department (such as office furniture, kitchen supplies, carpet department and sofa department). IKEA is a Swedish company, and its corporate culture largely reflects Swedish national culture: equality, low-key, simplicity and modernity.
Ikea's low-key civilian culture is not only reflected in the price of its furniture (but the quality and style are reliable and modern), but also in the personal style of its top leaders. The founder of IKEA is said to be the richest man in the world, but he never shows off, dresses simply and lives simply. It is said that after drinking drinks, disposable plastic cups are reluctant to throw away.
Ikea's slogan is: "You don't have to be rich, just be smart." . "The team culture it creates has similar characteristics.
In order to encourage a high degree of integration and cooperation among team members, the company did not give each employee a clear job description. Instead, they ask team members to discuss and decide who is responsible for what and how to operate it most effectively, and then do it. The team leader has no special title and is equal to others. He mainly plays the role of coordination and communication, rationalizes the team and makes everyone work happily.
So the employee turnover rate was high at first. However, the company believes that this is an important part of IKEA's core culture and insists on it. In this process, local candidates gradually became familiar with the culture of IKEA, recognized talents were hired, and the whole operation became smoother and smoother.
Because IKEA is just a household goods store, everyone's work content is not complicated, everyone can do others' work, and no one is irreplaceable (unlike Microsoft's team), so the key to team management lies in the mutual running-in and tacit understanding between team members, and in creating a positive, mutual trust and mutual love team atmosphere.
In this way, when anyone is too busy, people who are temporarily free will take the initiative to help, so that customers can get good and satisfactory service. When the team members agree and love each other, the overall reward for the team has become the most effective means to encourage cooperation. Extending this model to the whole store will produce the effect that the whole store is a big team.
IKEA has made it a special rule to reward all employees with one day each year. How to do this? Divide all the income from selling furniture that day to every employee. In this way, store employees have a strong sense of belonging to IKEA and regard themselves as a member of a big family (many shop assistants introduce their relatives and friends to work in IKEA), so they work harder. This positive cycle makes the company's atmosphere better and better.
4. Changan Automobile is good at cooperation.
Chongqing Changan Automobile Co., Ltd., with Changan Automobile (Group) Co., Ltd. as the independent sponsor, issued its operating net assets related to the production of mini-cars and engines and its equity in Chongqing Changan Suzuki Automobile Co., Ltd. to overseas investors on 201June 5199665438+1October 3 1.
On September 4th, 20 18, Changan Automobile has reached an agreement with Japan Suzuki Co., Ltd. and Suzuki (China) Investment Co., Ltd. to acquire 50% equity of Changan Suzuki held by Japanese enterprises in cash 1 yuan, and complete the equity delivery before the end of 20 18. Changan Suzuki will be transformed from a Sino-Japanese joint venture into a wholly-owned subsidiary of Changan Automobile, which also marks the complete withdrawal of Japanese Suzuki from the China market.
With efficient and accurate cooperation, Changan Automobile has formed a pedigree of low, medium and high-end products such as mini-cars, cars, buses, trucks, SUVs and MPVs, and has an engine platform with a displacement of 0.8L-2.5l In 2009, Changan Automobile's own brand ranked 13 in the world and first in China, making it one of the most valuable brands in China automobile industry.
5. Changhong Meiling teamed up.
On June 5438+065438+1October 65438+May 2005, Sichuan Changhong and Meiling Group formally signed a strategic cooperation agreement in Hefei. Changhong and Meiling, two well-known brands, have joined forces to promote the complementary advantages of home appliance enterprises. They belong to the two giants in the black and white home appliance industry and come together for the dream of a happy home.
Since the strategic cooperation with Changhong in 2005, Meiling has not only maintained a steady, high-speed and sustained growth, but also increased its refrigerator sales revenue from 2 billion yuan in 2005 to 65.438+0.25 billion yuan in 2065.438+06, and its refrigerator sales increased from 65.438+0.02 million units in 2005 to 500 million units in 2065.438+06.
As a result, Meiling has accelerated the pace of development, focused on specialty, made refrigerator industry bigger and stronger, expanded the production scale of Meiling, rapidly improved the comprehensive strength and core competitiveness of Meiling Electric, and gained a more stable position in the industry. It has developed into the leading brand of refrigeration industry in China, and won the honors of "China Famous Brand" and "China Famous Brand Product" in succession.
Meiling is not only sought after by domestic consumers, but also successfully opened up the international market and exported to 130 countries and regions around the world, and achieved impressive results.
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Baidu Encyclopedia-Chongqing Changan Automobile Co., Ltd.