Introduction
Fat Donglai, a small supermarket in a third- and fourth-tier town, has left an extraordinary mark on China's retail industry. Its founder Yu Donglai's business philosophy and hard-core style have made Fat Donglai a myth in the hearts of many business tycoons and ordinary people. Recently, with a series of management concepts and styles, Fat Donglai has frequently appeared on the hot search and attracted widespread attention.
Founder of Fat Donglai: Yu Donglai
Yu Donglai, a legendary figure, his business philosophy and style of doing things all reveal a kind of mystery and legend. He once exaggerated that Fat Donglai is "a god-like existence in China's retail industry", which is enough to reflect his status and influence in China's retail industry.
Fat Donglai's management philosophy
Fat Donglai's management philosophy is one of the keys to its success. It pays attention to the welfare and leave system of employees, and proposes a series of subversive management systems, such as "employees do not want to go to work, and leave is not allowed to be granted", "only need to work 7 hours a day", "overtime is shameful", "employees take 140 days off a year", "cleaner salary is 7,000 yuan", etc. These measures have formed a good working atmosphere and incentive mechanism among employees, and have also won wide praise from consumers and society.
Fat Donglai's distribution method
Fat Donglai's distribution method is the essence of its management philosophy. Instead of adopting a "pyramid distribution structure" like other companies, it devotes most of the company's profits to providing higher compensation to employees. This distribution has limitations and can have an impact on the local business structure if applied to other regions. This may explain why the management system and distribution method designed by Fat Donglai in terms of employee leave and compensation are limited.
Fat Donglai's corporate culture: people-oriented
Yu Donglai's business philosophy believes that enterprises should not be "profit-oriented organizations", and profits are only by-products of business operations. He openly abandoned the goal of "maximizing shareholder interests" of traditional enterprises, and believed that enterprises should be "people-oriented" organizations. He treats people as people, rather than as "human resources", "human capital" or "human assets" of enterprises. He said that if employees do not have a sense of gain and happiness in the company, then the so-called "service first, customer first" is an empty talk. Only by treating employees as "people" will employees treat customers as God, and will they truly be customer-centric and serve customers wholeheartedly. This kind of "family culture" itself is difficult to be replicated, although many companies advocate their own implementation of "family" culture, but there are not many that can really land like Fat Donglai.
Conclusion
To sum up, as the myth of China's retail industry, Fat Donglai's unique business philosophy and style of doing things are eye-catching, but its success is difficult to replicate. The reason why it does not dare to go out of Henan and Xuchang is also because its unique distribution method and corporate culture are difficult to be copied and promoted. This also reminds us that if an enterprise wants to achieve long-term development, it must not only have a unique business philosophy and style of action, but also need to grasp the details and pay attention to balancing and coordinating the interests of all parties.