The operation case of individual campus ambassadors was selected into the training camp of "Replicable Leadership" in the sail book, and the content is excerpted as follows:
For many products, how to successfully acquire more new customers under the fierce market competition has always been a problem that needs to be pondered, and there is a group of people who are very important to attract new customers, that is, college students - the young force of this group of Generation Z.
On the one hand, they grew up in the digital age and have developed the habit of shopping on e-commerce, and once they go out of the society and start working to make money, the payment potential on the e-commerce platform cannot be underestimated; On the other hand, the base of this group is very large, according to the official data of the Ministry of Education, the total number of students receiving higher education in China exceeds 44.3 million. The high payment potential and huge market size have made many e-commerce companies invest resources in universities to specialize in attracting new students to the university.
Sun Ling is deeply involved in the campus business, and has served the campus business growth of many well-known enterprises, he shared with us that in the early years, the campus expansion of enterprises was mainly used in advertising, but this method has a drawback, that is, the penetration of the student group is not enough, and the crowd transformation is not so effective.
What does that mean? You think, in the early years of the advertising business, the online stream was far less accurate than it is today, and the employees who designed the advertisement and decided to place it in ** were all employees of the company, but these employees have basically left school for many years, and they don't know what kind of words can impress students more, and where do students in each school prefer to hang out, in fact, if they are not students, or more precisely, not students of this school, it is really not good.
Therefore, each company has gradually explored a model called "campus ambassador", that is, to find some students in each campus, so that they can become the company's capillaries to penetrate into the student group of each school, to help the company release information, co-organize activities, and carry out follow-up recruitment and transformation work, such students are called "campus ambassadors" or "campus **".
While the model was upgraded, management issues also came with it. Sun Ling talked to us that even if some large enterprises have only 3-4 full-time employees in the internal management campus ambassador team, the campus ambassador model is equivalent to placing ambassadors in almost every school to deeply reach more than 40 million students, which is a huge level of personnel management.
Not only that, but the company's budget for this business is not much, and the salary for campus ambassadors is only the same as the ordinary salary level of part-time students in the market. But part-time employees mean that they are not bound by contracts, and as the size of the staff increases, the likelihood of risk increases.
With a small budget and a large number of people, it sounds difficult to manage, and you don't forget that Sun Ling manages a group of newcomers in the Z generation, who were born in an era with more adequate material conditions, and most of them have lived in commercial houses since they were young, so it can be said that they do not worry about food and clothing, and the consumption level is high. Therefore, the salary that college students earn part-time is not attractive to them. If the post-80s and post-90s generations want to earn that money to improve their lives, then for these post-00s, especially the campus ambassadors of 05, it is obvious that they cannot simply use "money" as a bargaining chip to control their behavior.
Encountering such a challenging predicament, Sun Ling first carefully sorted out the group of people of the Z generation who wanted to be managed, and he found that the students of the Z generation were generally confused about the future development.
Secondly, they don't have a clear understanding of the job responsibilities in the workplace, such as the position of the new ** editor, when they are in school, many students will fantasize that this job is too easy, it is nothing more than writing creative manuscripts, as long as the writing is good. But I don't know that I went out of society, and I really did this job, basically I need to be an all-rounder, in addition to good writing, I also have to be able to go deep into different online and offline communities to find topics, and I have to have aesthetic taste, and it is best to make my own drawings and do **.
Moreover, all articles are not finished after they are written, but also need to be responsible for growth, how many views and likes each manuscript brings, and how to make targeted adjustments to the topic selection according to the feedback of the market and traffic, these are the responsibilities of the new editor. They are not necessarily reflected in the JD (Job Description) at the time of HR recruitment, but they are indeed what a student with the dream of a new ** editor should know before leaving the campus and entering the workplace.
After analyzing the pain points of students in the Z generation, Sun Ling will take stock of the resource endowment in his hands and use the superior resources of different companies to formulate the operation mode of the campus team.
For example, he once worked at JD.com, and he found that in fact, his biggest advantage is that the company is a head e-commerce platform, because it is a head factory, so whether it is the number of cooperative enterprises touched, diversity, or workplace training opportunities, it can just match the most urgent needs of college students to "contact the real workplace world"!
Therefore, Sun Ling took this adaptation and exchange of needs and resources as the core, and developed and summarized the three-board axe strategy of leveraging the management leverage of "campus ambassadors" around it
The first board axe is called setting up a gamified incentive system.
Sun Ling found that because salary does not have a strong appeal to newcomers in the Z generation, if they are just asked to do a mechanical thing, such as posters and flyers, this group of people will easily feel burnout, not pay attention to work, or simply do not do it for a while. Conversely, to retain them and make them happier and more energetic, they need more diverse incentives, which are not even tied to money, but can be a spiritual encouragement, a relatively scarce resource for school students, or a meaningful experience.
Therefore, under the premise of limited budget, Sun Ling and his team have built a growth system for campus ambassadors, when students do some marketable and relatively mechanical work, such as posters and leaflets that require man-hours and labor, the salary will be given to the campus ambassadors as much as the market price. But on this basis, completing different tasks, or completing tasks in a more creative and efficient way, and doing one thing more beautifully, has achieved results that exceed expectations, and students will also unlock different points rewards.
With the increase of points, campus ambassadors can also redeem more rights and interests - such as getting gifts around the company, getting the experience of going to the company's Internet celebrity canteen, experiencing the day of Internet people in the company, participating in overseas study tours organized by the company, etc., and even unlocking exclusive internal referral channels to get the opportunity to be exempted from the initial test and direct to the retest, these rewards are not available with money.
You see, this is not only a cash incentive such as a clearly priced salary benefit exchange, but also involves a sense of honor, belonging, and a sense of meaning generated in the process of personal growth, and these high-level values can provide strong emotional value, which is much more than the driving force generated by the salary itself. In this way, the campus ambassador will "level up and fight monsters" all the way in this system, which will be more fun, and the path to unlocking rewards will be clearer and longer-term, which will naturally make it easier to stick to it, and the quality of task completion will be easier to guarantee.
Sun Ling shared with us that this kind of growth system that is not completely linked to salary has another advantage, that is, there are some things that students do, which may not necessarily bring direct business value, but in the long run, it is beneficial, and the various incentives of the growth system make up for the lack of budget for the salary of campus ambassadors.
For example, in the case of posters, if a student has precipitated the experience of posting or SOP after observing and practicing campus life. This work is undoubtedly worthy of recognition and encouragement, but it is indeed difficult to directly quantify and convert into money, so the gamified incentive system makes up for this shortcoming, and can stimulate the enthusiasm and creativity of campus ambassadors.
The second board axe is called people-oriented, empowering employees.
As mentioned earlier, if employees only feel that they are a tool when doing things, then the completion of tasks will definitely be greatly reduced. But how can we see meaning and value in trivial work?This is actually closely related to the level of understanding of a person's work. In the same case of posters, people with low-dimensional cognition only see the manual work of applying glue and sticking to the wall, while people with high-dimensional cognition can see the strategic questions of what kind of words are used to post in different places to achieve better pulling effect.
Of course, as mentioned earlier, after all, the level of awareness of campus ambassadors and the workplace is relatively low, so Sun Ling's second move is actually to start from the root and systematically train campus ambassadors. Sun Ling introduced to us that this kind of training is divided into two dimensions, one is the basic soft skills that college students need to enter the workplace, such as critical thinking, communication and expression, etc., which is "laying the foundation";Another dimension of training is the training that is specific to each project.
For example, now the headquarters is going to mobilize the campus ambassadors to do a marketing campaign, so the whole process around the project will also be disassembled for the campus ambassadors to train, in this detailed dismantling process, the campus ambassadors will be more aware of the responsibilities and meaning behind a job, and when they receive a task, they will also think about what the purpose of the task is, what the current process is, and which link can be optimized.
One of the things I particularly admire is that I didn't say earlier that some campus ambassadors do things that can't be quantified into salary value, so they can be redeemed for other rewards in the incentive system?Sun Ling told us that if a student completes the training course, then even if it sounds like it is only good for the student in the short term, the student who completes the training can unlock the corresponding reward in the incentive system. So you see, the principle of people-oriented and empowering employees is implemented in the details of each executive level, because if you look at it in the long run, you will find that better empowering and cultivating employees, the work of managers can be easier.
And when Sun Ling's company really started from the growth of campus ambassadors, empowered them and helped them become better, according to Sun Ling, he received more than expected rewards from students. Whether a boss is drawing a pie or really caring about employees, the employees themselves can see it very clearly in their hearts.
The third board axe is called the establishment of an alumni association, which presides the real workplace.
In order to better cultivate campus ambassadors, improve their understanding of work, and stimulate their willingness to take the initiative to do things, Sun Ling's team has tried its best to promote the link between campus ambassadors and seniors who have officially worked in various enterprises.
When Sun Ling shared how to use this third trick, we think there are two quite clever places, one is that demand matching is two-way, students have the need to get out of the campus vacuum and understand the real workplace, and enterprises also have the need to recruit talents and absorb new people, so Sun Ling's team used ingenuity to promote this matter, anchoring the needs of both parties, and achieving a win-win situation without investing too many resources.
The second point is that when choosing a link for the seniors for the campus ambassadors, most of the seniors selected by Sun Ling's team are just two or three years old, and they also came out of the campus ambassador system, which Sun Ling calls the "alumni association". Seniors with this status are not only easy to find, but also, because these seniors have been campus ambassadors, they know very well how to use the status of campus ambassadors as college students to better complete tasks and improve their personal ability and workplace competitiveness.
Therefore, the advice they give is more targeted and inspiring for campus ambassadors, and it is also more helpful for the development of campus ambassadors.
After Sun Ling used these three tricks, what was the effect? We were shocked when he shared the data with us, and this business magnitude is a proud achievement for any Internet company to share. Not only that, many campus ambassadors have also connected with the company in the process of work, are familiar with the working methods of the company, and have a deeper understanding and recognition of the company's culture.
And Sun Ling assesses that these employees who convert from campus ambassadors are more loyal to the company and tend to stay with the company longer than other graduates.
You see, Sun Ling's team used its own research and development of the management axe to manage a group of difficult people, on the one hand, it brought huge benefits to the company, and on the other hand, it also absorbed high-ability and high-loyalty employees for the company, isn't it particularly interesting? Hopefully, his story will inspire you.
From the book "Replicable Leadership".
I am Sun Ling, a number of famous enterprises in the campus business, long-term focus on the study of college students' group behavior, welcome to leave a message, private message exchange. **10,000 Fans Incentive Plan