While working in a listed company, two friends and I secretly opened a local restaurant, which closed after more than half a year. Although it didn't work, I also felt it, and the biggest takeaway was:
The boss and the staff are always a natural pair! The boss's thoughts and goals are very different from those of the part-time workers!
Never use the mentality of a part-time worker to guess the purpose of the boss!
When I come out full-time to start a business later, I have a deeper experience:
Employees must not be left idle, they must be kept busy!
Even if there are no customers, no performance, even if you lose money, you must let the employees move, get busy, and appear that the company is popular and energetic, rather than lifeless, decadent and so on!
When the boss does business, the entrepreneur must not let the employees idle.
The following six suggestions, "three more and three less", entrepreneurs may wish to give it a try when they encounter the stagnation and dull stage of the company's business!
1. Do more business.
a) Business is the lifeblood of every startup.
b) Most startups will encounter a stage of poor sales, stagnation and sluggishness, with low team morale, no direction and no goal, and no idea where to start. If you don't pay attention, entrepreneurs will find that employees have nothing to do and get by.
c) In this case, entrepreneurs can not be soft-hearted, and must not let employees be idle, once idle, it will be difficult to collect their hearts, and people will be wasted; You have to find something for your employees to do. For example, when we were doing software entrepreneurship, we required the sales staff to play 60 effective products every day, record them in detail, and analyze and study them at the evening meeting, although we knew that the effect of this kind of sales was very poor, but we insisted on doing it, just to make the team's morale not low and not decadent; At the same time, we require direct sales staff to visit customers in Beijing every day, divide regions, and also have work logs and analysis and research every day. The efficiency of this kind of worship is actually very low, but it is our "backup rule" during the period of weak sales, which makes the salesperson tighten a string!
2. Do more publicity.
a) The publicity is done well, which is very conducive to the development of sales work. Over the years, we have shifted more and more of our focus to publicity, so that customers can come to the door!
b) During the period of weak sales, entrepreneurs can mobilize the whole company to do more publicity. Determine the direction of the publicity, keep an eye on the process, and see the results (how much sales performance comes from the publicity). For example, in recent years, we have paid more attention to the short and other self-starters, and the company is divided into several groups, and each group is responsible for the division of labor, which content to promote and promote, how to attract more and better our target customers, drain over, and how to distribute performance and income. This effect is very good!
3. Think more deeply and talk to more people.
a) Entrepreneurs and bosses need to give themselves more time to think deeply.
b) Entrepreneurs can also talk to employees more, one-on-one conversations, small talk to deep chat, chatting and chatting, maybe entrepreneurs will suddenly find their own inspiration and ideas, "back to basics", return to the original intention of entrepreneurship, the original intention may not be our best entrepreneurship and persistence!
4. Do less training.
a) The more weak the sales, the less time the startup can spend on training. This effect is often counterproductive!
b) The most effective training is actual combat, which is the problems and challenges brought to us by customers, merchants and competing products, and we need to solve and answer questions on the spot and immediately. This is the best training for the team's employees.
c) When our sales are in a difficult or weak period, what we need to do is not "closed-door training", which is self-deception and coaxing the boss; We need to go out, contact customers and the front line, and then let employees add "training" to them in the busy, so that they can be busier, so that the memory is deep and the training effect is good!
5. Send fewer documents and make fewer requirements.
a) Do not issue more rules and regulations and process documents during the period of weak company performance. Startups don't need these "words on paper", especially during periods of weak performance, when the company needs performance from top to bottom.
b) Less documents, less requirements, is to let employees do more business, more publicity, so that the company is united and know to strive for "performance".
c) Start-up companies should not "small company, just commit the disease of big business", then kill yourself!
6. Make less decisions and less assessments.
a) During the period of weak company performance, entrepreneurs make fewer decisions, because the decisions you make are most likely wrong, ungrounded, and unrealistic!
b) At the same time, don't do more assessments, more rewards and punishments!
c) Because this time period is the eve of the company's development in a period of confusion, it is necessary to re-determine the direction and determine the goal, "targeted", first of all, we must first find the company's target direction and strategic decision-making, and then have a series of follow-up documents, policies and assessments. This is in order.