A long time ago, I read an article about maternal love in a magazine.

My friend and I ate noodles in a small shop on the roadside. Because there were not many guests, we chatted with the little boss for a while. Speaking of today's business, the boss felt a lot. He was once brilliant. He opened a ramen noodle restaurant in downtown when Lamian Noodles was the hottest, and he made great progress every day! I stopped doing it later. The friend asked him doubtfully why.

"Now people are thieves!" The boss said, "I hired a master who could be a Lamian Noodles, but the salary was out of the question." .

"At first, in order to arouse his enthusiasm, we divided it according to sales volume. We gave him a commission of 50 cents for a bowl of noodles. After a while, he found that the more guests, the more income he would get, so he put extra beef in each bowl to attract repeat customers. " "A bowl of noodles is only four pieces, which is small profits but quick turnover. How much can I earn if he puts more pieces of beef in each bowl? "

"Then you look at this, all the money was earned by him! Change the distribution method and just give him a fixed salary every month. It doesn't matter if the salary is higher, so he won't add more beef, will he? Because more customers have nothing to do with his income. "

"But guess what?" The boss is a little excited. "He put a lot less beef in each bowl and drove the guests away!" ""why is this? "Now it's our turn to be excited." The amount of beef is small, customers are dissatisfied, and there are few repeat customers. Business is definitely slow. He (the chef) doesn't care whether you make money or not. He has a fixed salary and wants you to be free every day without guests! "

Ah! As a result, a good project withdrew from the market because of poor management, even if there was only one manager.

When we told this case to other friends and discussed it, they were surprised at first, then pondered, sometimes indignant, and sometimes spoke generously.

Here is a doctor, a graduate student and an MBA arguing about this issue. Please talk about your own ideas first, this is first-hand combat!

1. First of all, let's consider compromising the two schemes used by small bosses, that is, the method of basic salary plus commission, and the commission is distributed according to the profit of each bowl. This will not only prevent him from putting less beef, but also prevent him from putting more beef crazily

2. Later, I thought this article was conditional. The problem is how to distribute the profits of each bowl after it is defined. You can't hide how much money you can earn from a bowl of noodles. If the interests of both sides cannot be balanced at a certain point, everything will return to the original state. To achieve the balance mentioned above, it involves a complex correlation function problem, and perhaps game theory will be used.

Contract the noodle restaurant to the chef, and the boss will take the commission and return to raise flowers and birds. Of course, everyone blushed briefly after putting forward this plan, and then denied it!

4. Then we talked about corporate culture, justice, morality and humanity, and agreed that management science is profound. To be an excellent manager, you have to go through all kinds of tempering to achieve positive results, even the most advanced management theory is not applicable.

Yes, this little beef noodle story reflects various problems in the management of a small enterprise.

The first is a question about teacher Fu's motivation. An incentive mechanism can be designed, that is, the cumulative reward of sales or profits under quota constraints. First of all, make a material quota according to the customer's acceptable utility for each bowl of noodles. The salary of the master is still based on the sales volume, but the premise is that the monthly material consumption cannot deviate too much from the quota, for example, the allowable fluctuation range is 20%, otherwise it will only be the basic salary. In other words, the number of grams of beef to be added is specified in each bowl of noodles. The total quantity of a batch of beef is fixed, and the sales volume in Lamian Noodles can be calculated. There is a limit to how much Jin of beef can be put in each bowl of noodles. If anyone dares to give me more or less beef, the salary will be sorry.

Or the basic salary plus commission salary, the boss himself has to calculate the cost of a bowl of noodles? What is the profit? If you put more beef and more customers, take the maximum amount of beef as the quantitative value and the amount of noodles as the variable, control the amount of noodles and make yourself profitable. This requires a value-taking process! Although the benefits of the company are linked to the interests of employees, equity distribution is a good way, but for a small shop, it is a bit unrealistic to engage in equity incentives.

Secondly, I think the hotel is also a manufacturing industry, which should have working procedures, fixed consumption, system norms and not written things, but the boss must know fairly well. For this small boss's Lamian Noodles store, it is actually a way for the master to share the technology and the boss to distribute the profits, so that everyone can win together. Two people work in partnership, and the expenses are shared by two people for plan management. In terms of working procedures: for example, sop, including the amount of flour, water and meat, is clearly defined in the bom, and the production method and technology are also standardized by the master; In the aspect of fixed consumption, it is also closely related to the above incentives; Salary and reward: refer to the average social salary and the profit level of our store, and comprehensively evaluate the master's labor quantity and labor results.

In addition, simplify the complicated things: isn't the boss just putting beef? Key resources must be in the hands of key people! Key resources are the most important. Only when the boss has mastered the ownership of the shop can the owner work for him; Only when the proprietress has mastered the distribution right of beef can she prevent the waste and abuse of materials. However, the boss should also master the core human resources of Master Master. How to master it is still a difficult problem ... alas, human resources ... and as a small-scale shop, the boss must be familiar with every link in order to do a good job in management. If the boss of beef Lamian Noodles is familiar with the production of beef noodles, the master will not dare to mess around. Effective management supervision is like this.

In addition, any work should be supervised and controlled, and other things can be solved through communication. In this case, we don't think there is a good way to solve the distribution problem once and for all. In this workshop-style small enterprise, the boss and employees have a lot of time to contact each other every day, and it is very important whether the relationship is harmonious or not. Only by relying on the good personal charm of the small boss and being kind to his subordinates can the owner have a sense of belonging and satisfaction and strive to create profits for the boss. The quantity of beef will not be a problem then. Through the above analysis, I think it should be like this:

1. basic salary plus commission to improve enthusiasm;

2. You can't entrust the rights of the whole process to the master, such as adding beef;

3. Establish an effective system, including rewards and punishments, which is based on customer satisfaction and profits;

4. The master's salary commission should be linked not only to the sales volume, but also to the boss's profit. For example, 30% of the profit of a bowl of noodles boss is the profit of the master;

5. Effective communication and encouragement, usually reward the chef's spirit and make the chef feel that he is also the noodle shop owner.

The article is reproduced on the entrepreneurial wealth network: