Unreasonable management structure Design

Related background: Pastoral pastoral headquarters is located in Guiyang, the total operating site in Shenzhen, was established in November 2011, registered capital of 2.5 million yuan, mainly engaged in agricultural production, distribution, etc., 2012 was named "Guiyang ' Shou contract, Re-credit ' unit." On June 9, it unilaterally terminated its contract with the client and stopped distributing vegetables due to successive losses and no longer investment by shareholders.

The recent spate of headlines in the media has been the pastoral period closed. This incident has caused the loss to the customer, also has brought the negative influence to the newly developed ecological agriculture. Many customers feel the sudden and incredible, many colleagues feel very regrettable. I as a professional manager to join pastoral, although in front of the reality can not do, but I think it is necessary for pastoral development process to make a profound reflection. In order to make our members more rational to see pastoral panorama, but also to engage in eco-agriculture entrepreneurs get some reference and inspiration.

In my opinion, there are three core reasons why pastoral pastoral collapses today:

1, the management structure design unreasonable

Pastoral Pastoral from the inception of the full of magical colors. It was not founded by founders, but by an agricultural investment company set up by 18 shareholders. Most of the 18 shareholders are bosses in the real estate industry. They are optimistic about the development of eco-agriculture, but they do not have the time and experience to do the dishes themselves. In this case, the investment company entrusted the Agricultural project to a consulting firm. A partner of the consulting firm shall be the general manager of the company and set up a management team. This is a near-ideal entrepreneurial model. The right of management is completely separated from ownership. The consulting team obtains the project consulting escrow fee from the agricultural project, Hanlaobaoshou, and does not undertake any business risks. The Chairman also said the model was a new attempt in his business experience. Of course, the results of this attempt are naturally conceivable. In less than two years, agricultural projects cost more than 30 million. July 2013 The chairman found the wrong, only to terminate the trusteeship operation.

2, management team is not professional

Pastoral pastoral as a modern agricultural company, for the middle and high-end families to provide high-quality vegetables from the field to the table service. Service chain is very long, involving the base planting, processing sorting, packaging and transportation, market sales, customer service and many other links. Objectively, the requirements for management specialization are very high. But in such a highly specialized project, the combination of the core team is very unreasonable. In a long period of time, the company has no professional supply chain talent, do not really understand the modern agricultural talent. Therefore, the company operates for a long time, the team are stones. It took almost a year for the company to build to produce the first customer. Company staff at the peak of more than 300 people. Many people bring not only the increase in costs, but also the more terrible is the bloated, the formation of corporate politics, Wolidou. These seemingly incredible things in the peer, indeed in the pastoral really happen. Many peers say pastoral pastoral is tyrants, pastoral very rich, but what is the use of money? A good project, if there is no effective team trader, will be in trouble.

3. Inefficient Sales Model

Pastoral service for high-end home customers. How do these family customers expand? Pastoral in the sales model has also been a long time to explore. Because in the expansion of family customers, there is indeed no mature experience for reference. Finally, the pastoral use of the Community Direct marketing approach to expand family customers. The general process is: The Channel department and the Community Property Management department to reach the Community promotion activity Agreement---Promotion Department to do the promotion activity in the community, to experience the way to receive the dish to obtain the intention customer list---the Sales personnel obtains the list again free to send three or four times the dish, very few customers in this process becomes the pastoral member. This three-segment sales model is inefficient and costly. An experience customer delivers an average of 10 servings of dishes, one dish to the customer on average 12 yuan cost, that is, an experience customer experience cost is 120 yuan, an average of 40 experience customers to deal with an order. According to this calculation, to obtain a customer's vegetable cost nearly 5000 yuan. There are nearly 3,000 members in the pastoral pastoral period, that is to say, in less than two years, the cost of pastoral free food delivery is almost 15 million. More than 100,000 of the middle-and high-end families experience pastoral vegetables. There is no doubt that this high input, low output sales model is unsustainable. Perhaps this mode of more contribution to the public to promote the concept of eco-agricultural development!

I joined the pastoral September 2013. On the one hand, from the love of ecological agriculture, on the other hand, from the pastoral chairman of the Power of attraction. Because agriculture is a long-term continuous investment process, the good idea also need to have strong strength to do the backing.

In the pastoral period of half a year, in the face of the contradictions in the development of pastoral, I also experienced a lot of painful choices. These choices are back in the pan today. There are a lot of places worth reflecting on and learning from.

The first contradiction is whether the pastoral transition is a hard landing or a soft landing. The face of pastoral supply chain costs high (each dish to the household cost of 13 yuan, and the price of each dish is only 17 yuan), the status of low per capita performance. I have communicated with the management team, the team layoffs, big blood transfusion. But with that in mind, I was very worried. I can't control the consequences, because pastoral supply chain and sales team contradictions are very deep. And these two teams are not my new recruits can fully control. In this case, I took a soft landing strategy to prevent a massive decline in performance. In the process of development through strengthening the construction of corporate culture, to ease the contradictions between the front and the Taiwan. Gradually reduce costs and increase efficiency on the basis of stable performance. The process lasted four months. Performance has stabilized at around 1.8 million levels, and monthly expenditures have been controlled from the past 2.8 million to 200 levels. At the end of 2013 it seemed to see the dawn of a successful corporate revolution. I didn't think it was just bounce. When I started a big change in the new year, when the real tough, the contradiction between the front and back of Taiwan broke out. It makes me feel like a soft landing for the last few months is actually a kind of accommodation and compromise. Also only delayed the outbreak of contradictions, did not remove the essence of pastoral past cancer.

The second paradox I face is whether the pastoral is a product company or a platform company. Pastoral pastoral creation, focus on the Yunnan-Guizhou plateau vegetables, brand name Yun Green. After the introduction of the Fragrant pig brand Yun expensive, egg brand Yun gui eggs, as well as rice, fruit and so on. Product lines and many brands, and each product line has not made sales, are losses. Just a few months on the line, the pig product has lost millions. In practice through and management team communication, cut off the Xiang Pig category, focus on creating egg category, weakening product brand, strengthen pastoral service brand. That is to establish the direction of the rural pastoral vertical subdivision platform, to the pastoral pastoral to the middle and high-end community family farm direct platform. Upstream integration of a large number of ecological farms, downstream integration of Community agents and joint marketing. I have communicated this development model to the Chairman, and I have conducted in-depth talks with shareholders at shareholder meetings. The chairman and the shareholder are very much in recognition of this development model. Unfortunately, shareholders are unwilling to continue investing in agricultural projects. Because most of our shareholders are in Guizhou to do real estate bosses. Guizhou Real Estate situation you know!

I'm sorry I didn't save the pastoral. In the past half a year, I spent the most unforgettable moment in my life. I put all my passion and energy into it. I am really unwilling to do so! I am sorry to trust pastoral clients, I am sorry to trust pastoral suppliers, also sorry pastoral colleagues. I am most guilty that my wife, in order to support the pastoral cause, she introduced nine friends around to become pastoral members. They all come from trust in her. She's also under a lot of pressure in the process!

Fortunately, today finally got the information, the pastoral was bought by the Hong Airlines Group. The Stone in my heart finally fell.