7年煉就三隻松鼠 Three squirrels have been trained in seven years.
2012年，我們創業時，為什麼選擇通過做線上電商的方式切入？因為我們認為任何一種新渠道的產生，一定會孵化出新的品牌。比如，批發市場時代，孵化出了傻子瓜子品牌；商超時代，孵化出了洽洽品牌，中國很多品牌都源自流通領域在商超的變革；互聯網源自於一種技術創新帶來的新渠道革命，顛覆性更強，那時我們認為創業肯定能幹一個品牌，於是我們做了電商。
When we started our business in 2012, why did we choose to cut in by doing online e-commerce? Because we believe that the emergence of any new channel will certainly hatch a new brand.For example, in the era of the wholesale market, silly Guazi brands hatched; in the era of Shang Chao, negotiated brands were hatched, and many Chinese brands originated from the changes in Shang Chao in the field of circulation; and the Internet stems from a new channel revolution brought about by technological innovation. it was more subversive, and at that time we thought that starting a business would definitely be a brand, so we did e-commerce.
很多人問，三隻松鼠過去7年是如何成功運營一個電商品牌的？
Many people ask, how did the three squirrels successfully run an e-commerce brand over the past seven years?
第一，我們有非常正確的品牌定位。三隻松鼠的名字好記、擬人化強，是個很好的IP。如果沒有一個好的品牌名，廣告費的投放至少高出三分之一。
First, we have a very correct brand positioning. The names of the three squirrels are easy to remember and anthropomorphic, so they are a good IP. Without a good brand name, the advertising fee will be at least 1/3 higher.
第二，過去電商商家和傳統企業通過免費流量在淘寶上過得很舒服，不願意出錢投廣告，他們心中有一個ROI（投資回報率），2萬元廣告費只帶來4萬元成交額，RIO為1：2，對他們而言是不划算的。但事實上，那時互聯網廣告才是最便宜的，可以帶來更多顧客和搜索流量。我們第一年雙11通過投放直通車廣告、鑽石展位的首頁廣告等先佔據住消費者的心智和流量入口的大門。這是戰略的成功。
Second, in the past, e-commerce merchants and traditional enterprises were very comfortable on Taobao through free traffic and were unwilling to spend money on advertising. they had a ROI (return on investment) in their minds. the advertising fee of 20, 000 yuan only brought a turnover of 40, 000 yuan, and the RIO was 1 RIO, which was not cost-effective for them. But in fact, Internet advertising was the cheapest at that time, bringing in more customers and search traffic. In the first year of Singles' Day, we first occupied the door of consumers' mind and traffic entrance by placing through-train advertisements, home ads of diamond booths and so on. This is the success of the strategy.
第三，在戰術層面，我們使用了用戶體驗創新的潮流，創新情感式營銷創建了一個全國化的互聯網品牌。我們對用戶體驗的理解有三層：一是（優質產品能讓）用戶需求被滿足；二是在溝通、物流等方面更容易獲得；第三才是愉悅感。
Third, at the tactical level, we use the trend of user experience innovation, innovative emotional marketing to create a national Internet brand. We have three layers of understanding of user experience: first, (high-quality products can enable) user needs to be met; second, it is easier to obtain in communication, logistics and other aspects; the third is the sense of pleasure.
三隻松鼠有句話叫“超越主人預期”，什麼叫“超越主人預期”？主人的預期到底是什麼？實際上，我們不是研究消費者的預期在哪裡，而是研究什麼企業在提供給消費者這樣的產品，他們就是消費者的預期值。你超過他們，消費者就有了預期。很多人天天在研究客戶需要什麼，但其實用戶是很難被研究的。
The three squirrels have a saying that "exceed the master's expectations", what does it mean to "exceed the master's expectations"? What exactly is the master's expectation? In fact, we are not studying where consumers' expectations are, but what companies are providing such products to consumers, and they are consumers' expectations. If you overtake them, consumers will have expectations. Many people study what customers need every day, but in fact, users are very difficult to study.
過去，我們為什麼沒有強調產品創新呢？因為我們實現了顧客所支付的價格超越預期值。互聯網沒有中間商，哪怕產品沒有創新，只要放到網上賣，用戶一定有很強的獲得感。同時，用戶在互聯網上擁有評價話語權，這能督促我們實時改進商品，不斷提升線上產品質量，甚至超越線下產品質量。
In the past, why didn't we emphasize product innovation? Because we realized that the price paid by our customers exceeded the expected value. There is no middleman on the Internet, even if the product is not innovative, as long as it is sold online, users must have a strong sense of achievement. At the same time, users have the right to comment on the Internet, which can urge us to improve our products in real time, constantly improve the quality of online products, and even exceed the quality of offline products.
為什麼我們以突出用戶體驗的方式做品牌？因為傳播路徑變了。用戶願意在微博上分享三隻松鼠的產品，是因為三隻松鼠價格便宜，想得周到，於是整個互聯網傳播權形成了一股勢能，品牌瞬間就樹立了起來。
Why do we brand in a way that highlights the user experience?Because the transmission path has changed. Users are willing to share the products of the three squirrels on Weibo because the three squirrels are cheap and thoughtful, so the whole Internet communication right forms a potential energy, and the brand is established instantly.
第四，優秀的企業家思想，最終的走向都是“宗教”，喬布斯也是“宗教”。人的精神是控制不住的，要把這個精神控制住，那是什麼？宗教。但是成為神唯一的前提是你之前是個凡人，而且做過徹徹底底的吃過酸甜苦辣的凡人，才能成為一個神。
Fourth, excellent entrepreneurial ideas, the ultimate trend is "religion", Jobs is also "religion". The human spirit is uncontrollable, to control this spirit, what is that? Religion. But the only prerequisite for becoming a god is that you have been a mortal before and have been a complete mortal who has eaten ups and downs in order to become a god.
2012年創業的時候，我就是“洗腦師”，洗腦是我工作中的一個職能。我給年輕人洗腦比較成功，基本上洗一次管一個月沒問題。洗腦的目的是要讓人家信。洗腦其實並不難，真誠和真實一點，讓員工信任你描繪的夢想和願景，然後再找出來一批標杆。
When I started my business in 2012, I was a "brainwasher", brainwashing is a function of my work. I brainwashed young people more successfully. basically, it's no problem to wash tubes at a time for a month. The purpose of brainwashing is to make people believe. Brainwashing is not difficult, be sincere and real, let employees trust your dreams and vision, and then find a number of benchmarks.
第五，2012-2015年是互聯網線上快速發展時期，為什麼很多品牌卻沒有得到快速發展？這跟品類、競爭環境有關。小企業的成長很簡單，就是在某一個時間窗口，找到一個大企業忽視的地帶，然後迅速成長起來。為什麼很多小企業最終敵不過大企業？就是因為它的成長的速度、時間差沒有強大到能夠與大企業正面交鋒。
Fifth, the period from 2012 to 2015 is a period of rapid development of the Internet, why many brands have not developed rapidly? It has something to do with the category and the competitive environment. The growth of small businesses is very simple, that is, in a certain time window, find an area neglected by large enterprises, and then grow up rapidly. Why are many small businesses unable to compete with big ones in the end? It is because of its growth speed and time difference that it is not strong enough to compete head-on with large enterprises.
2012 年，如果服裝品類做電商，註定只是小眾品牌；如果日化品牌做電商，由於線下品牌太強大，競爭太激烈，線上無法競爭過線下寶潔等日化巨頭。
In 2012, if the clothing category does e-commerce, it is destined to be a niche brand; if the daily chemical brand does e-commerce, because the offline brand is too strong and the competition is too fierce, online can not compete with offline Procter & Gamble and other daily chemical giants.
當時，三隻松鼠為什麼跑出來了？因為堅果產業在線下沒有特別強大的品牌，從線上做堅果品牌，能夠比線下品牌做得更強大，因而我們能打穿這個市場。
At that time, why did the three squirrels run out? Because the nut industry does not have a particularly strong offline brand, making a nut brand online can be stronger than offline brands, so we can break through this market.
2013年，洽洽和來伊份在發現我們時應該選擇猛烈地攻擊我們，把我們打趴下，這樣後面就不會有三隻松鼠的機會了。但他們選擇了保守戰略，錯過了一個最重要的抉擇時間點。等到2016-2017 年的時候，三隻松鼠的規模已遠遠超過了他們，這時他們就再也打不動我們了。所以，真正的競爭對手不是你現在能看得到的。
In 2013, Chia and Laifen should have chosen to attack us violently when they found us, knocking us down so that there would be no chance of three squirrels behind. But they chose a conservative strategy and missed one of the most important timing points. By 2016 and 2017, the three squirrels were much bigger than them, and they couldn't move us any more. So, the real competition is not what you can see right now.
讓零食成為第四餐 Make snacks the fourth meal.
一般而言，一個企業在早期可能是依靠某種紅利發展起來的。但如果想要實現企業的持續發展，就必須構建自己一定的護城河，只有持續的成功才叫成功。
Generally speaking, an enterprise may develop on some kind of dividend in the early stage. However, if you want to achieve the sustainable development of the enterprise, you must build your own moat, only sustained success is called success.
從宏觀角度來看，中國零食市場起碼是萬億市場。這傳遞給我們最大的微觀信號是什麼？
From a macro point of view, China's snack market is at least a trillion market. What is the biggest micro signal that this sends to us?
首先，中國人愛吃，好吃。我們預判，未來5-10年，中國將是世界上第一大吃貨國，將成為全世界最發達的食品工業國家。因為中國有14 億人口，這14 億人對吃很挑剔，而這種挑剔會倒逼供給側研發出更好的商品。
First of all, Chinese people love to eat and taste good. We predict that in the next 5-10 years, China will be the largest food country in the world and the most developed food industry country in the world. Because China has a population of 1.4 billion, these 1.4 billion people are picky about eating, which will force the supply side to develop better products.
其次，零食市場體量很大，人均消費已達一年七百多億，馬上將變成人們生活當中的必需品。隨著人均GDP的提高，人均收入的提升，零食正成為人們生活中的第四餐，並向第三餐轉移，這是我們最大的機會。這時，人們需要最好的商家來滿足自己的需求。
Secondly, the volume of the snack market is very large, and the per capita consumption has reached more than NT $70 billion a year, which will soon become a necessity in people's life. With the increase of per capita GDP and per capita income, snacks are becoming the fourth meal in people's lives and moving to the third meal, which is our biggest opportunity. At this time, people need the best merchants to meet their needs.
然而，目前整個中國供給端卻存在這很嚴重的問題，大型食品工業、生產企業等有4萬家左右，廠家小、散、亂，這使得供給端無法形成規模優勢，導致成本很高，效率很低，管理很不穩定。
However, at present, there is a very serious problem in the supply side of China. there are about 40,000 large-scale food industry and production enterprises, and the manufacturers are small, scattered and chaotic, which makes the supply side unable to form a scale advantage, resulting in high cost and low efficiency. the management is very unstable.
所以，這有很深的矛盾和痛點，而我們則有一個機會解決它。過去，連接消費者的是家門口的商超、專賣店、便利店、雜貨店，但這個連接端的需求是不充分的。
Therefore, there are deep contradictions and pain points, and we have a chance to solve it. In the past, consumers were connected by supermarkets, specialty stores, convenience stores and grocery stores on their doorstep, but the demand for this connection was insufficient.
在這個背景下，我們用數字化將供給端全部重新連接。如何連接？小，可以把它搞大；散，可以把它搞集中；亂，可以通過賦能把它搞規範。我們通過優化整個供應鏈和物流倉配體系，極大地降低流通領域和供應鏈領域的成本。
In this context, we use digitization to reconnect all the suppliers.How do I connect? If it is small, it can be enlarged; if it is scattered, it can be centralized; if it is chaotic, it can be regulated by endowment. By optimizing the entire supply chain and logistics warehouse allocation system, we greatly reduce the cost in the field of circulation and supply chain.
現在，三隻松鼠內部有一個口號：天下零食皆我敵。什麼意思？也就是說，我們的商品的價格能否做到這個商圈裡最低，甚至可以PK農貿市場。現在大家都在談下沉市場。其實從去年年底開始，我們便猛然醒悟，原來中國人還很窮，所以我們明確了要做下沉市場的方向。我們不能一直做小眾、高端的零食，而應該圍繞顧客的感知和接受區級去做產品。如果想要把零食變成中國人的必需品，就一定要降低價格，而降低價格只有靠供應鏈創新。
Now, there is a slogan inside the three squirrels: all snacks in the world are our enemies. What does it mean? In other words, whether the price of our goods can be the lowest in this business circle, or even compete in the farmers' market. Now everyone is talking about sinking the market. In fact, from the end of last year, we suddenly realized that the Chinese people were still very poor, so we made clear the direction of sinking the market. We can not always do minority, high-end snacks, but should focus on customer perception and acceptance of district-level products. If you want to make snacks a necessity for the Chinese people, you must reduce the price, and the price reduction only depends on the innovation of the supply chain.
數字化的願景 The Vision of Digitalization
過去7年，三隻松鼠做的一系列事雖然為用戶創造了價值，但本質上並非數字化，而是在數字化經濟體中享受紅利。然而，當互聯網變成常規工具後，顧客的預期值發生了變化。
Over the past seven years, the three squirrels have done a series of things that have created value for users, but are essentially not digital, but enjoy dividends in a digital economy. However, when the Internet became a regular tool, customer expectations changed.
以數字化驅動實現供應鏈前置和組織的高效率，才是三隻松鼠的未來。我們所謂的數字化，實際上是使整個公司能夠以數字化為驅動，將供應鏈前置，供應鏈的目標是服務代理用戶最大的價值，然後組織能夠突破邊界，用更少的錢做更多的事。可能過去一家公司只能開2000家店，未來則可以開10000家店。
Digitally driven to achieve the front of the supply chain and organizational efficiency is the future of the three squirrels. What we call digitization is actually enabling the whole company to be digitally driven and put the supply chain forward. the goal of the supply chain is to serve the maximum value of the agent users, and then the organization can break through the boundary and do more with less money. In the past, a company could only open 2000 stores, but in the future it could open 10000 stores.
突破組織的邊界 Break through the boundaries of the organization
三隻松鼠非常重視企業文化，我們企業文化價值觀有一條是“真實”。互聯網帶來的信息革命，只會讓世界越來越真實。
The three squirrels attach great importance to corporate culture, and one of our corporate cultural values is "real". The information revolution brought about by the Internet will only make the world more and more real.
比如，在信息革命還沒那麼透徹時，我們就把廉潔看得很重，因為我們廉潔的使命是捍衛真實。為了廉潔，我們在公司發展早期招人時，寧願招聘能力弱一些的年輕人。
For example, when the information revolution is not so thorough, we attach great importance to integrity, because our mission of integrity is to defend the truth. In order to be clean, we prefer to recruit young people with weaker abilities when we recruit people in the early stages of the development of the company.
對三隻松鼠來說，目前最大的挑戰不是戰略清晰與否的問題，而是組織能力的問題。當然，無論是戰略問題還是組織能力問題，最終都要看能否實現持續、高速的增長。
For the three squirrels, the biggest challenge is not whether the strategy is clear or not, but the ability to organize. Of course, whether it is the issue of strategy or organizational capacity, it ultimately depends on whether it can achieve sustained and high-speed growth.
組織能力建設有兩件最重要的事：
There are two most important things in organizational capacity building:
一是提供一套能讓優秀人才脫穎而出的機制。企業應為優秀人才提供一個平臺，他在其他平臺做不好，卻能在這個平臺做得更好。每個人都是一個資源，有些人被低估了，有些人被閒置了，但當他到三隻松鼠後，能力可能就被釋放了。
The first is to provide a mechanism to make talents stand out.Enterprises should provide a platform for outstanding talents, he can not do well in other platforms, but he can do better in this platform. Everyone is a resource, some people are underestimated, some people are idle, but when he has three squirrels, his ability may be released.
二是培養人才。在企業早期階段，企業不要去想找到一個1號職業經理人做事，而是應該培養人，因為企業最根本的是對自身價值觀和業務的理解。
The second is to cultivate talents. In the early stage of the enterprise, the enterprise should not want to find a No. 1 professional manager to do things, but should train people, because the most fundamental thing for the enterprise is the understanding of its own values and business.
我們的用人哲學是八個字“因人成事，以事成人”。做什麼事肯定要找什麼人，做成這件事不重要，關鍵是這件事能否成就一個人。
Our employment philosophy is eight words, "because people get things done, grow up with things." You have to find someone to do something. it's not important to get it done. the key is whether it can make a person.
怎麼培養人才呢？我們啟動了人才的“腰部迭代”計劃，即找到50名總監，拆小自身業務單元分配給各總監。同時，我們學習阿里打造了“雙軌制”考核體系，即“政委司令制度”，阿里巴巴的極強的組織裡就得益於該體系。三隻松鼠即將有50名“政委”，我們給每個總監分配業務單元，業務價值、業務邏輯、考評標準都一致，同時給每個總監配一個政委，政委負責組織線業務線，兩者一同作戰。
How to train talents? We launched the talent "waist iteration" program, that is, find 50 directors to divide their own business units and assign them to each director. At the same time, we learn from Ali to create a "two-track" assessment system, that is, the "political commissar commander system", Alibaba's extremely strong organization benefited from this system. The three squirrels will soon have 50 "political commissars". We assign business units to each director, and the business value, business logic and evaluation criteria are all the same. at the same time, we assign a political commissar to each director, and the political commissar is responsible for organizing the business line. the two fight together.
工業時代的管理把流程搞複雜、臃腫了。阿里巴巴的管理為什麼牛？因為阿里不是一家完全以流程制度驅動的公司，本質上是以人作為主觀判斷的一家公司。人作為主觀判斷比一個工具判斷的好處是所有的事物都是動態的。KPI 是個害人的東西。
The management of the industrial age made the process complicated and bloated. Why is Alibaba's management so awesome? Because Ali is not a company driven entirely by the process system, it is essentially a company based on people as a subjective judgment. The advantage of man as a subjective judgment over a tool judgment is that all things are dynamic. KPI is a harmful thing.
但實行雙軌制後，多了一條組織線，對員工進行評價。為什麼30人的企業不需要管理，不需要考評？因為老闆天天在，員工幹得好或不好，老闆都知道；但當公司發展到3000多人時，老闆無法及時瞭解員工狀況，政委則能代表老闆去考察員工每天的工作情況。這樣的體系才能扁平化，形成競爭，人才才能源源不斷。
However, after the implementation of the two-track system, there is one more organizational line to evaluate the employees. Why does an enterprise of 30 people not need management and evaluation? Because the boss is here every day, the boss knows whether the employees are doing well or not, but when the company has more than 3000 people, the boss is unable to keep abreast of the situation of the employees, and the political commissar can inspect the employees' daily work on behalf of the boss. Only in this way can the system be flattened, competition can be formed, and talents can continue to flow.
商業最終的勝利肯定是價值觀的勝利。
The ultimate victory of business must be the triumph of values.
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