Successful team case analysis

Team building is a key factor in the healthy development of an enterprise, especially when an enterprise transitions from its birth period to its growth stage, the quality of team building is particularly critical. I have carefully collected and compiled successful team case studies for everyone. Let’s take a look.

Successful team case analysis Part 1: How can a small team do big business?

The PC Internet era is gradually fading away, and the wave of mobile Internet entrepreneurship is coming. The crazy growth of mobile applications (APPs) is occupying a new trend. Among them, some popular applications have won the favor of a large number of users and venture capital with the help of small entrepreneurial teams.

However, behind the scenes, a piece of data also poured cold water on the passionate mobile Internet entrepreneurs. According to the report data of iiMedia Consulting, in the current domestic application market, the average life cycle of APP is only ten months. 85% of users will delete the apps they downloaded from their phones within 1 month, and after 5 months, the retention rate of these apps is only 5%.

In the booming APP business, why do these small teams stand out and create the "myth of wealth creation"? After becoming a hit, how can they avoid the embarrassment of "failing once they become popular"?

Although the team is small, it can achieve great things? The myth of wealth creation?

In April 2012, a picture showed that after being acquired, 15 young people from Instagram had already carried their bags and went to work at Facebook. ?’s photos were published by major technology websites. "15 employees, 1 billion US dollars", only 551 days after its establishment, 27 million iOS users, and other issues have also become the major media's description of Instagram, a popular mobile application. Many Internet entrepreneurs lamented: The "wealth creation myth" of mobile Internet will begin.

Less than two years later, in February 2014, Facebook announced that it would spend US$19 billion to acquire the mobile instant messaging service application WhatsApp. WhatsApp, which had only 50 employees, was worth an average of $380 million per employee after being acquired. This has also become a new legend in Silicon Valley. WhatsApp has only 50 people, serving 450 million people around the world.

Such examples gave Huang Guangming great motivation. As the founder of the "Magic Camera" APP, Huang Guangming has many years of work experience in Silicon Valley, which has a strong entrepreneurial atmosphere. He benefited a lot from the first startup he joined after graduating from college. After that, he also worked in large companies such as Microsoft. He has had good positions, but Huang Guangming still feels depressed because he prefers to start a business.

Therefore, Huang Guangming, who studied computer science, decided to make an APP with his alumnus Ren Xiaoqian, who studied art: This APP allows users to quickly turn the photos taken with their mobile phones into comics, which can be read at any time. Come to your humorous, optimistic and happy self?.

? Make an APP that you like and that others also like. Moreover, such a business does not require high costs in the mobile Internet era. ? Huang Guangming said. Today, after receiving tens of millions of dollars in Series A financing from Alibaba, Huang Guangming's team has expanded to 60 people and serves about 200 million users.

Look at our backstage, so many foreigners are showing off cartoon images of themselves wearing Chinese Hanfu. This is a Thai message, and this is a Spanish message. Huang Guangming said excitedly, "Can so many We are proud that foreigners can learn about Chinese culture through our APP. ?

The phenomenon of plagiarism and following trends is serious, and the APP survival rate is low

Perhaps because of the low entry barriers, young entrepreneurs are flocking to the APP market. Since 2013, "phenomenal" Apps have continued to emerge. The low threshold has driven the popularity of App entrepreneurship and also increased the elimination rate of the entire market.

As the founder of the popular creative photography social app Zuji, Yang Liu has a deep understanding of this: It is still too impetuous to start a mobile app business now, and the phenomenon of following the trend is very serious. If a "hot hit" comes out, it will be immediately Just plagiarize, and even some plagiarists left a lot of messages on our Weibo and Tieba, saying that ours had too many "shortcomings" and that theirs was more useful, and even included links to encourage everyone to download it. ?

Start-up teams are generally short on manpower. Regarding plagiarism, Yang Liu seems helpless: "We don't have so much time to deal with these things. After all, the start-up team has limited energy, but if things go on like this, the original team will die after being plagiarized." ?Off, the plagiarizing team won’t be able to do it for a long time just because it just copied a model. This is a vicious cycle. ?

In addition to plagiarism, another big problem faced by start-up teams is cheating on the rankings. In the app store, some APP production teams will spend a lot of energy and financial resources on publicity and promotion to attract users' attention in order to have a more prominent position. This, to a certain extent, will benefit those who are full of creativity but do not have much extra funds for promotion. The team is very disadvantaged.

In Tel Aviv, Israel, mobile APP entrepreneurship is also booming. As the chief operating officer of Intu, Zhang Lei has led domestic Internet investors to inspect Tel Aviv many times. He said frankly: Compared with Israel , China's mobile Internet entrepreneurship has a serious phenomenon of following the trend, which has brought about homogeneity and fierce competition. Entrepreneurs often cannot calm down and focus on innovation, but are more influenced by the market, resulting in insufficient innovation and more bubbles. If there are many, the survival rate is low. ?

Focus on perfecting products and retaining users with creativity

With such a low survival rate, how can entrepreneurs maintain the vitality of their products in the wave of APP entrepreneurship?

< p> The ?Magic Camera? team was established in 2008, but our product was not officially launched until 2013, which took 5 years of preparation. ?When it comes to entrepreneurship, Huang Guangming does not want to emphasize too much the difficulties he has encountered, but he always believes that it is very important to focus on improving products and not forgetting the original intention.

? The photo sharing application Instagram was launched in 2010. It didn’t really become popular until 2012. In the intervening two years, it was spent constantly improving the product. Users use the product because of the good experience, not because of the product experience. It came out by brushing the rankings. ? Huang Guangming said.

Recalling the founding years, Huang Guangming lamented: Our dream at that time was to put artistic things into the computer. Users can take a photo and all kinds of comics and animations can be produced immediately. This sounds cool, but I found it very difficult when I did it. I finally solved the problems on the PC side little by little. When the mobile Internet trend came, basically all the technical staff of the start-up team had to be replaced by new people. ?

Despite this, Huang Guangming still believes: ?For new trends, the team must have the courage to make changes, dig deeply, reflect step by step, and study the characteristics of the product. Such products are difficult to copy. Only then can it be favored by users. ?

Yang Liu also agrees with this view. She said that after Zuji became popular, although there were copycats, they still focused on improving the product. When our The product is not just image processing software, but with social attributes, the possibility of plagiarism is less, because the choice lies in the hands of the user.

?Never start a business for the sake of starting a business. ?For young people who want to get involved in this field, Yang Liu suggested, ?Of course everyone can start a business, but you have to think clearly about what kind of thing you are doing, because only by truly impressing yourself can you impress others like you. people. ?

Successful team case analysis part 2

1. Basic situation of 3G

3G Group is a private enterprise in Qinhuangdao City, Hebei Province, formerly established Founded as 3G Real Estate Development Co., Ltd. in 1998, it developed into a diversified group company in 2004. So far, the company has grown into real estate, property, hotels and restaurants, education, culture, tourism, shipping, trade and high-tech electronic manufacturing. It is an outstanding private enterprise in 15 industries, with assets exceeding 1 billion. It has been rated as the top 20 private enterprises in Qinhuangdao and the top 100 enterprises in Hebei Province.

Mr. L is the founder of the company and has been the head of the company for many years. ?Guang Lixin, go with the trend? is the personal philosophy of the company chairman L. ?Guang Lixin? shows his attitude towards life, make friends widely, be honest to friends, rely on friends to do business, and be honest in business; ?Go with the general trend? represents We have developed a business philosophy that conforms to the development trend of the times, the trend of national policies, and the regional development of Qinhuangdao. Now this concept has become 3G's corporate culture.

With rapid development, diversified operations, and involvement in more than ten industries, the company continues to achieve success, but at the same time some problems have gradually emerged. One of the problems that everyone in the company feels is that as the business develops, Talent can’t keep up. There is a shortage of talents, people who are of great use cannot be found, the talents they want to introduce are unwilling to come, the talents they have tried their best to bring in are not easy to integrate into the team, and the growth of old employees is slow and stagnant. These team building problems have become problems faced by many companies. This is a difficult problem, especially for private enterprises that have passed the entrepreneurial stage and are facing a second start-up. To this end, 3G people have thought of many ways and put in a lot of effort. Some empirical measures are worth learning from. Before discussing team building issues in depth, let us first share 3G's team building experience.

2. 3G team building experience

3G’s core team currently has about 20 people and has begun to take shape. From a few people in the early days of entrepreneurship, to now including the chairman, general manager, deputy general manager and heads of various business units and subsidiaries, 3G has a middle- and high-level team of about 20 people, with a total employee count of thousands. Most of the middle and senior leaders are people who have worked hard with L for many years and have gone through ups and downs. There are also a few members who have just joined the company. For example, the head of the education department is an experienced professional recently hired from Beijing, and there are others. The business department and human resources department have all introduced talents.

If you delve deeper into the 3G team, you will find two distinctive characteristics: First, this team has strong cohesion and centripetal force, and has a harmonious and happy atmosphere. It is like a big family, and the employees are like brothers and sisters. Human L is like the elder brother of this big family.

Second, when it comes to the head of the company, L, no matter it is the middle-to-high-level leadership team or ordinary grassroots employees, whether they are old employees who have been with the company for many years or new employees who have only joined the company for a short time, everyone is attracted by L's personal charm. Impressed. The unity and harmony of the team and the personal charisma are the two outstanding characteristics of the 3G team.

L advocates humanistic management methods and emphasizes: retaining people with feelings, cultivating people with career, and attracting people with treatment. ?3G Group's ability to attract talents mainly relies on these employment concepts and methods.

Using emotions to retain people? Mainly reflected in the relationship between oneself and employees, one must position oneself correctly. In terms of attitude towards employees, L believes that the key is to understand employees and know what the executors want. What you do, what you need, what you need, you must put yourself in the perspective of your employees when you treat them. You cannot compete with your subordinates. If you don’t let employees laugh first, customers will not laugh. You must treat employees equally. Never treat yourself as a boss or take power. Pressuring people hard and having things to negotiate. Regarding positioning oneself, it is not only reflected in the relationship with employees, but also in all aspects, worthy of the party and the government, worthy of employees, worthy of customers, worthy of friends, and everything must be handled seriously.

Use career to cultivate people? L also has a set of practices. He believes that employees must be given a platform, especially for capable talents. They must be given a platform for development. Employees most need opportunities. Being able to develop is even more important than money. 3G Group also has this consideration when it is involved in so many industries. With fewer career opportunities, there are fewer opportunities for talent growth. Only by expanding industries can we place people well. Give talents the opportunity to manage a bunch of things, and at the same time fully delegate power. Except for major issues that require their own participation, except for major decisions that must be participated in, generally let the person in charge run the operation. The general manager of the group company, Mr.

Using remuneration to attract people? L believes that when employees work at 3G, they should pursue a balance between effort and income. Without a decent income, employees cannot be motivated. In this regard, the feedback from 3G people is the most revealing. Everyone is highly satisfied with the salary. No one from the middle and senior team mentioned the issue of unfair salary. On the contrary, everyone generally thinks that L is more generous and has a big hand. Regardless of employee wages, all middle-level workers have basically bought their own private cars, and their income levels are relatively high in the local area. In terms of benefits, basically all employees are insured in accordance with national regulations. Even the extremely unstable positions of security guards and hotel waiters are fully insured for security guards and waiters who work slightly longer hours. Holiday breaks are also implemented in full accordance with national regulations. The company would rather middle and senior management work more overtime, but also try to allow ordinary employees to rest on time.

It is difficult to describe the full picture of this kind of humanized management in a few words. L, who was born in the military, does not adopt an overly military management method. He focuses on making employees happy. He believes that the main thing he is engaged in is It is mainly a service industry, not a manufacturing factory type. Work tasks cannot be quantified. It is not a piece-rate work type. It is very important for service companies to make employees enjoy their hardships and enjoy them. They must be relaxed and not tired. Once something happens , fight a tough battle, and when nothing happens, just train and learn. From very early on, 3G has regularly organized its employees to travel to relax and study, and has tried its best to give employees a relaxed and happy atmosphere. Never hurting employees because of one's own reasons is also one of L's principles for treating others. If employees have difficulties, they should be there as soon as possible. Employees can overcome small things by themselves and handle big things for them, so that employees can live and work in peace and contentment.

There are specific examples to illustrate this humanized management method, and some little things can best reflect the real situation:

1. A stranger A college student wanted to hold a photography exhibition by himself. The college student knew that L liked photography and wanted to meet with him, but the people below blocked him. After L found out, he personally met with the college student. After hearing about the college student's idea for a photography exhibition, L took the initiative Funded it to hold a photography exhibition. Later, in order to repay the favor, the college student went to Tibet alone, took many photos and presented them to L. This incident deeply touched many people. If you can do this to a stranger, how would you treat your friends and employees?

2. L started his career as a caterer, and sometimes L works from outside. When he came back, he hadn't eaten yet. He never bothered the staff. He just found something to eat and simply filled his stomach. He didn't think that just because he was the boss, he could get a lot of special treatment. Moreover, L can call the hotel staff, even the most junior waiters, by their names.

3. During 2008 and 2009, the real estate industry was in recession. 3G, which was led by real estate, had cash flow difficulties. In this case, the company not only did not reduce employees and wages, but also tried every means to increase employees' wages. treatment. This made the middle- and senior-level teams and grassroots employees extremely moved. Some even went to L's office and took the initiative to ask why they needed a salary increase. They should stop raising wages and focus on the company's development.

4. Something happened to the family of a middle-level manager, and someone was seriously ill and hospitalized. After learning about it, L took the initiative to ask the company to give him a subsidy of 10,000 yuan to help him tide over the difficulties. The time lost from work due to family matters does not matter at all, and wages and bonuses are paid as usual.

5. Chinese culture is indispensable for its drinking culture. On many occasions, people eat and drink. When it is necessary to compete with the amount of alcohol, L does not demand too much from his employees. He often drinks too much himself and does not force his subordinates to drink. I drank too much. In order to socialize, I once walked five tables of wine, one meal after another. Even so, I tried to prevent employees from drinking too much and harming their health.

3. Confusion about 3G team building

Relying on personal charm and humanized management, 3G has established a united, cohesive and harmonious team, but this family-style, Humane and humane teams are not without problems. From the perspective of overall 3G development, team building still faces many difficulties.

1. As the career develops, talents cannot keep up.

The real estate industry is the leading industry of 3G and the main source of profit for the group. In the early days, 3G Real Estate seized the opportunity of old city renovation and relied on Qinhuang Community to build 3G Garden. Later, it developed 3G Park and Youth City. , French Town and Modern City several projects. Although these projects are gradually improving in grade, their basic positioning is to build good houses for the people. The main customers are still based on the local residents of Qinhuangdao to meet the residential needs of the residents. In the past two years, they have been involved in The "Golden Dream Bay" project is a high-end project in the harbor area built by the municipal government, with a very different nature. The projects are getting bigger and more high-end, and the risks involved are getting bigger and bigger. This poses a challenge to the existing team. Whether they can manage a more complex and changeable situation depends on the growth of the existing team. . Not only real estate projects, but also hotels, education, tourism, culture and other industries are developing. The increasing number of industries and the gradually rising career situation have put forward more requirements for talents, and team building must keep up.

L has long felt the problem of team building. During the development of the company, he once felt that there was a lack of talents. The people below were out of touch with his own ideas, and the team's capabilities could not keep up. So he tried every means to recruit talents from the outside, invite them in, and go out at the same time, so that the team could go out to see and learn, learn from other excellent companies, learn from peers, strengthen internal training, and he himself also sought help from the consulting team.

Despite this, the situation of not keeping up with talents still exists, and focusing on the needs of future development, team building is an even more urgent issue. How to resolve this problem has become a priority in enterprise development. of a theme.

2. New people are introduced and integration is difficult.

At present, the core team members of 3G are mainly "old people" who have followed him for many years. There are relatives and friends among them, who started the business together and grew up together. The old man has been together for a long time and it is easy to collaborate. He has been influenced by L's personal charm for a long time and has strong cohesion. He is dedicated to the development of the company and rarely has messy internal fights and conflicts. At the same time, the elderly also have shortcomings. After the team has been together for a long time, they inevitably lack the ability to innovate. Moreover, the growth levels of the old employees are also uneven. Not every old employee's ability can meet the requirements of the company's rapid development. In an environment where specialization requirements are constantly increasing, it is necessary to constantly replenish fresh blood and introduce new talents.

3G continues to introduce new talents in the middle and high-level teams and among the backbone employees of various businesses. However, the introduction of new talents has caused two problems. First, the introduction of new people may make the elderly unhappy. New professional talents do not need to be given high treatment, which makes some elderly people feel uncomfortable. In addition, the new people must be different from the original ones in terms of career ideas, ways of doing things and dealing with others. There are differences among employees. How new people integrate into the organization and how they integrate into the existing team has become a difficult problem. The second is a problem that many companies encounter. Faced with some newly entered post-80s and post-90s employees, their ideas and behaviors are completely different. How to manage this?

3. After cultivating talents, The loss of loss is huge.

Another team-building issue that confuses 3G is the brain drain. Talents that the company has made great efforts to cultivate are asked to take on a career and manage a situation. They often put a lot of effort into it, and many internal and external tasks are involved. Resources have been channeled to them, such as some important customer relationships and government relations, as well as a lot of training fees, field visits and study fees, etc. Once such talents are lost, the company will suffer great losses, business development will be affected, and all previous investments will be in vain. Private enterprises are not as wealthy as state-owned enterprises, nor do they have many special policies of state-owned enterprises, so they cannot withstand serious crises. Brain drain.

However, in the past two years, the brain drain problem of 3G has been getting worse. Several business leaders have left for one reason or another. Although it was mainly due to personal factors such as settling abroad, it happened after all. .

If the brain drain is serious, then should we invest heavily in talent training? Wouldn’t vigorously cultivating talents become a wedding dress for others?

Successful team case analysis Part 3: Showa and Heide Precision's strengths and weaknesses

Showa Co., Ltd. located in Nobeoka City, Miyazaki Prefecture and Heide Precision Co., Ltd. located in Okaya City, Nagano Prefecture are 1,200 kilometers apart. Since our cooperation in 1995, we have become inseparable partners. This good cooperative relationship is based on the trust established in the first few months.

In 1995, the president of Showa Company, Yasuzuki Kuroki, looked at the idle machines in the company and said worriedly: If this continues, the company will one day go bankrupt. ?His company was originally an outsourcing manufacturer of the large enterprise ?Asahi Kasei? located in Nobeoka City, specializing in metal cutting. When Japan's bubble economy collapsed, Showa's business was greatly affected. President Kuroki had to immediately start developing new products, but he had no clue.

At this time, President Kuroki met Masahiko Hirade, the president of Hirade Precision Company in Osaka. The company is famous for its precision sheet metal technology, which uses a laser processing machine to cut thin metal plates and then bend them to make precision parts for electronic machine casings or semiconductor production equipment. President Kuroki asked President Heide for metal processing technology. It happened that President Hirade was also thinking of setting up a production base in Kyushu, so the two hit it off.

With both parties having the same idea, Showa and Heide Seiko began to cooperate. President Kuroki selected three technicians to work at Heide Precision for three months to learn precision sheet metal technology. President Kuroki also spent more than 150 million yen (100 yen is about 7 yuan) to introduce new precision sheet metal equipment to the factory in Nobeoka, showing his sincere cooperation.

Starting in 1995, Heide Precision handed over the design drawings to Showa for production, and Showa then sold the products to the large electronics factory in Kyushu. Since then, Heide Precision has continued to provide technical guidance to Showa's employees for three years. During these three years, the presidents and employees of the two companies have had better and better ways of communicating.

Although Showa's current turnover is the same as 300 million yen before the cooperation with Heide Seiko, President Kuroki said: "If we had not cooperated with Heide Seiko, the turnover would have been It has dropped to less than half, and the dependence on Asahi Kasei has dropped from the original 80% to the current 20%. ?

On the other hand, Hiraide, the president of Heide Precision, also said: It has always been my dream to develop my own brand. With the help of Showa, I realized this dream. ?

?Nissan Electric Co., Ltd., ?Hitachi Industrial Co., Ltd. Relationships, successful cases of cooperation with ***. However, examples like this are rare after all, because many companies end cooperation early before the expected results can be achieved.

When encountering obstacles, if the operator can change the mentality of just wanting to make profits and switch to another way of thinking to continue the cooperation between the two parties, then there will be unexpected results.

The three companies located in Hitachi City, Ibaraki Prefecture, Japan: Nippon Densha Co., Ltd., Hitachi Industrial Laboratories and Takahashi Industrial Co., Ltd. are united with the goal of pure "cooperation and experimentation" , as a result, they have successfully got rid of their dependence on upstream manufacturers.

In order to work together, these three companies specially established the mrg (media research group) and defined this group as the "business laboratory" of the three companies. Although mrg is engaged in the sales of multiple products , encountered many failures, but the existence of "mrg" has its particularly far-reaching significance.

The Nippon Electric Corporation, Hitachi Industrial Co., Ltd. and Takahashi Industrial Co., Ltd. that make up "mrg". They are all downstream contractors of Hitachi Heavy Industries, Ltd. In 1995, Hiroshi Yumino, the president of Nippon Electric Co., Ltd., said to the presidents of the other two companies: "If this continues, we will always be the only ones." As a factory that processes the drawings delivered by Hitachi, we should look for opportunities to develop our own product development and marketing capabilities. So, the three companies began to cooperate.

After experiencing some failures. After the experience, these three presidents believed that instead of pursuing the results of "mrg", it is better to use the experience of "mrg" to accelerate their own R&D and sales capabilities, with a view to breaking away from "Hitachi Manufacturing" as soon as possible and becoming an independent company.

The function of ?mrg? has also shown its value after many years of experience. The three presidents used their experience in ?mrg? and applied it to their own companies. As a result, the three companies have The dependence on Hitachi Manufacturing Co., Ltd. has been significantly reduced.