認為(wei)海底(di)撈(lao)(lao)的核心競爭力(li)不是服務(wu)，而是*式(shi)的師徒(tu)制(zhi)，這(zhe)為(wei)海底(di)撈(lao)(lao)快速發展奠(dian)定基礎(chu)。海底(di)撈(lao)(lao)給店(dian)(dian)(dian)(dian)長兩(liang)套薪(xin)酬機制(zhi)。第一種拿門店(dian)(dian)(dian)(dian)利潤(run)分紅 0.8%、第二種拿自己(ji)管理(li)門店(dian)(dian)(dian)(dian)利潤(run) 0.4%，同時拿徒(tu)弟(di)餐廳利潤(run) 3.1%、徒(tu)孫餐廳利潤(run) 1.5%。大部分店(dian)(dian)(dian)(dian)長選第二種。因為(wei)員工(gong)想當老板(ban)有被動(dong)收入，此(ci)機制(zhi)讓他們注重(zhong)人才培養。且有規定自己(ji)門店(dian)(dian)(dian)(dian)達到標(biao)準才能在徒(tu)弟(di)和(he)徒(tu)孫店(dian)(dian)(dian)(dian)拿全(quan)額(e)利潤(run)分紅，所以店(dian)(dian)(dian)(dian)長即使自己(ji)門店(dian)(dian)(dian)(dian)分紅少也會全(quan)力(li)以赴(fu)，這(zhe)是雙(shuang)向(xiang)約束機制(zhi)。徒(tu)子徒(tu)孫復制(zhi)，形成單店(dian)(dian)(dian)(dian)到抱團經營，店(dian)(dian)(dian)(dian)長和(he)徒(tu)子徒(tu)孫共同出謀劃策賺錢，總部管理(li)難度下降。
還介紹(shao)一(yi)種(zhong)銷(xiao)(xiao)售(shou)團(tuan)隊(dui)人才裂變(bian)機(ji)制，師(shi)(shi)(shi)傅(fu)(fu)(fu)可同時有多(duo)個(ge)徒(tu)弟(di)(di)且雙向(xiang)選(xuan)擇(ze)，每(mei)年有一(yi)次自(zi)由(you)選(xuan)擇(ze)機(ji)會避免師(shi)(shi)(shi)傅(fu)(fu)(fu)素質缺陷影(ying)響徒(tu)弟(di)(di)成(cheng)長(chang)。師(shi)(shi)(shi)傅(fu)(fu)(fu)帶(dai)徒(tu)弟(di)(di)有兩方面收入，如(ru)(ru)徒(tu)弟(di)(di)新(xin)增月銷(xiao)(xiao)售(shou)額提成(cheng) 20% 歸師(shi)(shi)(shi)傅(fu)(fu)(fu)，公(gong)司每(mei)月發管(guan)理獎金(jin)給師(shi)(shi)(shi)傅(fu)(fu)(fu)。舉(ju)例說明徒(tu)弟(di)(di)銷(xiao)(xiao)售(shou)額變(bian)化對師(shi)(shi)(shi)傅(fu)(fu)(fu)獎金(jin)的影(ying)響，徒(tu)弟(di)(di)主動離職停發師(shi)(shi)(shi)傅(fu)(fu)(fu)分(fen)(fen)成(cheng)和獎金(jin)，師(shi)(shi)(shi)傅(fu)(fu)(fu)離職也會考慮固定分(fen)(fen)成(cheng)和獎金(jin)，師(shi)(shi)(shi)徒(tu)利(li)益牽扯(che)穩定團(tuan)隊(dui)。強調機(ji)制創新(xin)是管(guan)人的核心，提到總裁利(li)潤六大(da)系統(tong)中(zhong)有分(fen)(fen)明奮力的機(ji)制系統(tong)。如(ru)(ru)高管(guan)設置限制目標沖刺法、超額分(fen)(fen)紅法、及時激勵(li)法等激活人心的七大(da)分(fen)(fen)錢絕招。
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