7年炼就三只松鼠 Three squirrels have been trained in seven years.

2012年，我们创业时，为什么选择通过做线上电商的方式切入？因为我们认为任何一种新渠道的产生，一定会孵化出新的品牌。比如，批发市场时代，孵化出了傻子瓜子品牌；商超时代，孵化出了洽洽品牌，中国很多品牌都源自流通领域在商超的变革；互联网源自于一种技术创新带来的新渠道革命，颠覆性更强，那时我们认为创业肯定能干一个品牌，于是我们做了电商。

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.

很多人问，三只松鼠过去7年是如何成功运营一个电商品牌的？

Many people ask, how did the three squirrels successfully run an e-commerce brand over the past seven years?

第一，我们有非常正确的品牌定位。三只松鼠的名字好记、拟人化强，是个很好的IP。如果没有一个好的品牌名，广告费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，过去电商商家和传统企业通过免费流量在淘宝上过得很舒服，不愿意出钱投广告，他们心中有一个ROI（投资回报率），2万元广告费只带来4万元成交额，RIO为1：2，对他们而言是不划算的。但事实上，那时互联网广告才是最便宜的，可以带来更多顾客和搜索流量。我们第一年双11通过投放直通车广告、钻石展位的首页广告等先占据住消费者的心智和流量入口的大门。这是战略的成功。

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，在战术层面，我们使用了用户体验创新的潮流，创新情感式营销创建了一个全国化的互联网品牌。我们对用户体验的理解有三层：一是（优质产品能让）用户需求被满足；二是在沟通、物流等方面更容易获得；第三才是愉悦感。

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.

三只松鼠有句话叫“超越主人预期”，什么叫“超越主人预期”？主人的预期到底是什么？实际上，我们不是研究消费者的预期在哪里，而是研究什么企业在提供给消费者这样的产品，他们就是消费者的预期值。你超过他们，消费者就有了预期。很多人天天在研究客户需要什么，但其实用户是很难被研究的。

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.

过去，我们为什么没有强调产品创新呢？因为我们实现了顾客所支付的价格超越预期值。互联网没有中间商，哪怕产品没有创新，只要放到网上卖，用户一定有很强的获得感。同时，用户在互联网上拥有评价话语权，这能督促我们实时改进商品，不断提升线上产品质量，甚至超越线下产品质量。

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.

为什么我们以突出用户体验的方式做品牌？因为传播路径变了。用户愿意在微博上分享三只松鼠的产品，是因为三只松鼠价格便宜，想得周到，于是整个互联网传播权形成了一股势能，品牌瞬间就树立了起来。

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，优秀的企业家思想，最终的走向都是“宗教”，乔布斯也是“宗教”。人的精神是控制不住的，要把这个精神控制住，那是什么？宗教。但是成为神唯一的前提是你之前是个凡人，而且做过彻彻底底的吃过酸甜苦辣的凡人，才能成为一个神。

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年创业的时候，我就是“洗脑师”，洗脑是我工作中的一个职能。我给年轻人洗脑比较成功，基本上洗一次管一个月没问题。洗脑的目的是要让人家信。洗脑其实并不难，真诚和真实一点，让员工信任你描绘的梦想和愿景，然后再找出来一批标杆。

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年是互联网线上快速发展时期，为什么很多品牌却没有得到快速发展？这跟品类、竞争环境有关。小企业的成长很简单，就是在某一个时间窗口，找到一个大企业忽视的地带，然后迅速成长起来。为什么很多小企业最终敌不过大企业？就是因为它的成长的速度、时间差没有强大到能够与大企业正面交锋。

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，如果服装品类做电商，注定只是小众品牌；如果日化品牌做电商，由于线下品牌太强大，竞争太激烈，线上无法竞争过线下宝洁等日化巨头。

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.

当时，三只松鼠为什么跑出来了？因为坚果产业在线下没有特别强大的品牌，从线上做坚果品牌，能够比线下品牌做得更强大，因而我们能打穿这个市场。

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，洽洽和来伊份在发现我们时应该选择猛烈地攻击我们，把我们打趴下，这样后面就不会有三只松鼠的机会了。但他们选择了保守战略，错过了一个最重要的抉择时间点。等到2016-2017 年的时候，三只松鼠的规模已远远超过了他们，这时他们就再也打不动我们了。所以，真正的竞争对手不是你现在能看得到的。

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.

让零食成为第四餐 Make snacks the fourth meal.

一般而言，一个企业在早期可能是依靠某种红利发展起来的。但如果想要实现企业的持续发展，就必须构建自己一定的护城河，只有持续的成功才叫成功。

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.

从宏观角度来看，中国零食市场起码是万亿市场。这传递给我们最大的微观信号是什么？

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，中国人爱吃，好吃。我们预判，未来5-10年，中国将是世界上第一大吃货国，将成为全世界最发达的食品工业国家。因为中国有14 亿人口，这14 亿人对吃很挑剔，而这种挑剔会倒逼供给侧研发出更好的商品。

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，零食市场体量很大，人均消费已达一年七百多亿，马上将变成人们生活当中的必需品。随着人均GDP的提高，人均收入的提升，零食正成为人们生活中的第四餐，并向第三餐转移，这是我们最大的机会。这时，人们需要最好的商家来满足自己的需求。

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，目前整个中国供给端却存在这很严重的问题，大型食品工业、生产企业等有4万家左右，厂家小、散、乱，这使得供给端无法形成规模优势，导致成本很高，效率很低，管理很不稳定。

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，这有很深的矛盾和痛点，而我们则有一个机会解决它。过去，连接消费者的是家门口的商超、专卖店、便利店、杂货店，但这个连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.

在这个背景下，我们用数字化将供给端全部重新连接。如何连接？小，可以把它搞大；散，可以把它搞集中；乱，可以通过赋能把它搞规范。我们通过优化整个供应链和物流仓配体系，极大地降低流通领域和供应链领域的成本。

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.

现在，三只松鼠内部有一个口号：天下零食皆我敌。什么意思？也就是说，我们的商品的价格能否做到这个商圈里最低，甚至可以PK农贸市场。现在大家都在谈下沉市场。其实从去年年底开始，我们便猛然醒悟，原来中国人还很穷，所以我们明确了要做下沉市场的方向。我们不能一直做小众、高端的零食，而应该围绕顾客的感知和接受区级去做产品。如果想要把零食变成中国人的必需品，就一定要降低价格，而降低价格只有靠供应链创新。

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.

数字化的愿景 The Vision of Digitalization

过去7年，三只松鼠做的一系列事虽然为用户创造了价值，但本质上并非数字化，而是在数字化经济体中享受红利。然而，当互联网变成常规工具后，顾客的预期值发生了变化。

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.

以数字化驱动实现供应链前置和组织的高效率，才是三只松鼠的未来。我们所谓的数字化，实际上是使整个公司能够以数字化为驱动，将供应链前置，供应链的目标是服务代理用户最大的价值，然后组织能够突破边界，用更少的钱做更多的事。可能过去一家公司只能开2000家店，未来则可以开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.

突破组织的边界 Break through the boundaries of the organization

三只松鼠非常重视企业文化，我们企业文化价值观有一条是“真实”。互联网带来的信息革命，只会让世界越来越真实。

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，在信息革命还没那么透彻时，我们就把廉洁看得很重，因为我们廉洁的使命是捍卫真实。为了廉洁，我们在公司发展早期招人时，宁愿招聘能力弱一些的年轻人。

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.

对三只松鼠来说，目前最大的挑战不是战略清晰与否的问题，而是组织能力的问题。当然，无论是战略问题还是组织能力问题，最终都要看能否实现持续、高速的增长。

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.

组织能力建设有两件最重要的事：

There are two most important things in organizational capacity building:

一是提供一套能让优秀人才脱颖而出的机制。企业应为优秀人才提供一个平台，他在其他平台做不好，却能在这个平台做得更好。每个人都是一个资源，有些人被低估了，有些人被闲置了，但当他到三只松鼠后，能力可能就被释放了。

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.

二是培养人才。在企业早期阶段，企业不要去想找到一个1号职业经理人做事，而是应该培养人，因为企业最根本的是对自身价值观和业务的理解。

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.

我们的用人哲学是八个字“因人成事，以事成人”。做什么事肯定要找什么人，做成这件事不重要，关键是这件事能否成就一个人。

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.

怎么培养人才呢？我们启动了人才的“腰部迭代”计划，即找到50名总监，拆小自身业务单元分配给各总监。同时，我们学习阿里打造了“双轨制”考核体系，即“政委司令制度”，阿里巴巴的极强的组织里就得益于该体系。三只松鼠即将有50名“政委”，我们给每个总监分配业务单元，业务价值、业务逻辑、考评标准都一致，同时给每个总监配一个政委，政委负责组织线业务线，两者一同作战。

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.

工业时代的管理把流程搞复杂、臃肿了。阿里巴巴的管理为什么牛？因为阿里不是一家完全以流程制度驱动的公司，本质上是以人作为主观判断的一家公司。人作为主观判断比一个工具判断的好处是所有的事物都是动态的。KPI 是个害人的东西。

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.

但实行双轨制后，多了一条组织线，对员工进行评价。为什么30人的企业不需要管理，不需要考评？因为老板天天在，员工干得好或不好，老板都知道；但当公司发展到3000多人时，老板无法及时了解员工状况，政委则能代表老板去考察员工每天的工作情况。这样的体系才能扁平化，形成竞争，人才才能源源不断。

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.

商业最终的胜利肯定是价值观的胜利。

The ultimate victory of business must be the triumph of values.