/p>
Good decision-making and strict management
Heavy rewards and heavy penalties
Those who contribute can get rich first
Both delegation and supervision
< p>Coconut's employment principle of "two yeses and three noisies""Two yeses": Employ those who are virtuous and talented
Don't use those who are talented but not virtuous
"Three don'ts": Don't just focus on diplomas and qualifications, focus on factory experience
Don't focus on personal shortcomings but performance
Don't be partial to evidence
Coconut tree "one The moral standard of “Ten reuses and no uses”
“One reuse”: Reuse when you see difficulties and give in when you see benefits
“Ten no uses”: Don’t use power for personal gain
It cannot be used to form cliques
It cannot be used to sell out the enterprise
It cannot be used to fight for power and profit
It cannot be used to burn bridges by crossing rivers
Cannot be used for slandering and complaining
Cannot be used for inciting trouble
Cannot be used for demotion and dissatisfaction
Cannot be used for interfering with relatives and friends
Don’t use tea that is cold when you are gone
Ethical Standards for Coconut Tree Employees
Be principled in work, fair and honest
Be friends in life, and distinguish between public and private
p>Be polite when treating guests and welcome them with a smile
Coconut's "Four Nos and Three Nos" management mechanism
"Four Nos": Regardless of professional title, just look Ability
Don’t talk about position size, look at benefits
Don’t talk about length of service, look at contribution
Don’t talk about seniority, look at performance
“ "Three Nothings": No iron salary, more work, more rewards
No iron job, one can get up and down
No iron job, one can get in and out
Coconut The tree implements two "periods" of training and succession
The two "periods" include the hardship training period and the time inspection period.
The "difficulty tempering period" refers to:
Those who are promoted to the first and second leaders of profitable units must have good performance experience in difficult units;
To be promoted to marketing The key players must have good performance experience in difficult markets.
“One, Three, Five” employment regulations:
“One” refers to the right to run for general manager of the branch after serving as deputy general manager of the branch for one year;
“Three” refers to the right to run for deputy general manager of the group after serving as deputy general manager of the branch for three years;
“Five” refers to the right to run for deputy general manager of the group after serving as deputy general manager of the branch for five years. Quan campaigned for general manager of the group. The "time inspection period" refers to the three "five" time inspection periods. That is:
The first "five": first go to the grassroots level of the enterprise to undergo more than 5 years of moral and ability inspection, and then be promoted to the middle level after passing the test;
The second "five": In mid-level positions, they will be inspected for more than 5 years (***more than 10 years), and those who are mature can be promoted to senior deputy leaders;
The third "five": serve as deputy leaders for more than 5 years (* **More than 15 years), only those who have been tested and proved to be competent will be promoted to the successor of the company.
In 1986, losses were significantly reduced in the first two years and three years later, and the company returned to the Spring Festival
In 1987, the head was not bowed in the face of difficulties, and the back was not bent even when Mount Tai was overwhelming
Pay close attention to reform and create a new path, which will be called sea tank exchange New Face
In 1988, after five consecutive years of losses, there was no doubt that there would be no way to reform. After three years of reform, there was a bright future. Another village
In 1989, the year of the dragon left the poor and exceeded the double hundred. The factory became rich in the double hundred and the year of the snake. The factory made profit. Half a thousand people and half a thousand people
In 1990, the good news was announced in the year of the snake and the sea cans took off, and in the year of the horse, it took off and traveled all over China
In 1991, the golden horse coconut juice became famous in China and welcomed the auspicious sheep. Going global
In 1992, we sent the Silver Sheep and won the first prize among our peers in the country. We welcomed the Golden Monkey and won half the prize and reached a new level.
In 1993, we acted within our capabilities and worked step by step to gain a firm foothold and further develop our ambitions.
In 1994, we continued to gain a firm foothold and further developed our ambitions, and worked hard to innovate and tide over the difficulties
In 1995, the survival of the company depended on the decision-making of the factory's success or failure. The success or failure depended on management
In 1996, let The general dealer continues to make money and ensures that the business operation is more prosperous
In 1997, seize the opportunity to make steady progress and avoid making rash progress
Reduce costs and expand the market with high quality and low price
1998 If property rights are not reformed, a good year may not be good every year.
If capable people do not get rich first, brain drain will lead to a loss of jobs.
If property rights are not reformed in 1999, the public will suffer losses. It doesn’t hurt, the company will eventually be eliminated
If capable people don’t get rich first, talents will be poached by high salaries, and their jobs will be hard to secure
In 2000, we will repay the veterans, stabilize the company, take credit but not be proud, and cultivate Succession
Choose the right talents, create greater glory, strive for fame and fortune, and strive to start a business
In 2001, let talented people take over, never complain, and train successors to make new achievements
Striving to be the boss, not being proud, determined to start a business and expand the ambition
In 2002, focus on the main business, tap the potential to increase stamina, and gain a firm foothold again
Strengthen marketing, seize opportunities to expand the market, and go public Become stronger and bigger
In 2003, we reformed the decentralization of equity and concentrated it on five types of capable people to form a jumping-off mechanism
Stability is paramount, reducing redundant staff, reducing costs, and improving competitiveness
In 2004, an annual salary of one million yuan was obtained to recruit talents with practical performance and realize three entrepreneurial ventures
Reducing staff and increasing efficiency, leveraging the advantages of employee shareholding system to build a century-old coconut tree
2005 Entrepreneurship veterans took the helm, training, management, succession and consolidation Coconut business
Adhering to the succession of talents and virtues cannot achieve stable development with ten kinds of people
After eight years in 2006, after eliminating the interference of splitting coconut takeaways, the restructuring was finally completed and the state banquet brand was preserved< /p>
Employees hold shares, and are determined to become stronger and bigger together, adhere to long-term plans, and build a century-old coconut tree
In 2007, a new system was created to promote the replacement of old and new people to start a business again and become stronger and bigger Coconut Tree builds a century-old famous brand
Young capable people take over, insisting on being able to be promoted and demoted without being impersonal, and realizing from being able to get rich first to being rich together