How to improve e-commerce operations thinking? The answer actually lies in the "boss" mind!

Are your performance not improving? The problem isn’t in operations, but in the boss’s lack of operational thinking!

A boss came to us and asked anxiously: "How can I improveE-commerceOperational thinking for operations?"

We couldn't help laughing when we saw his "help" expression.

We asked him, “What problem are you trying to solve?”

He said: "The performance growth did not meet expectations. My intuition is that the operation is not yet mature, but I can't explain it clearly. The operation is not just slacking off."

We then asked, “Who determines the overall store strategy?”

He said: "I will take care of some of it myself and leave the rest to the operation."

As soon as these words were spoken, we already had an idea in our minds.

1. What was the real mistake? — Leaving the direction of growth to the wrong people

The core problem is not "operational thinking", but that you have given strategic power to the wrong person.

Many bosses make this mistake: they leave the task of "growth strategy innovation" to operations.

This is totally wrong.

99% of operations simply do not have this capability.

Those who can possess this kind of strategic thinking are at leastPartner Level, the market price starts from an annual salary of 50.

Do you expect someone who earns less than 10,000 yuan a month to help you find a new growth curve?

It's like spending 5 dollars to buy a scratch-off lottery ticket and expecting to win 500 million. It's the same logic.

2. How to open a small team: the boss sets the strategy, and the operations team executes it

all in all: The boss sets the direction and the operators determine the methods.

Strategy is the map, execution is the footsteps.

You have to tell him where to go first before he can run right.

The boss is responsible for developing the overall growth path, such asPositioning, target audience, and budget allocation. Operations is responsible for implementing every step, such as promotion execution, data tracking, and activity review.

When the operational execution is strong enough and can accurately implement your ideas, you can slowly let them make small innovations, from imitation to creation, step by step.

This process is the process of developing operational thinking.

3. The key to operational growth: setting targets and monitoring actions

If an e-commerce business wants to grow, relying on talent is a mystery, relying on methods is the right way.

The so-called "setting indicators" is to let operations know: What is the most important thing.

For example, if the business goal is to increase profits, it must be broken down into specific indicators: average order value, repurchase rate, advertising ROI, cost structure... Each one must be quantifiable.

And "watching the action" is to let the operation know: Everything you do, you are responsible for the results.

For example, if the goal is to reduce the cost ratio, then the key metric is the potential attraction ratio for each product. Then, monitor the reports weekly, ask about progress, and review actions. See if the execution is off track or if there's been any unnecessary work.

Many operations teams are "too busy, too little direction." They're slaving away all day, yet the metrics don't move the needle. Why? No one's keeping an eye on things.

4. Should you give up when the operating foundation is too poor?

Many bosses complain: “My operationsdrainageNeither attracting new customers nor closing deals will be worth it!"

All I can say is that it’s not a “thinking” problem, it’s a “skill” problem.

It's like telling someone who can't drive to "develop a driving mindset"—it's useless. He has to learn how to step on the accelerator and brake first.

So in this case, the best thing to do is: Train! Train! Train again!

Systematically fill in the gaps and help him understand business logic, data analysis, and user psychology. When the knowledge reserve is sufficient, thinking will naturally be sublimated.

5. Leading and employing people is both complex and simple.

In fact, the core of operations management is just four words: Understand the business and grasp the key points.

The boss must understand how to see through the underlying logic of the business, focus on key indicators, break down key actions, and then focus on the big things and let go of the small things.

A smart boss will not do everything himself, but he will definitely observe the results with his own eyes and grasp the key points personally.

Just like a conductor, he doesn't need every instrument to play by itself, but he knows when to let each instrument speak.

6. The Ultimate Essence of Improving Operational Thinking

Improving operational thinking does not rely on attending classes or listening to theories, but onContinue to hone your business acumen in the business.

Thinking is not developed through training, but is forced out by goals, pressure and review.

A true operations expert always asks: "Does this action contribute to the indicator?" and "Does this indicator match the ultimate goal?"

When an operator starts asking questions like this, he is truly growing.

Conclusion: Strategy determines life and death, execution determines speed

The improvement of operational thinking is ultimately aboutInsight into the essence of business.

It is neither metaphysics nor chicken soup, but a combination of logic, system, judgment and execution.

A boss with a broad vision must learn to guide operations to see the overall situation, and then let them flourish in the details.

Only when strategy and execution form a closed loop can the team run fast and far.

Therefore,Let strategy return to the boss, let execution return to operations, and let growth return to logic.

Summary points:

• The prerequisite for improving operational thinking is that the boss must first have strategic thinking.
• The golden rule of a small team: the boss sets the strategy and the operations team executes it.
• Operational growth depends on two things: setting targets and monitoring actions.
• Lack of professional knowledge requires training; lack of thinking relies on practice.
• Real performance growth comes from "doing the right things + doing things right".

When you master these five steps, your operations will not only be an executor, but also a future growth engine. 🔥