How to grow an e-commerce company? First, learn how to manage people like soldiers!

E-commerceThe key to a company’s success is not its products, but its people!

The growth of an e-commerce boss with annual revenue exceeding 100 million yuan does not depend on how much goods he can sell, but on whether he can "hire the right people."

Many people have taken too many detours before they understand a wise saying:The more people there are, the better. Instead, they should be used in different levels.

Category 1: S-level operations (strategy positions) – the company’s “military advisors”

What is S-level operation? Simply put, it is a group of people who use their brains.

They are like Zhuge Liang in the Romance of the Three Kingdoms, who doesn't fight on the front lines, yet can determine victory or defeat. These individuals are flexible in thinking, enjoy exploring new business opportunities, and excel at using strategies to solve problems. They are the company's true think tank.

I have seen too many bosses make a fatal mistake - letting S-level operations take the blame for performance.

The result? Their minds, which should be focused on direction, are now hounded by reports and KPIs. Once strategic individuals are buried in trivial matters, the entire company loses its "engine" for innovation.

Therefore, in the company, S-level operations are not evaluated on performance. They are only responsible for one thing -Research how to make the company go further, faster and more steadily.

For example, once, sales of an established product declined, and everyone was in a state of panic. However, an S-level operator proposed a "user fission reward" program, which resulted in sales doubling within a month. This kind of value cannot be measured simply by performance.

The second category: executive talents - the company's "main force"

Execution-oriented people are like a well-disciplined army. They don't need too many strategies, but they can carry out tasks steadily, accurately, and ruthlessly.

Many bosses want to cultivate "all-round employees," but that's a misunderstanding. It's often these "steady and steady" individuals who actually create profits in a company.

They may not be good at coming up with creative solutions, but they are good at executing orders, completing goals, and keeping good processes. The e-commerce industry is fast-paced and iterative. No matter how many capable people there are,The final execution is the real winner.

In the company, executive talents account for more than 70%. They are responsible for product listing, promotion, customer service, warehousing, data review... all the things that keep the company running smoothly are supported by them.

Did you know? Even if all the S-level operations staff took a collective leave of absence, the company could still remain profitable. This is because the engine of performance lies at the executive level.

The third category: management talents - the company's "commanders"

Management talent is the backbone that connects the upper and lower levels. They don't think about direction like S-level operations professionals, nor do they focus on specific tasks like executive-level professionals. Their mission is to enable efficient collaboration between the two.

In my management logic, there is a very important principle: "Business" and "management" must be separated.

• What does it mean? S-level operations don’t involve teams; their battlefield is the mindset.
• Execution-oriented people do not manage; their goal is to meet targets.
• Management talents are the ones who are truly responsible for organizational coordination, performance supervision, and culture shaping.

We have tried before to let an S-level operation manage the team at the same time.

As a result, this great man, who was originally the company's think tank, was later overwhelmed by various personnel matters, assessments, and conflicts.

Finally, we learned from our mistakes and completely split all functions, which immediately improved our efficiency.

It takes a combination of three types of people to support a truly "big company"

Imagine this: S-level operations are like the company's "radar", responsible for seeing the direction; management talents are the "drivers", controlling the rhythm; executive talents are the "engine", driving forward.

When these three types of people each perform their duties, the company naturally runs at high speed. Conversely, if they are mixed together, the direction will be confused, the pace will be slow, and execution will collapse.

This division of labor model also has a hidden benefit - more accurate recruitment.

You clearly know the "role" of each positionPositioning", just compare and match during the interview.

Instead of the "vague" hiring method: you are asked to make strategies, achieve results, and lead a team.

Even a god would find it difficult to accomplish anything for such a person.

Let everyone shine in the "most suitable position"

We always believe in one sentence: A company does not rely on a superhero, but on a super team.

Everyone is born with different strengths. A smart boss doesn’t ask everyone to change, but finds where they can do the most.

We never ask everyone to be a "jack of all trades", we ask them to be "masters of one thing".

Just like a band, someone plays guitar, someone plays drums, someone sings lead vocals. Each role is different, but when combined, it creates the most exciting melody.

The real cultivation of e-commerce bosses is not doing things, but "using people"

When you shift from "doing things yourself" to "using people to do things", when you learn to let go and let the right people do what they are best, at that moment, your company will truly have the possibility of growing.

Many people think that e-commerce competes on traffic, price, and supply chain.

In fact, in the end, it all comes down to organizational ability.Whoever can employ good people will win the future.

Conclusion: The art of employing people is the highest wisdom of e-commerce

Employing people is like employing soldiers; knowing people and assigning them to the right positions is the key. Business development is never a journey for the lone brave, but rather a journey for the shining stars.

When the boss can accurately identify the strategic power of S-level operations, respect the implementation capabilities of executive talents, and trust the organizational capabilities of management talents, then the company will have a "thinking head," "executive hands," and "collaborative skeleton."

This is the iron triangle of enterprise growth.

The future of e-commerce will see faster and faster changes, and algorithms will become increasingly complex, but one thing will never change:People are the starting point of all growth.

Final summary:

• Recruitment is divided into three categories: S-level operations (strategy positions), executive talents, and management talents.
• The three types of people have different responsibilities and cannot be mixed.
• Let S-level operations think about the direction, executive talents implement results, and management talents promote collaboration.
• The key to making a business bigger is not to have “more people” but to have “the right people”.

Re-examine your team structure and ask yourself: Who is thinking about the direction? Who is doing the execution? Who is managing the coordination?

Only when you put these three types of people in the right positions will your company truly have the confidence to grow.