Core Viewpoint - The article discusses the ongoing conflict between screenwriter "Gu Er" and the production team of the series "Blossoms," highlighting issues of authorship, industry respect for writers, and the broader implications of the director-centered system in the film industry [1][2][19]. Group 1: Industry Dynamics - The incident involving Gu Er is a reflection of a common issue in the industry where screenwriters frequently seek to assert their rights, indicating a persistent struggle for recognition and respect [8][21]. - The film industry operates on a director-centered model, which often marginalizes the contributions of screenwriters, leading to a lack of acknowledgment for their creative labor [12][19]. - The lack of a strong union or regulatory framework for screenwriters exacerbates their vulnerability, making it difficult for them to protect their rights and contributions [17][21]. Group 2: Educational and Professional Challenges - The traditional apprenticeship model in screenwriting education fails to equip aspiring writers with the necessary skills to navigate the industry, leading to a perception that their work is undervalued [9][10]. - The industry's project-based compensation system contributes to a culture where screenwriters are seen as expendable, further diminishing their perceived value [21][24]. - Many talented screenwriters are leaving the industry due to its unfavorable working conditions and lack of recognition, indicating a significant talent drain [25][26]. Group 3: Cultural and Social Implications - The ongoing debate around Gu Er's claims highlights a broader cultural issue within the industry, where the contributions of screenwriters are often overshadowed by the prominence of directors and stars [26][29]. - The prevailing narrative in the industry tends to favor established figures, reinforcing a cycle of power dynamics that marginalizes emerging talent and their contributions [28][29]. - The article suggests that the industry's current trajectory, characterized by a lack of respect for creative labor, may lead to a decline in the quality and diversity of storytelling in film and television [24][30].

Core Viewpoint - The success of Haidilao is attributed not to its customer service gimmicks but to its unique apprenticeship and family system, which fosters management and talent development within the organization [30][32]. Group 1: Family System and Management - Haidilao has established a family system where each family consists of 5 to 18 stores, led by a "master store manager" [5][10]. - The family naming convention is based on animals, including mythical creatures, which adds a unique cultural aspect to the brand [9][10]. - The family system serves dual purposes: management and inheritance, allowing experienced managers to cultivate new talent and establish their own families [13][14]. Group 2: Apprenticeship System - The apprenticeship system is a modernized approach to management and team development, ensuring consistent service quality across all stores [16][38]. - Store managers have significant decision-making power regarding store expansion and management, which incentivizes them to develop their apprentices [14][36]. - The financial incentives for store managers include a profit-sharing model that rewards them for the success of their apprentices' stores, creating a "multi-level" incentive structure [33][35]. Group 3: Financial Performance and Challenges - In 2019, Haidilao's store managers reportedly earned a fixed monthly salary of 35,000 yuan, with potential earnings reaching up to 600,000 yuan annually due to the profit-sharing model [35][39]. - The rapid expansion strategy led to challenges during the COVID-19 pandemic, resulting in significant store closures and operational difficulties [41][42]. - The company has shifted its management approach, moving from a family-based system to a regional manager system, but later reverted to the family model due to its effectiveness in maintaining operational connections [42][43].

Core Viewpoint - Haidilao has adopted a family-based management system that combines traditional elements with modern practices, creating a unique corporate culture that emphasizes mentorship and internal growth [10][21][23]. Group 1: Family System and Management - The family system at Haidilao consists of various "families" represented by animal-themed badges, with each family comprising 5 to 18 stores led by a "master store manager" [3][5][10]. - This system is rooted in a mentorship model where experienced store managers train their apprentices, who in turn can establish their own families once they reach a certain scale [10][21]. - The family structure allows for significant decision-making power, including store expansion and management evaluations, fostering a sense of ownership among the family leaders [10][23]. Group 2: Employee Training and Retention - Haidilao's mentorship model is designed to ensure consistent service quality across its locations, as all management personnel are internally trained [13][29]. - The rigorous training process includes multiple assessments and a clear path for advancement, which helps reduce employee turnover and enhances motivation [29][30]. - The emotional connection fostered by the family system encourages employees to view Haidilao as a home, contributing to a strong corporate culture [32][34]. Group 3: Financial Incentives and Performance - The financial structure of the mentorship system includes performance-based incentives, where store managers receive a percentage of profits from their stores and those of their apprentices [23][25]. - This "multi-level" incentive system encourages managers to actively develop their teams, as their earnings are directly tied to the success of their apprentices [25][27]. - Despite the potential for high earnings, there are strict performance evaluations, and poor performance can lead to penalties for both the manager and their apprentices [27][30]. Group 4: Challenges and Evolution - The rapid expansion of Haidilao led to challenges, particularly during the pandemic, resulting in significant store closures and a reevaluation of the family management system [30][32]. - In response to operational difficulties, Haidilao has experimented with different management structures, including a shift to regional managers, but has reverted to the family system due to its deep-rooted connections with store operations [32][33]. - The company is now attempting to balance its traditional family culture with a more rational and transparent management approach to attract a new generation of employees [33][34].

Core Viewpoint - The company, 米村, is undergoing significant internal challenges and restructuring following the dismissal of 27 store managers due to a violation of company policies, specifically related to manipulating customer reviews. This incident has highlighted deeper issues within the company's rapid expansion and management practices [2][4][6]. Company Overview - 米村 has experienced rapid growth, opening 837 new stores in 2024, averaging 2.3 openings per day, and expanding its workforce to over 29,210 employees. This expansion has led to 米村 becoming the largest player in the rice bowl category [3][5]. - The company relocated its headquarters from Shenyang to Shanghai in 2024, marking a significant operational shift [3]. Management and Operational Challenges - The pressure on store managers has intensified due to strict performance evaluations and a competitive internal culture, leading some to resort to unethical practices [4][8]. - The company has implemented a rigorous "ABC store rating" system, which has created a high-stress environment for managers, contributing to internal conflicts and operational inefficiencies [8][9]. Strategic Changes - Following the dismissal of the store managers, the company has decided to eliminate performance evaluations entirely, a move that has generated mixed reactions among staff [10][19]. - 米村 plans to adjust its expansion strategy, aiming for a minimum of 180 new stores in 2025, down from previous aggressive targets, while also focusing on improving existing operations [13][16]. Financial Performance and Goals - By the end of 2024, 米村 achieved record highs in both total store count and sales, despite the internal turmoil [5]. - The company has set ambitious targets for 2025, including increasing average daily customer visits per store and enhancing overall sales performance [16]. Market Position and Competition - The competitive landscape for 米村 is becoming increasingly challenging, with numerous brands intensifying their focus on supply chain efficiency and customer experience, putting pressure on 米村's market position [6][30]. - 米村's rapid expansion has led to a relatively short average operating history for its stores, with many being less than two years old, indicating potential vulnerabilities in long-term sustainability [25][26]. Future Outlook - 米村's leadership is focused on balancing growth with a more humane management approach, emphasizing the importance of employee well-being and operational efficiency [18][19]. - The company is also exploring new avenues for talent development and retention, recognizing the need for a sustainable growth model amid increasing market pressures [12][17].