以下文章来源于Vista氢商业 ，作者贾小乐 关心都市白领的消费生活 提供易懂有趣的品牌报道 " 海底捞成功的秘诀， 不是生日歌和科目三，而是师徒制。" 8月， 有人在海底捞门店的墙上发现了一枚红金配色的海蛇徽章 ，条纹海蛇形制古朴，仿佛某种古老部落的神秘图腾。 Vista氢商业 . 文 ｜ 贾小乐 编辑 ｜ 卢力麟 来源｜ Vista氢商业（ID：Qingshangye666） 封面来源 ｜ IC photo 海底捞成霍格沃兹了。 图片图源：小红书@xiaomo050 "斯莱特林和格兰芬多合体了？" 更多人开始放出自己拍到的海底捞图腾：狮子、鲸鱼、老虎、哈士奇，于是忍不住好奇问了海底捞员工，才知道 每种徽章都代表一个"海底捞家族" 。家族 由5到18家门店组成，家族长为"师父店长"。 你首先震惊吃个火锅也能碰见武侠里的"六大门派九大家族"照进现实，其次不解一个现代企业为什么还沿袭着"家族制"这种古老的管理方式，尤其当它出现 在"和所有的烦恼说拜拜"的海底捞里时。 "怎么吃个火锅还整上派别、嫡庶、荣耀了？" 火锅界有自己的霍格沃茨？ 在海底捞里 看见神秘威严的家族徽章，震撼不亚于你知道 崇尚sop和现代化管理 ...

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].