哈佛笔记｜Lululemon：企业扩张期的心法与打法

Das教授的课，我大概率都很喜欢。

这个案例的内容，商业上我还不算碰到 —— 如何Scale Up，如何从创始人交接给职业经理人 —— 但以后一定会碰到的。

对目前的商业，也非常有启发。

We create the possibility of greatness in people because it makes us great. Mediocrity undermines greatness.

—— Lululemon Core Value

故事梗概2008 年 5 月Christine Day 即将接任 Lululemon CEO。她之前在星巴克工作 20 年，最后负责亚太业务。Lululemon 背景成立于 1998 年，主营“瑜伽风格运动服”（yoga-inspired athletic apparel）。2005 年还是一家 4000 万美元的创业公司，20 家店；2008 年已是 3.5 亿美元上市公司，接近 100 家店，员工 3000 人。董事会目标继续开店，冲击 10 亿美元销售额，同时上线电商。挑战美国新店选址不佳、施工成本高；库存系统混乱；跨部门协作差，组织效率下降。企业文化要求所有员工（包括高管）每月在店里工作 8 小时，保持贴近顾客。增长表现2007 年销售额 2.75 亿美元，同比增长 85%；利润 3100 万美元，同比增长 300%；IPO 融资 3.44 亿美元；店铺销售额每平方英尺 1710 美元，远超 Abercrombie & Fitch、J.Crew。市场挑战库存短缺导致额外空运成本；美国消费者购买力减弱，股价从 60 美元跌到 31 美元。品牌故事创始人 Chip Wilson 因不满传统运动服，设计了快干透气的瑜伽裤，并通过瑜伽老师作为“品牌大使”（ambassador）推广。新任 CEO 的任务拓展到跑步、游泳、自行车等新运动品类；解决库存、选址与协作问题；保持文化与客户连接；避免“潮牌速朽”的命运。

LEADERSHIP 课堂笔记1. ADVICE TO Christine Day — she needs a 90 days plan!Go to StoreFrontlineCustomersThere are the secret SauseSupply ChainIssues — Can be ACTIONS — quick wins, performance gapBob’s Team — Hire / Fire them Build your TeamManage expectation

Leadership is about managing 5 directions1. Managing Down2. Managing Up3. Managing Out4. Managing In5. Managing self

90 days plan —— Such an important factorSolution basedVisibility for the hirerHaving the road map, otherwise fire fighting
A new leader needs trustThey need to get wins90 days plan need milestones —— 如果是5年计划，很难说赢得一场战争所以这个90天计划需要有「可以赢的战争」Go small wins, give them a chance to win when you bring new leaders.
Things that you DON’T do in 90 days plan？Think about opportunity Gap, but don’t solve it YETMake sure you send them for SUCCESS!
Two types of GAPs, do performance gap FIRST!

Performance Gapfuel the engineperformance gap is easier

Opportunity GapOpportunity gap is chased after winsDon’t give your people a jump up failureDon’t send them to failureThink about opportunity Gap, but don’t solve it YET

想想我们的组织🤔“赢”了什么到目前为止“赢”了什么，接下来90天，要“赢”什么，say it for the whole team to know

CULTURE 课堂笔记

if we want to a HYBRID culture what should stays what should change？（就像现在Arcus42的文化，有点融合。）

What is the methodology to think what stay what change?

The answer is Customer Satisfaction！

Anything in our business that create CUSTOMER DELIGHT (SATISFACTION) should not be touched!

Trust your gut，you are the guard, you are the core of your business.The first professionals will do is the mess with the core, when they come in to scale up.Do NOT mess with it yourself.if it is a successful business, your gut is rightif it is a sinking business? you may be wrongIt is does not pass your test — it is wrong.
TRAIN and CONTROL the process, do not let people mess with your core

Customer loyalty1. Before you open, people are already welcoming! WHY?When CD comes, she do REAL ESTATE / STORE OPENINGBefore you open, people are already welcoming! WHY?They believe that Lululemon will make the community betterThey want the service even before the company is ready to serveThey do not do AdvertisementThey want the Volume as well as the ambassadors金字塔：mike customer gives image — Volume

如果有人说，你为什么要花3倍于Nike的钱去买Lululemon？太傻了。客户会说：材料更好，更持久当有人说你的产品不好的时候，你的客户会defend you这就是你想要的客户 — 你想要的客户忠诚度

How could we create this loyalty??坦白来讲，我还不是太明白。

MODELDesign

👇Supply

👇 RetailStore

They have the courage to charge HIGH PRICEThey are not selling product but life styleSales people are not Sales, they are called educators
Store Managers as EntrepreneursThey allow 20% mistakesis this right or wrong?this is dangerousHow you make control? Make people not repeat again?TRAIN!!!

Experiments are good, but should not ruin your customers experiences

Transition 课堂笔记

Go through a culture alignment programHow we gonna operate as a teamleadership principlesbuilding high performance team
Identifying who can promote and bring as a leader.
Have to build a leading management team.Send them to HBS, so that business school can train them
Bring ALIGNMENT with the team这一条太重要了，用加大字体！They get ownershipYou dont want someone say “I told you, I knew it would not work”Spend a lot of time to bring people together！ Your voice gonna be heard.BUT HOW?How to bring ALIGNMENT? ？？Das说之后的课会讲……
Christine on working with Chip(the founder)When you have a lot of ideas, put it in the case and come back every on year to see what is the prioritymeet three times a week for at least half an hourcan be something very small or big

For the new CEO : if the founder can not get the information he wants, he goes to people he trust, who are the ones being with him for a long time.

For the founder : go to your old team? if you do so, you CUT your CEO, it is the WORST thing you can do! You got this person in, you act like you give up.The other one can also be a coachCEO can coach the founder to execution

Accept and assume people are smarter than you.
Do Less But Mean More又一条极其重要的 —— 做在那些最重要的事情上！
You want good people? —— Then build a system that can adapt peopleYou will never find people who are like you, they could be slower or faster.
What delight the customer —— it is all in your gut, don’t let the consultant mess with you.
Create situation that people are eager on Monday that they want to workBecause they love youThey love the thing the company doesLooking forward to giving you their best
Learning is taking risk, learning is ugly, learning is risky.give people credit if they take risk and learn!

Give the training and coaching and still maintain the high bar.

My Organization and I become what I measure.Measure your people on learning!
Trusting is so importantI do not have the experience to understand.—— admit it in front of people!Moving from ego CEO to a trusting and deligating people.

总结一下，SPCEmployee Management SystemHireTrainStrongMentoring — different from supervisionGood Performance evaluation systemCompensation - not just moneyExtIntCORE to Excellence

Quality of the service provider🟰Quality of the service provide.

then you have Customer Delight

then you have Customer Loyalty

then Revenue up Cost down

The power is in EXECUTIONyou need every part of it

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