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Евгений Щепин. Diving Into the Red Ocean. How to Break the Rules of Retail and Come Out on Top
RULE 0. OR AN UNUSUAL INTRODUCTION. This book could have come out two years ago; or it could have never come out at all. And this is VkusVill in a nutshell
RULE 2. Doing and analyzing is more important than analyzing and not doing anything
RULE 3. Hire people who you find interesting and feel comfortable with, especially at the beginning
RULE 4. The earlier you have a conceptual crisis, the better. Izbyonka went through it for a year and a half of its existence, and this period changed the entire company for the better
RULE 5. When a company is at the height of success, it is the best time to think about its future – to ensure that there is one
RULE 6. We have been called "the king of naming," but we maintain that the name of a company is not the most important thing
RULE 7. Understanding how experienced you have become is simple: if you analyze what you did a year ago and realize that now you would do something a bit differently, it means you have grown
RULE 8. An internal crisis taught us the invaluable lesson to base our work on common sense and not numbers. For this reason, we no longer use KPI or any other quantitative assessments to measure our employees' efficiency. And we never will
RULE 9. A plan for saving the company should be everyone's responsibility. The same people who nearly destroyed VkusVill saved it from ruin
RULE 10. Life never ceases to amaze us with the variety of situations it presents. Do not try to anticipate these: just play the game and enjoy it
RULE 11. Within VkusVill, we introduced a system of promises, primarily to encourage communication between divisions. We found this could resolve a considerable number of internal diff erences by simply facilitating communication
RULE 12. Many people think that nobody gets fired at VkusVill, but that is not true. It happens
RULE 13. We rejected all the usual corporate conventions and have never looked back. The interests of actual people are far more important than any artificial office standards
RULE 14. Our HR department has minimal influence on our company's development. Therefore, all employees at VkusVill have a say in the hiring and onboarding of all new employees. It works
RULE 15. In an environment of trust and understanding, people are not afraid to make mistakes and show initiative. Everyone slips up occasionally, and the most important thing is not to punish them but to help them learn from these mistakes
RULE 16. VkusVill has quite a simple off ice. You might say that it is symbolic of our relationship to everything material
RULE 17. At some point, we stopped planning and started just living
RULE 18. Read. Read as many good books as you can. That will keep you on the straight and narrow
RULE 19. Sometimes, to solve a single problem for your customer, you must get several divisions involved. We think this is how a customer-oriented company should function
RULE 20. The most important person in terms of quality and improvements is undoubtedly the customer. No specialist can ever be as meticulous, objective, and impartial about a product as a final consumer
RULE 21. It is unnecessary to regulate communication with customers, but you must have a communication strategy
RULE 22. The Customer Support Index is a tool that brings about small, regular changes to make customers' lives a little easier
RULE 23. Any VkusVill product – even an almost-consumed one – can be returned to the store without a receipt for a full refund
RULE 24. Consumer terrorism is not humanity's most terrifying problem. But extortionists among the general population can hold entrepreneurs at bay
RULE 25. You will never get feedback from your customers if you are not interested in their ideas and suggestions. Apathy is hard to digitize, but is quite easy to feel
RULE 26. In new and successful projects, this principle comes in handy: "fi re bullets, then cannonballs." Perhaps it may be the basis for successful project management
RULE 27. The deeper the concept behind our work is ingrained in the company's DNA, the more straightforwardly the component processes will be developed. Our ideology of natural and honest products helps us to get rid of many excess goods
RULE 28. Everyone should do what they do best – or why VkusVill still does not have its own factory
RULE 29. Trust in people allows the company to save money. Trust in people allows the company to save money. Trust in people allows the company to save money (Read this a hundred times)
RULE 30. Duplication of people, providers, and services is a modern entrepreneurial approach to doing business
RULE 31. All conflicts occur in areas where responsibilities overlap. One day, we re-examined our process of opening new stores and forged a lasting peace between our development management and retail management
RULE 32. The more conscious responsibility at ground level, the easier life is for the entire company. Our dream is for every store to become autonomous and self-directed
RULE 33. IT systems for businesses today are like smartphones for modern people. You can live without them, but your quality of life will suff er
RULE 34. Automation should simplify life for both employees and customers. If the opposite occurs, that is not automation – that's nonsense
RULE 35. The triumph of artificial intelligence: how automated ordering and distribution allowed us to halve the amount of product we wrote off
RULE 36. Apps, chat bots, and other contemporary innovations help customers manage the company more than anything else – and help the company to unobtrusively manage its customers
RULE 37. At some point, VkusVill will probably cease to exist. Once and for all
Отрывок из книги
Greetings! My name is Evgeny Shchepin, and I am the author of this book. As a reader, I do not really like introductions. More often than not, they are far too pompous or academic. By the end of the first paragraph, I want to yawn, if not put the book down entirely. So, I face a challenging task: to tell you why we authored this book, while also not veering into excessive nerdiness or business theories that will send you off to sleep.
My initial dream was that Andrey Krivenko, founder of Izbyonka and VkusVill, would write it. After all, who understands all the nuances and subtleties of his business better than Andrey? However, you need to know Andrey personally to imagine the look on his face when I mentioned that idea. He even asked again, just in case, to make sure he did not mishear me: "Me? Write a book?" Then he raised his eyebrows as high as they would go.
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On 31 December 2008, Andrey Krivenko quit his job as the chief financial officer (CFO) of Agama Trade, a major seafood distributor. This was the moment that the story of Izbyonka (which translates as "log cabin") and VkusVill (which translates as "tasty town") began.
After five years of working at Agama, Andrey had grown weary of corporate life and decided to change fields. By then, he had already realized that the time had come for meaningful changes; big businesses could no longer stew in their own juices but needed to focus on the customer.
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