Haidilao's Pomegranate Plan: Cultivating a New Breed of Restaurant Managers
February 12, 2025, 5:04 pm
Haidilao, the hotpot giant, is on a mission. The company is not just serving steaming bowls of broth; it’s cooking up a new recipe for success. The “Pomegranate Plan” is the name of the game. This initiative aims to transform store managers into entrepreneurs, creating a network of multi-store leaders who can drive growth and innovation.
Picture a pomegranate. Each seed represents a store, bursting with potential. Haidilao is planting these seeds across China, expanding its brand portfolio with sub-brands like Yanqing and Xiaohai Hotpot. In just six months, nearly 50 new locations have sprouted. The flagship brand may be slowing, but the ambition is clear: cultivate a second major brand.
At the heart of this strategy are the store managers. They are the backbone of Haidilao’s expansion. Managers like Min, a seasoned employee with 17 years under her belt, are stepping up to oversee multiple locations. This shift is not just about numbers; it’s about nurturing talent. Haidilao believes that investing in people is the key to success.
Min’s journey is a testament to this belief. She started in logistics, climbed the ranks, and now manages three stores. Her story is not unique. Many managers are being groomed for multi-store roles, with the company prioritizing seasoned employees for leadership positions. The internal entrepreneurship model is in full swing.
Haidilao’s approach is bold. The company is willing to take risks. If a new venture fails, the financial burden is shared. The founders absorb most of the loss, allowing managers to learn and try again. This “shoot first, aim later” mentality fosters a culture of experimentation. The goal is clear: hit the target eventually.
Choosing the right leaders is crucial. Haidilao categorizes its internal entrepreneurs into three groups: long-serving employees, tech-savvy managers, and external talent. This diverse mix ensures a well-rounded leadership team. The company is not just looking for managers; it’s seeking visionaries who can drive the brand forward.
Min’s inspiration comes from her peers. She looks up to Yang Hua, a fellow manager who successfully launched Yanqing. This connection fuels her ambition. Min knows that success breeds success. She aims to replicate that model, pushing her own boundaries.
However, the path to multi-store management is not without hurdles. Managers must meet specific criteria. Their current store must maintain a B-level rating, and they must build a backup leadership team. This ensures that operations remain smooth, even as responsibilities expand.
Haidilao’s growth strategy is rooted in location. A prime storefront can make all the difference. When a neighboring business closed, Min seized the opportunity. The lease was signed swiftly, and within months, Yanqing opened its doors. The operational shift was minimal—just adding more tables and adjusting the menu.
The company’s process management system is the backbone of its operations. The “four-color card” system evaluates service, cleanliness, food quality, and safety. This uniformity across brands ensures that Haidilao’s signature service remains intact, even as it diversifies.
The perks of working at Haidilao are legendary. From hair washing to Sichuan opera performances, the experience is designed to delight. The company knows that happy employees lead to happy customers. Training and support are paramount. Managers are expected to cultivate their teams, preparing them for every challenge.
As Min juggles multiple locations, her focus shifts to developing future leaders. This is no small task. Training can take six months to a year. But the rewards are worth it. Each new store creates opportunities for front-of-house and back-of-house managers, expanding career paths across the board.
Haidilao’s profit-sharing model is a game-changer. Managers can earn a direct cut of their store’s profits or opt for a smaller share while benefiting from their apprentices’ earnings. This tiered structure aligns interests and incentivizes mentorship. The more successful the apprentices, the more the managers earn.
The potential for high earnings is enticing. During peak expansion, top managers could earn over RMB 100,000 (USD 14,000) monthly. While those figures are becoming rarer, the integration of the multi-store model aims to revive them. Managers who train multiple teams can multiply their income.
Haidilao’s philosophy is clear: empower workers to shape their careers. The decision to allow multi-store management reflects this belief. Founder Zhang Yong envisions strong managers reaching annual seven-figure salaries. The company is betting on its people to drive growth.
However, the journey is not without challenges. New ventures are evaluated rigorously. If a store underperforms, it faces scrutiny. The entrepreneurship committee assesses each project, ensuring that only viable concepts thrive. Lessons learned are documented, creating a reference guide for future leaders.
In just over two months, Min’s Yanqing store achieved an A-level rating. This success raises the bar for other managers. As more leaders join the ranks, the company is setting higher standards. Min is already eyeing her next challenge—a private dining concept.
Haidilao’s approach to management is a masterclass in cultivating talent. The company is not just expanding its footprint; it’s building a legacy of empowered leaders. The Pomegranate Plan is more than a strategy; it’s a vision for the future. As Haidilao continues to grow, its managers will be at the forefront, shaping the next chapter of this culinary empire.
Picture a pomegranate. Each seed represents a store, bursting with potential. Haidilao is planting these seeds across China, expanding its brand portfolio with sub-brands like Yanqing and Xiaohai Hotpot. In just six months, nearly 50 new locations have sprouted. The flagship brand may be slowing, but the ambition is clear: cultivate a second major brand.
At the heart of this strategy are the store managers. They are the backbone of Haidilao’s expansion. Managers like Min, a seasoned employee with 17 years under her belt, are stepping up to oversee multiple locations. This shift is not just about numbers; it’s about nurturing talent. Haidilao believes that investing in people is the key to success.
Min’s journey is a testament to this belief. She started in logistics, climbed the ranks, and now manages three stores. Her story is not unique. Many managers are being groomed for multi-store roles, with the company prioritizing seasoned employees for leadership positions. The internal entrepreneurship model is in full swing.
Haidilao’s approach is bold. The company is willing to take risks. If a new venture fails, the financial burden is shared. The founders absorb most of the loss, allowing managers to learn and try again. This “shoot first, aim later” mentality fosters a culture of experimentation. The goal is clear: hit the target eventually.
Choosing the right leaders is crucial. Haidilao categorizes its internal entrepreneurs into three groups: long-serving employees, tech-savvy managers, and external talent. This diverse mix ensures a well-rounded leadership team. The company is not just looking for managers; it’s seeking visionaries who can drive the brand forward.
Min’s inspiration comes from her peers. She looks up to Yang Hua, a fellow manager who successfully launched Yanqing. This connection fuels her ambition. Min knows that success breeds success. She aims to replicate that model, pushing her own boundaries.
However, the path to multi-store management is not without hurdles. Managers must meet specific criteria. Their current store must maintain a B-level rating, and they must build a backup leadership team. This ensures that operations remain smooth, even as responsibilities expand.
Haidilao’s growth strategy is rooted in location. A prime storefront can make all the difference. When a neighboring business closed, Min seized the opportunity. The lease was signed swiftly, and within months, Yanqing opened its doors. The operational shift was minimal—just adding more tables and adjusting the menu.
The company’s process management system is the backbone of its operations. The “four-color card” system evaluates service, cleanliness, food quality, and safety. This uniformity across brands ensures that Haidilao’s signature service remains intact, even as it diversifies.
The perks of working at Haidilao are legendary. From hair washing to Sichuan opera performances, the experience is designed to delight. The company knows that happy employees lead to happy customers. Training and support are paramount. Managers are expected to cultivate their teams, preparing them for every challenge.
As Min juggles multiple locations, her focus shifts to developing future leaders. This is no small task. Training can take six months to a year. But the rewards are worth it. Each new store creates opportunities for front-of-house and back-of-house managers, expanding career paths across the board.
Haidilao’s profit-sharing model is a game-changer. Managers can earn a direct cut of their store’s profits or opt for a smaller share while benefiting from their apprentices’ earnings. This tiered structure aligns interests and incentivizes mentorship. The more successful the apprentices, the more the managers earn.
The potential for high earnings is enticing. During peak expansion, top managers could earn over RMB 100,000 (USD 14,000) monthly. While those figures are becoming rarer, the integration of the multi-store model aims to revive them. Managers who train multiple teams can multiply their income.
Haidilao’s philosophy is clear: empower workers to shape their careers. The decision to allow multi-store management reflects this belief. Founder Zhang Yong envisions strong managers reaching annual seven-figure salaries. The company is betting on its people to drive growth.
However, the journey is not without challenges. New ventures are evaluated rigorously. If a store underperforms, it faces scrutiny. The entrepreneurship committee assesses each project, ensuring that only viable concepts thrive. Lessons learned are documented, creating a reference guide for future leaders.
In just over two months, Min’s Yanqing store achieved an A-level rating. This success raises the bar for other managers. As more leaders join the ranks, the company is setting higher standards. Min is already eyeing her next challenge—a private dining concept.
Haidilao’s approach to management is a masterclass in cultivating talent. The company is not just expanding its footprint; it’s building a legacy of empowered leaders. The Pomegranate Plan is more than a strategy; it’s a vision for the future. As Haidilao continues to grow, its managers will be at the forefront, shaping the next chapter of this culinary empire.