露露柠檬股价翻两番背后的管理经

    露露柠檬公司（Lululemon Athletica）目前的股价为70.61美元，在过去一年上涨了51％。在过去三年间，这家公司的股价增长了4倍多。

    那么，公司首席执行官克莉丝汀•岱有何过人之处？

    岱在2008年加入这家瑜伽用品零售商，此前她在星巴克（Starbucks）就职。在最新一期《财富》杂志（Fortune）中，岱谈到了自己的工作（和锻炼）的常规。她深谙如何打造社区。

    我的意思是她擅长发展忠实顾客、忠诚的员工，以及该公司企业文化的粉丝。走进任何一家露露柠檬的商场，都能感受到它的企业文化。

    2012年的《财富》最具影响力女性峰会上，笔者的同事珍妮佛•莱因戈尔德采访了岱。这次采访深受与会者好评。采访中，在《财富》全球最具影响力女性排行榜上位列第45的岱与听众分享了适用于所有企业的实用理念：只要首席执行官心思足够活泛，就能“颠覆整个管理模式”。

    下面就是露露柠檬首席执行官与其它老板的不同之处：

    1. 教会员工学会自己判断，而不是程序或规矩。岱及其管理团队给予了店面经理及其他员工不同寻常的权力，允许他们“独立自主”地经营自己的业务。岱表示，她希望给员工“足够大的担子”，让他们觉得自己人尽其才，而不是大材小用，同时相信自己能做出重要的贡献。

    2. 真正权力下放。岱指出：“我没有独揽决策大权。”各店面经理都有各自的Facebook页面、按照自己的想法装饰店面（公司没有规定的模式），而且完全自主地发展客户。当然，这样做是有风险的，不过如果首席执行官能把握得当，公司自然能从中受益。

    3.成功的秘诀在于，不求最早、但求最好。露露柠檬谨慎对待扩张，所以公司发展稳定，而且利润率可观。开设新零售店之前，管理团队会花两年的时间培育当地市场，例如帮助当地的健身爱好者在露露柠檬零售店旁开店，从而形成瑜伽运动的生态系统。

    译者：项航

    At $70.61, Lululemon Athletica (LULU) shares are up 51% in the past year. They've more than quintupled in the past three years.

    So what is CEO Christine Day doing right?

    Day, who arrived at the yoga-gear retailer from Starbucks (SBUX) in 2008 and talks about her work (and workout) routine in the current issue of Fortune, knows how to build communities.

    I mean communities of loyal customers, loyal employees, and everyday fans of a corporate culture that you feel when you walk into a Lululemon store.

    My colleague Jennifer Reingold interviewed Day at the 2012 Fortune Most Powerful Women Summit, and the session was one of the highest-rated by our participants. That's because Day, who is No. 45 on Fortune's international MPW list, shared take-home ideas that can be applied to any business--if a CEO is free-thinking enough to, as she says, "turn the management model upside down."

    Here's what the Lululemon chief does differently from the typical boss:

    1. Teach judgement, not process or rules. Day and her executive team give store managers and other employees unusual leeway to be creative and "own" their area of the business. She says she wants to provide "jobs big enough for people"--so that employees feel stretched, not squandered, and believe that they can make meaningful contributions.

    2. Be authentically local. "I'm not the big brain making all the decisions," Day notes.

    Store managers create their own Facebook (FB) pages, decorate their stores as they wish (no plan-o-grams!), and do what they want to build their community. Of course, entrepreneurialism involves risk, but if the CEO carries the culture properly, the company benefits.

    3. Success is about being best to market, not first to market. Lululemon has expanded cautiously—resulting in steady growth and healthy profit margins. Before opening a new store, management spends two years laying the local groundwork, such as helping exercise-minded locals build businesses alongside Lululemon to create yoga ecosystems.