Five years as an electrician, i've seen a lot of bosses come up and hire seven or eight people, and then they're gonna rip each other off every day so inefficiently they want to break their cell phones。Electric operatorsHow the team works and how many people it takes. It's not exactly what it says. I took three teams from zero to one, stepped through lots of pits, and the core just said:Let's run through the smallest loop, then talk about expansionI don't know. Don't come up with the regular army. You don't understand the business。
What about the electric operator team
The most typical mistake i've ever seen is the "all power" formula -- hoping to find someone who can be both a pitcher, a writer and a customer. There is no such person. When i took the first team, three people were enough: a dead-end drop and data analysis, a piped content production and detail page maintenance, and a customer service and after sale. The person who throws the data must really know the data, not just the "creation plan" button, but the roi curve, the crowding, and the timing of the budget. The person with the content is not much, but is particularly sensitive to the rules of the platform, knowing what words can be written and can't be written。
There's a lot of bosses wondering if there's an "operator" hanging there. My advice is to sell less than half a million a day. You're the director yourself. If you don't go in there, the people below will never grow up, and they will only become implementation tools. One million dollars a day, and a tube from the current team, ten times better than a drop outside. People know at least what you're doing and what you've stepped on。
There's plenty of people in the electric operator team
There is no standard answer to this question, but i give a few lines of reference. Within half a million a month for start-up, three to five plus you. By the period of $2 million to $5 million a month, 8 to 12 persons would be reasonable, and at that point you would have to break down the delivery and customer service groups and stop eating at one table. Moving up, the team will naturally split up into "operations" and "continues" and "conservation logistics." it's not "construction," it's organizational issues, it's specialized。
There is a cost that almost no one has counted — communication costs. I led a team of 15 people who stood for three hours a day plus weekly meetings, with actual output being 40 per cent less efficient than a small team of five. So don't come up with the big teamIt's too much to doThe responsibility is diluted and no one will recognize it。
To be honest, the team didn't come out, it came out. You run through the chain between the selection and the sale, and you know the one that's stuck in the neck, and then you fill that one. Don't take the structures of hundreds of others to their teams of 10 people, with different sizes, different tastes, different answers。
