對于許多獵頭顧問來講，他們只知道BD、聯(lián)系候選人，但是，他們不知道獵頭公司背后的商業(yè)模式是怎樣的，也不知道如何去經(jīng)營一家獵頭公司，而資深獵頭一定會探究這些在獵頭公司背后隱藏的邏輯，只有深入了解才能在獵頭這條路上走的更遠。今天的內(nèi)容我們就來發(fā)現(xiàn)隱藏在獵頭這個行業(yè)背后的那些事兒。

　　For many headhunting consultants, they only know about BD and contacting candidates, but they do not know what the business model behind the headhunting company is, nor do they know how to run a headhunting company. Senior headhunters will definitely explore the hidden logic behind these headhunting companies. Only by deeply understanding can they go further on the road of headhunting. Today's content will reveal the things hidden behind the headhunting industry.

　　什么是商業(yè)模式？通俗地說，商業(yè)模式就是一群或一組利益相關(guān)方的持續(xù)，即大家都投入各自的資源和能力，并共同創(chuàng)造價值的方式。我們將大家共同創(chuàng)造的價值稱之為價值。

　　What is a business model? Simply put, a business model is a continuous transaction between a group or group of stakeholders, where everyone invests their own resources and capabilities and works together to create value. We refer to the value created by everyone together as transaction value.

　　因為是有成本的，所以，價值-成本=價值空間。進而，價值空間-內(nèi)容（包括原料、半成品、服務、信息等等貨幣成本）=價值增值。

　　Because transactions have costs, transaction value - transaction cost=value space. Furthermore, the value space - transaction content (including monetary costs such as raw materials, semi-finished products, services, information, etc.)=value appreciation.

　　因此，價值增值實際上是各個利益相關(guān)方在過程當中產(chǎn)生的剩余。那么，焦點企業(yè)對自己剩余的貼現(xiàn)就是焦點企業(yè)的企業(yè)價值。這就是我們對商業(yè)模式的理解。

　　Therefore, value appreciation is actually the surplus generated by various stakeholders in the transaction process. So, the discount of the surplus of the focus enterprise is the enterprise value of the focus enterprise. This is our understanding of the business model.

　　不管怎么去理解，它實際上都是由一個一個的利益相關(guān)者通過來形成的一張網(wǎng)絡。而我們今天要講的并不是獵頭行業(yè)完整的商業(yè)模式，我們今天的內(nèi)容主要是要用直觀和通俗易懂的方式將商業(yè)模式展示出來。

　　No matter how it is understood, it is actually a network formed by one stakeholder after another through transactions. And what we are going to talk about today is not the complete business model of the headhunting industry. Our main content today is to present the business model in the most intuitive and easy to understand way.

　　1KA（大客戶模式）

　　1KA (large customer mode)

　　這是傳統(tǒng)的獵頭模式，也是大部分獵頭公司采用的模式。這種模式的核心是以客戶為中心，組建團隊，消化掉客戶的所有職位，無論這些職位是哪個職能部門的。

　　This is the most traditional headhunting model and also the model adopted by most headhunting companies. The core of this model is customer-centric, team building, and digesting all customer positions, regardless of which functional department they belong to.

　　這種模式的邏輯是：先開發(fā)客戶，拿到客戶的職位需求，根據(jù)職位需求尋找候選人，是從客戶端開始到找到候選人結(jié)束的線性流程。

　　The logic of this model is to first develop the client, obtain the client's job requirements, and search for candidates based on the job requirements. It is a linear process from the client to finding the candidate.

　　KA模式的好處是客戶開發(fā)壓力不大，有幾個客戶就足夠一個團隊運轉(zhuǎn)的。在房地產(chǎn)行業(yè)，聲名赫赫的是幾家只做一家客戶，做到幾千萬的獵頭公司，真是將KA模式做到。

　　The advantage of KA mode is that there is not much pressure on customer development, and having a few customers is enough for a team to operate. In the real estate industry, the most well-known are several headhunting companies that only serve one client and reach tens of millions, truly taking the KA model to the extreme.

　　在互聯(lián)網(wǎng)行業(yè)，也有幾家獵頭公司在阿里巴巴一家公司做到上千萬的。雖然是的幾個案例，但是也能看到KA模式的端倪，就是組建團隊，努力完成客戶的所有招聘需求。KA模式的問題在于客戶所提供的崗位五花八門，總有一些崗位是不熟悉甚是從來沒有接觸過的，需要從0開始找人，往往這些崗位的人不太好找，不僅要花費很長時間，很可能一無所獲，顧問是否有意愿或者有能力投入是個問題。

　　In the Internet industry, there are also several headhunting companies that have reached tens of millions in Alibaba. Although it is one of the few cases, we can still see the clues of the KA model, which is to form a team and strive to fulfill all the recruitment needs of the client. The problem with the KA model is that the positions offered by clients are diverse, and there are always some positions that are unfamiliar or even unfamiliar to them. It is necessary to start looking for people from scratch, and it is often difficult to find people for these positions. Not only does it take a long time, but it is also possible to achieve nothing. Whether consultants have the willingness or ability to invest is a question.

　　2PS模式（Proactive Specialization 主動專注）

　　2PS mode (Proactive Specialization)

　　PS模式的邏輯是從候選人端開始，為候選人尋找適合的崗位。

　　The logic of PS mode is to start from the candidate end and search for suitable positions for the candidate.

　　PS模式要求顧問有良好的銷售能力，對他們來說，在候選人庫建立起來之后，重要的工作是尋找客戶。PS模式給我們行業(yè)的思考就是專注。顧問只專注于一個職能，而且很可能是專注于這個職能總監(jiān)級別以上人選。

　　PS mode requires consultants to have good sales skills. For them, after establishing a candidate pool, the most important task is to find customers. The biggest consideration that PS mode brings to our industry is focus. Consultants only focus on one function, and are likely to focus on candidates at or above the director level for that function.

　　PS模式的問題往往是沒有大客戶的，打一槍換一個地方是常態(tài)。為了這個問題，各個部門之間經(jīng)常互通信息，但是問題不可能完全，他們就沒想過幫客戶掉所有職位的招聘。

　　The biggest problem with PS mode is often the lack of major customers, and changing places with a single shot is the norm. In order to solve this problem, various departments often exchange information with each other, but the problem cannot be completely solved. They have never thought of helping clients solve the recruitment of all positions.

　　PS模式在職能領(lǐng)域具有強大的競爭優(yōu)勢，尤其是財務模塊。財務比人事好做，是因為財務更加偏向技術(shù)，而人事需要更高的情商，情商沒法模式化。PS模式在行業(yè)線上和KA模式競爭并不具有什么優(yōu)勢，其原因就是他們的思維是“點”式的，而KA模式的思維是“面”式的。

　　The PS model has a strong competitive advantage in the functional field, especially in the financial module. Finance is easier to handle than human resources because finance leans more towards technology, while human resources require higher emotional intelligence, which cannot be standardized. The PS model does not have any advantages in competing with the KA model online in the industry, because their thinking is "point" style, while the KA model's thinking is "surface" style.

　　3MPC模式（Most Placeable Candidate）

　　3MPC mode (Most Placeable Candidate)

　　這種模式是從PS模式中分化出來的。這種模式適合某些候選人很稀缺的領(lǐng)域，比如AI，大數(shù)據(jù)，算法，無人駕駛，區(qū)塊鏈，物聯(lián)網(wǎng)等新興領(lǐng)域，候選人很少，客戶需求旺盛。某些高精尖的領(lǐng)域也適合這種模式，比如醫(yī)藥研發(fā)科學家，投資高管，外資資深律師等等。

　　This mode is differentiated from the PS mode. This model is most suitable for certain fields where candidates are scarce, such as AI, big data, algorithms, autonomous driving, blockchain, IoT, and other emerging fields. There are few candidates and strong customer demand. Some high-precision fields are also suitable for this model, such as pharmaceutical research and development scientists, investment executives, senior foreign lawyers, and so on.

　　適當?shù)哪Ｊ胶苤匾鞣N模式各有優(yōu)缺點，不能生搬硬套，但是，作為有志向的顧問，需要了解各個模式的優(yōu)缺點，在不同場景下靈活運用，融會貫通，也是很有必要的。

　　The appropriate mode is important, as each mode has its own advantages and disadvantages, and cannot be blindly applied. However, as an ambitious consultant, it is necessary to understand the advantages and disadvantages of each mode, flexibly apply them in different scenarios, and integrate them.

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