跨境电商 5 人小团队 SOP · 从 0 到大神教程书籍

[{"id":"ch1","title":"第一章 路线图：单人 → 2人合伙 → 5人小公司三阶段","sections":[{"id":"ch1-s1","title":"1.1 为什么你现在是单打独斗","kr":""},{"id":"ch1-s2","title":"1.2 三阶段路线图总览","kr":""},{"id":"ch1-s3","title":"1.3 阶段一：单人创业期（月营业额 ¥0-¥30万）","kr":""},{"id":"ch1-s4","title":"1.4 阶段二：2人合伙期（月营业额 ¥30万-¥150万）","kr":""},{"id":"ch1-s5","title":"1.5 阶段三：5人小公司（月营业额 ¥150万+）","kr":""},{"id":"ch1-s6","title":"1.6 三大跃迁节点：什么信号触发升级","kr":""},{"id":"ch1-s7","title":"1.7 PANDAO 亲历：两类合作结构的不同起点","kr":""},{"id":"ch1-s8","title":"1.8 本章小结：行动清单","kr":""},{"id":"ch1-s9","title":"1.9 跨境新手常问：什么时候才算「准备好」了","kr":""}]},{"id":"ch2","title":"第二章 5岗位画像：KPI + 月薪 + 招人难度全解","sections":[{"id":"ch2-s1","title":"2.1 为什么岗位设计比招人更重要","kr":""},{"id":"ch2-s2","title":"2.2 运营岗：团队的发动机","kr":""},{"id":"ch2-s3","title":"2.3 客服岗：留客率的守门人","kr":""},{"id":"ch2-s4","title":"2.4 美工岗：转化率的幕后推手","kr":""},{"id":"ch2-s5","title":"2.5 物流岗：利润的隐形保护者","kr":""},{"id":"ch2-s6","title":"2.6 财务岗：跨境资金安全的最后防线","kr":""},{"id":"ch2-s7","title":"2.7 5岗位薪酬总览与人力预算","kr":""},{"id":"ch2-s8","title":"2.8 岗位能力雷达图：面试评分标准","kr":""}]},{"id":"ch3","title":"第三章 招聘SOP：4渠道实战 + 面试题库","sections":[{"id":"ch3-s1","title":"3.1 招人是老板最贵的时间投资","kr":""},{"id":"ch3-s2","title":"3.2 渠道一：Boss直聘（首选）","kr":""},{"id":"ch3-s3","title":"3.3 渠道二：拉勾网（技术类/高级运营）","kr":""},{"id":"ch3-s4","title":"3.4 渠道三：猎头（高级岗位专用）","kr":""},{"id":"ch3-s5","title":"3.5 渠道四：朋友介绍（效果最好、成本最低）","kr":""},{"id":"ch3-s6","title":"3.6 简历筛选：3分钟判断法","kr":""},{"id":"ch3-s7","title":"3.7 电话面试：10分钟快筛脚本","kr":""},{"id":"ch3-s8","title":"3.8 正式面试题库：运营岗 20 题","kr":""},{"id":"ch3-s9","title":"3.9 面试红旗信号：这些人不能要","kr":""},{"id":"ch3-s10","title":"3.10 PANDAO 经验：跨境圈子招人要口碑","kr":""}]},{"id":"ch4","title":"第四章 试用期30天SOP：目标设定 + 培训 + 转正考核","sections":[{"id":"ch4-s1","title":"4.1 试用期是双向考察，不是单向筛人","kr":""},{"id":"ch4-s2","title":"4.2 入职第一天：让新员工感受到被重视","kr":""},{"id":"ch4-s3","title":"4.3 第一周：认识阶段任务清单","kr":""},{"id":"ch4-s4","title":"4.4 第二周：上手阶段培训计划","kr":""},{"id":"ch4-s5","title":"4.5 第三周至第四周：独立执行阶段","kr":""},{"id":"ch4-s6","title":"4.6 试用期薪资结构设计","kr":""},{"id":"ch4-s7","title":"4.7 培训资料库建设：一次投入，长期受益","kr":""},{"id":"ch4-s8","title":"4.8 PANDAO 经验：新人最快上手的两个关键","kr":""},{"id":"ch4-s9","title":"4.9 远程新员工的特殊培训挑战","kr":""},{"id":"ch4-s10","title":"4.10 PANDAO 经验：试用期常见失败案例","kr":""}]},{"id":"ch5","title":"第五章 团队薪酬体系：基础工资 + 提成 + 股权 + 跨境特色方案","sections":[{"id":"ch5-s1","title":"5.1 薪酬体系是留人最强的工具","kr":""},{"id":"ch5-s2","title":"5.2 基础工资：市场基准定价","kr":""},{"id":"ch5-s3","title":"5.3 绩效提成：让员工和公司利益绑定","kr":""},{"id":"ch5-s4","title":"5.4 客服岗专项绩效方案","kr":""},{"id":"ch5-s5","title":"5.5 年终奖：最有效的留人工具","kr":""},{"id":"ch5-s6","title":"5.6 远程团队的特殊薪酬考量","kr":""},{"id":"ch5-s7","title":"5.7 薪酬调整机制：涨薪别靠员工开口","kr":""},{"id":"ch5-s8","title":"5.8 PANDAO 视角：A 公司的薪酬演变","kr":""},{"id":"ch5-s9","title":"5.9 特殊情况薪酬处理：病假/产假/离职","kr":""},{"id":"ch5-s10","title":"5.10 薪酬保密还是透明：跨境小团队的选择","kr":""}]},{"id":"ch6","title":"第六章 股权与分红：2合伙人/3合伙人/早期员工方案 + 真实案例","sections":[{"id":"ch6-s1","title":"6.1 股权是跨境合伙最敏感的话题","kr":""},{"id":"ch6-s2","title":"6.2 两人合伙：最常见的股权结构","kr":""},{"id":"ch6-s3","title":"6.3 PANDAO 案例：深度参与型案例权实录","kr":""},{"id":"ch6-s4","title":"6.4 三人合伙：更复杂但更灵活","kr":""},{"id":"ch6-s5","title":"6.5 早期员工股权期权方案","kr":""},{"id":"ch6-s6","title":"6.6 PANDAO 案例：财务投资型案例权与财务投资者的边界","kr":""},{"id":"ch6-s7","title":"6.7 分红机制设计：别让合伙人为分钱吵架","kr":""},{"id":"ch6-s8","title":"6.8 股权退出机制：提前约好比吵架强","kr":""},{"id":"ch6-s9","title":"6.9 股权激励的税务问题","kr":""},{"id":"ch6-s10","title":"6.10 PANDAO 最终忠告：合伙先谈人品","kr":""}]},{"id":"ch7","title":"第七章 OKR在跨境团队的应用：月度 + 季度 + 跨境特色指标","sections":[{"id":"ch7-s1","title":"7.1 OKR 不是大公司专利","kr":""},{"id":"ch7-s2","title":"7.2 OKR 基本结构","kr":""},{"id":"ch7-s3","title":"7.3 跨境团队公司级 OKR 示例","kr":""},{"id":"ch7-s4","title":"7.4 月度 OKR：跨境团队的节奏单位","kr":""},{"id":"ch7-s5","title":"7.5 各岗位 KR 示例：跨境特色指标","kr":""},{"id":"ch7-s6","title":"7.6 OKR 打分规则：0.7 分才是好目标","kr":""},{"id":"ch7-s7","title":"7.7 PANDAO 视角：A 公司 OKR 落地踩过的坑","kr":""},{"id":"ch7-s8","title":"7.8 跨境特色 OKR 指标库","kr":""},{"id":"ch7-s9","title":"7.9 OKR 工具选择：不需要专门软件","kr":""},{"id":"ch7-s10","title":"7.10 PANDAO 视角：OKR 在A 公司的两年演变","kr":""}]},{"id":"ch8","title":"第八章 复盘机制：日报 / 周会 / 月度复盘 / 季度规划 四层节奏","sections":[{"id":"ch8-s1","title":"8.1 复盘是小团队最被忽视的能力","kr":""},{"id":"ch8-s2","title":"8.2 第一层：日报（5-10分钟）","kr":""},{"id":"ch8-s3","title":"8.3 第二层：周会（30-45分钟）","kr":""},{"id":"ch8-s4","title":"8.4 第三层：月度复盘（90-120分钟）","kr":""},{"id":"ch8-s5","title":"8.5 第四层：季度规划（3-4小时，半天会）","kr":""},{"id":"ch8-s6","title":"8.6 PANDAO 视角：四层节奏的实际执行体验","kr":""},{"id":"ch8-s7","title":"8.7 复盘中的情绪管理：不要让复盘变成批斗会","kr":""},{"id":"ch8-s8","title":"8.8 日报、周报的费用成本核算","kr":""}]},{"id":"ch9","title":"第九章 SOP文档化：运营/客服/物流/财务 SOP模板全集","sections":[{"id":"ch9-s1","title":"9.1 文档化是小团队最宝贵的资产","kr":""},{"id":"ch9-s2","title":"9.2 运营 SOP：从选品到复盘的全链条","kr":""},{"id":"ch9-s3","title":"9.3 运营 SOP：广告优化标准流程","kr":""},{"id":"ch9-s4","title":"9.4 客服 SOP：回复模板 + 差评处理","kr":""},{"id":"ch9-s5","title":"9.5 物流 SOP：发货 + 异常处理","kr":""},{"id":"ch9-s6","title":"9.6 财务 SOP：月度对账流程","kr":""},{"id":"ch9-s7","title":"9.7 SOP 文档管理：让文档活着","kr":""}]},{"id":"ch10","title":"第十章 工具栈：Notion / 飞书 / 钉钉 / Slack 选哪个","sections":[{"id":"ch10-s1","title":"10.1 工具选错，效率减半","kr":""},{"id":"ch10-s2","title":"10.2 四大工具横向对比","kr":""},{"id":"ch10-s3","title":"10.3 PANDAO 推荐：飞书是跨境中文团队的最佳选择","kr":""},{"id":"ch10-s4","title":"10.4 钉钉：0成本起步的选择","kr":""},{"id":"ch10-s5","title":"10.5 跨境团队必备的专项工具","kr":""},{"id":"ch10-s6","title":"10.6 工具整合：减少信息孤岛","kr":""},{"id":"ch10-s7","title":"10.7 招聘工具：实际使用评测","kr":""},{"id":"ch10-s8","title":"10.8 PANDAO 视角：A 公司工具演变史","kr":""},{"id":"ch10-s9","title":"10.9 工具安全管理：防止账号泄露","kr":""},{"id":"ch10-s10","title":"10.10 PANDAO 工具使用的实际月费账单","kr":""},{"id":"ch10-s11","title":"10.11 工具评估：何时升级，何时换掉","kr":""}]},{"id":"ch11","title":"第十一章 财务流程：月度报表 + 利润分账 + 备用金 + 跨境收款","sections":[{"id":"ch11-s1","title":"11.1 跨境团队财务管理的特殊性","kr":""},{"id":"ch11-s2","title":"11.2 跨境收款工具选择与配置","kr":""},{"id":"ch11-s3","title":"11.3 月度财务报表：5步出报告","kr":""},{"id":"ch11-s4","title":"11.4 利润分账机制","kr":""},{"id":"ch11-s5","title":"11.5 备用金管理：公司的安全气囊","kr":""},{"id":"ch11-s6","title":"11.6 汇率管理：别让利润被汇率吃掉","kr":""},{"id":"ch11-s7","title":"11.7 PANDAO 视角：财务透明是团队最便宜的信任投资","kr":""},{"id":"ch11-s8","title":"11.8 应收账款管理：别让钱停留在平台账户太久","kr":""},{"id":"ch11-s9","title":"11.9 年度税务申报：不能拖的事","kr":""}]},{"id":"ch12","title":"第十二章 客服管理：回复速度 / 评价处理 / 投诉升级","sections":[{"id":"ch12-s1","title":"12.1 客服是跨境品牌最直接的窗口","kr":""},{"id":"ch12-s2","title":"12.2 回复速度：平台算法的关键信号","kr":""},{"id":"ch12-s3","title":"12.3 评价管理：差评不是末日","kr":""},{"id":"ch12-s4","title":"12.4 好评管理：主动引导但不违规","kr":""},{"id":"ch12-s5","title":"12.5 投诉升级：平台介入时的应对","kr":""},{"id":"ch12-s6","title":"12.6 客服 KPI 体系与薪酬联动","kr":""},{"id":"ch12-s7","title":"12.7 PANDAO 经验：客服月薪 ¥7,000 但价值 ¥70,000","kr":""},{"id":"ch12-s8","title":"12.8 多平台客服同时管理的效率技巧","kr":""},{"id":"ch12-s9","title":"12.9 韩国平台客服的特殊注意事项","kr":""},{"id":"ch12-s10","title":"12.10 客服培训：从零到独立上岗的标准路径","kr":""}]},{"id":"ch13","title":"第十三章 美工管理：图片库 + 设计SOP + 外包对接","sections":[{"id":"ch13-s1","title":"13.1 跨境美工的特殊挑战","kr":""},{"id":"ch13-s2","title":"13.2 各市场视觉风格差异","kr":""},{"id":"ch13-s3","title":"13.3 图片库建设：一次拍摄，反复使用","kr":""},{"id":"ch13-s4","title":"13.4 详情页制作 SOP","kr":""},{"id":"ch13-s5","title":"13.5 外包美工对接：省钱但要控风险","kr":""},{"id":"ch13-s6","title":"13.6 主图优化：用数据驱动设计迭代","kr":""},{"id":"ch13-s7","title":"13.7 美工绩效考核：量化设计价值","kr":""},{"id":"ch13-s8","title":"13.8 AI 图片工具在跨境美工中的应用","kr":""},{"id":"ch13-s9","title":"13.9 PANDAO 美工管理的核心体会","kr":""}]},{"id":"ch14","title":"第十四章 物流管理：物流商对接 + 异常处理 + 仓储周转","sections":[{"id":"ch14-s1","title":"14.1 物流是跨境利润最大的隐形黑洞","kr":""},{"id":"ch14-s2","title":"14.2 跨境物流渠道选择指南","kr":""},{"id":"ch14-s3","title":"14.3 物流商对接 SOP","kr":""},{"id":"ch14-s4","title":"14.4 日常发货管理","kr":""},{"id":"ch14-s5","title":"14.5 异常件处理：速度决定损失大小","kr":""},{"id":"ch14-s6","title":"14.6 仓储与库存管理","kr":""},{"id":"ch14-s7","title":"14.7 物流成本分析与优化","kr":""},{"id":"ch14-s8","title":"14.8 PANDAO 物流优化实战案例","kr":""},{"id":"ch14-s9","title":"14.9 仓储选择：自营仓 vs 第三方仓 vs 平台仓","kr":""},{"id":"ch14-s10","title":"14.10 物流专员的职业发展路径","kr":""}]},{"id":"ch15","title":"第十五章 危机处理：平台封号 / 资金冻结 / 员工离职 / 客户投诉","sections":[{"id":"ch15-s1","title":"15.1 危机不是意外，是必然","kr":""},{"id":"ch15-s2","title":"15.2 危机一：平台封号 / 账号限制","kr":""},{"id":"ch15-s3","title":"15.3 危机二：资金冻结","kr":""},{"id":"ch15-s4","title":"15.4 危机三：核心员工突然离职","kr":""},{"id":"ch15-s5","title":"15.5 危机四：重大客户投诉 / 舆论危机","kr":""},{"id":"ch15-s6","title":"15.6 危机预防体系","kr":""},{"id":"ch15-s7","title":"15.7 危机公关的语言技巧","kr":""},{"id":"ch15-s8","title":"15.8 PANDAO 经验：A 公司遭遇的真实危机","kr":""}]},{"id":"ch16","title":"第十六章 远程团队：全员远程 / 部分远程 / 跨城市跨境特色","sections":[{"id":"ch16-s1","title":"16.1 跨境团队天然是远程友好型","kr":""},{"id":"ch16-s2","title":"16.2 三种远程模式对比","kr":""},{"id":"ch16-s3","title":"16.3 全员远程的核心管理要点","kr":""},{"id":"ch16-s4","title":"16.4 远程员工的信任建立","kr":""},{"id":"ch16-s5","title":"16.5 远程团队的薪酬策略","kr":""},{"id":"ch16-s6","title":"16.6 跨时区协作：韩国/东南亚业务的特殊性","kr":""},{"id":"ch16-s7","title":"16.7 远程团队的文化建设","kr":""},{"id":"ch16-s8","title":"16.8 PANDAO 视角：全员远程 3 年的真实感受","kr":""},{"id":"ch16-s9","title":"16.9 远程团队的网络安全","kr":""},{"id":"ch16-s10","title":"16.10 远程团队的薪酬竞争力：不同城市的优势","kr":""},{"id":"ch16-s11","title":"16.11 远程团队的绩效考核公平性保障","kr":""},{"id":"ch16-s12","title":"16.12 远程团队成本核算：算清楚才值得","kr":""}]},{"id":"ch17","title":"第十七章 文化与凝聚：小团队文化建设的5个真招","sections":[{"id":"ch17-s1","title":"17.1 文化不是口号，是行为习惯","kr":""},{"id":"ch17-s2","title":"17.2 真招一：老板以身作则（最重要）","kr":""},{"id":"ch17-s3","title":"17.3 真招二：让每个人都有存在感","kr":""},{"id":"ch17-s4","title":"17.4 真招三：建立「安全犯错」的环境","kr":""},{"id":"ch17-s5","title":"17.5 真招四：公平透明的利益分配","kr":""},{"id":"ch17-s6","title":"17.6 真招五：仪式感让文化可见","kr":""},{"id":"ch17-s7","title":"17.7 PANDAO 经验：A 公司的文化特质","kr":""},{"id":"ch17-s8","title":"17.8 文化与薪酬的关系：有文化不等于可以少给钱","kr":""},{"id":"ch17-s9","title":"17.9 PANDAO 文化建设的最大顿悟","kr":""},{"id":"ch17-s10","title":"17.10 多元化团队的文化包容","kr":""}]},{"id":"ch18","title":"第十八章 离职与交接：离职面谈 / 交接SOP / 后续维护","sections":[{"id":"ch18-s1","title":"18.1 离职是团队管理的最后一道关","kr":""},{"id":"ch18-s2","title":"18.2 离职面谈：获取最真实的反馈","kr":""},{"id":"ch18-s3","title":"18.3 交接 SOP：30天内完成干净交接","kr":""},{"id":"ch18-s4","title":"18.4 非自愿离职（公司让走）：合规操作","kr":""},{"id":"ch18-s5","title":"18.5 离职后的关系维护","kr":""},{"id":"ch18-s6","title":"18.6 离职数据分析：从离职中学习","kr":""},{"id":"ch18-s7","title":"18.7 「有预谋的离职」vs「突发离职」的区别","kr":""},{"id":"ch18-s8","title":"18.8 离职的三种类型与不同应对","kr":""}]},{"id":"ch19","title":"第十九章 团队规模升级：5→10→20人的关键节点","sections":[{"id":"ch19-s1","title":"19.1 规模升级不是线性增长","kr":""},{"id":"ch19-s2","title":"19.2 5→10人升级：管理体系重建","kr":""},{"id":"ch19-s3","title":"19.3 10→20人升级：职能专业化","kr":""},{"id":"ch19-s4","title":"19.4 规模升级的五个关键节点","kr":""},{"id":"ch19-s5","title":"19.5 升级陷阱：过早扩张 vs 过晚升级","kr":""},{"id":"ch19-s6","title":"19.6 规模升级时的股权稀释管理","kr":""},{"id":"ch19-s7","title":"19.7 PANDAO 视角：规模扩张的心理准备","kr":""},{"id":"ch19-s8","title":"19.8 扩张时的薪酬膨胀管理","kr":""},{"id":"ch19-s9","title":"19.9 PANDAO 对「扩张焦虑」的忠告","kr":""},{"id":"ch19-s10","title":"19.10 各规模阶段的财务指标健康线","kr":""},{"id":"ch19-s11","title":"19.11 扩张期的文化稀释风险","kr":""}]},{"id":"ch20","title":"第二十章 合伙结构复盘：深度参与型 vs 财务投资型","sections":[{"id":"ch20-s1","title":"20.1 两段合伙经历的背景","kr":""},{"id":"ch20-s2","title":"20.2 两种合伙结构全面对比","kr":""},{"id":"ch20-s3","title":"20.3 深度参与型案例复盘：实践体验","kr":""},{"id":"ch20-s4","title":"20.4 财务投资型案例复盘：实践体验","kr":""},{"id":"ch20-s5","title":"20.5 两种合伙模式的适用场景","kr":""},{"id":"ch20-s6","title":"20.6 PANDAO 对两段经历的综合评价","kr":""},{"id":"ch20-s7","title":"20.7 给想做股权合伙的创始人的忠告","kr":""},{"id":"ch20-s8","title":"20.8 如何和「持股不参与」的合伙人建立长期信任","kr":""},{"id":"ch20-s9","title":"20.9 两段合伙经历带给 PANDAO 的最终收获","kr":""},{"id":"ch20-s10","title":"20.10 合伙关系的三个生命阶段","kr":""}]},{"id":"ch21","title":"第二十一章 创始人时间管理：老板每天做什么 / 不该做什么","sections":[{"id":"ch21-s1","title":"21.1 创始人的时间是公司最稀缺的资源","kr":""},{"id":"ch21-s2","title":"21.2 PANDAO 的真实每日时间分配","kr":""},{"id":"ch21-s3","title":"21.3 创始人该做的事：只有你能做的","kr":""},{"id":"ch21-s4","title":"21.4 创始人不该做的事：放权清单","kr":""},{"id":"ch21-s5","title":"21.5 时间保护：拒绝碎片化","kr":""},{"id":"ch21-s6","title":"21.6 每周时间审计：老板的效率体检","kr":""},{"id":"ch21-s7","title":"21.7 PANDAO 每日工作的真实细节","kr":""},{"id":"ch21-s8","title":"21.8 跨境创始人最常见的时间陷阱","kr":""},{"id":"ch21-s9","title":"21.9 创始人的学习时间：不学习的老板最危险","kr":""},{"id":"ch21-s10","title":"21.10 PANDAO 的创始人周历：一周时间分配实录","kr":""}]},{"id":"ch22","title":"第二十二章 综合实战路线图：把这本手册用起来的36步行动计划","sections":[{"id":"ch22-s1","title":"22.1 手册不是用来读的，是用来执行的","kr":""},{"id":"ch22-s2","title":"22.2 阶段一行动：单人/刚起步（第1-12步）","kr":""},{"id":"ch22-s3","title":"22.3 阶段二行动：2-3人合伙期（第13-24步）","kr":""},{"id":"ch22-s4","title":"22.4 阶段三行动：4-5人小公司（第25-36步）","kr":""},{"id":"ch22-s5","title":"22.5 优先级矩阵：最先做哪几件事","kr":""},{"id":"ch22-s6","title":"22.6 PANDAO 的最后一句话","kr":""},{"id":"ch22-s7","title":"22.7 全手册内容速查索引","kr":""},{"id":"ch22-s8","title":"22.8 给自己的承诺：一年后回来更新这本手册","kr":""}]},{"id":"ch23","title":"附录 团队SOP模板包：JD + KPI + 复盘表 + 离职表 30+文档","sections":[{"id":"ch23-s1","title":"A.1 招聘 JD 模板库","kr":""},{"id":"ch23-s2","title":"A.2 KPI 考核表模板库","kr":""},{"id":"ch23-s3","title":"A.3 月度复盘表模板","kr":""},{"id":"ch23-s4","title":"A.4 股权协议核心条款模板","kr":""},{"id":"ch23-s5","title":"A.5 离职与交接表模板","kr":""},{"id":"ch23-s6","title":"A.6 财务报表模板","kr":""},{"id":"ch23-s7","title":"A.7 OKR 模板","kr":""},{"id":"ch23-s8","title":"A.8 试用期考核表","kr":""},{"id":"ch23-s9","title":"A.9 物流异常台账模板","kr":""},{"id":"ch23-s10","title":"A.10 工具订阅管理表","kr":""},{"id":"ch23-s11","title":"A.11 合伙人沟通记录模板","kr":""},{"id":"ch23-s12","title":"A.12 新员工入职 Checklist","kr":""}]}]

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