chinoiserie
With the rapid growth and vigorous development of domestic economy, SF will further expand its outlets to cities outside Guangdong Province. By the beginning of 2006, SF Express's express service network had covered more than 20 provinces, municipalities and 10 1 prefecture-level cities, including Hongkong, Macau and Taiwan Province, and became one of the best national brands in the express delivery industry in China.
SF Express (Group) Co., Ltd. (hereinafter referred to as SF Express), as a Hong Kong-funded express delivery enterprise mainly engaged in international and domestic express delivery business, provides our customers with fast, accurate, safe, economical and high-quality professional express delivery services.
With the mission of "achieving customers, promoting economy and developing national express delivery industry", SF actively explores customers' needs, constantly introduces new service projects and provides fast and safe circulation channels for customers' products.
In order to provide customers with more convenient and safer services, SF Express Network adopts self-built and self-operated mode. After more than ten years of development, SF has more than 60,000 employees, more than 4,000 self-operated vehicles, more than 30 first-class branches and more than 2,000 self-built business outlets, and its service network covers more than 20 provinces and municipalities directly under the Central Government, Hong Kong and Taiwan provinces and 100 prefecture-level cities.
In order to provide customers with better express service, SF has continuously invested heavily in strengthening the company's infrastructure, improving the scientific and technological content of equipment and systems, and constantly improving employees' business skills, self-quality and service awareness, building core competitive advantages with the most complete network, the fastest speed and the best service, shaping SF's excellent national brand, and determined to become "the most trustworthy and respected express delivery company".
quick start
1996, SF began to set foot in domestic express delivery.
SF Express is a "natural extension" of Shenzhen-Hong Kong freight. The initial products are basically Shenzhen-Hong Kong parts, and the demand is growing rapidly. SF is like a sponge, madly absorbing the ubiquitous nutrients in the express delivery market. An old salesman who just joined the SF team recalled: "At that time, there were only a dozen people in SF. Everyone is surrounded by Wang Wei, eating and living together, and the only task every day is to run to the market. Our salesmen are going crazy, leaving early and returning late every day, riding motorcycles all over the street. "
Soon, SF started from Shunde and extended its network outside Guangdong Province. By copying its business model to the Yangtze River Delta, SF Express has expanded to Central China, Southwest China and North China.
Outside Shunde, most of SF's new express outlets are cooperative agents. Every time a point is built, a new company is registered. This form is similar to joining, and the branches are owned by local franchisees and connected into a network. The person in charge of SF outlets is the backbone of the company. They pay a certain amount of profit and keep the rest. Surprisingly, until 2002, SF had no headquarters, only a large number of local companies such as Guangzhou SF and Zhongshan SF.
This "natural extension" expansion depends on spontaneous participation. Therefore, the network formed by SF is not planned, but there is a market with a network. For example, in Guangdong Province, almost every subordinate county has a SF station, while provinces with weak economic development have basically no outlets except provincial capital cities.
The road taken by SF is very similar to that of other companies, but it is more relaxed. For example, joining is a kind of business behavior between companies, which requires industrial and commercial procedures. Franchisees use the company's unified logo to undertake foreign business. The small boss can send the goods to the company's distribution center to pick them up, but he is responsible for his own profits and losses.
Because the business drives the market, and the market is good at this time, SF has devoted all its energy to market expansion, and even adopted "crowd tactics", hoping to achieve a wide variety and more income.
At first, SF adopted a simple contracting method in business operation, and the salesmen divided the districts, and each person was responsible for a "responsible field". Under the leadership of the person in charge, each district has gradually become rich from development to harvest. An old salesman recalled that at that time, many salesmen rode motorcycles to pick up and deliver parts, and people were often unfortunately involved in car accidents. Arm and leg fractures are common. "SF is what we exchanged with our lives." Salespeople desperately get back a lot of income. In 2000, SF's salesmen in some cities in Guangdong had a large monthly income of 10,000 yuan. Under this demonstration effect, SF's network expansion has been smooth sailing.
Not only SF has caught up with the start of this emerging industry. ZJS and Shentong also grew up in this period. Although different from SF's business model, the huge market provided them with enough space to play, and these companies later became one of the "vassal" enterprises in the domestic express delivery industry.
Before its headquarters was established in 2002, SF had more than 65,438+080 outlets in China. Although the markets in East China and North China are not deep, they are well-known abroad. At the end of 1990s, the domestic express delivery business accounted for nearly 40% of SF's total revenue, and SF changed from a "Hong Kong product" with one leg to two legs, making it possible to run.
Power collection action
The decentralized management of local agents and partners has formed the development momentum of SF from bottom to top, and SF seems to have entered a benign track of inaction. Before 1999, Wei Wang left his job for a short time, drinking tea and playing golf with his wife every day, making him happy to be a rich man. However, the decentralized management method soon brought big problems to the company.
The number of outlets and personnel of SF dedicated to the market has gradually increased, and the "contracted" districts have begun to form a fragmented situation. In some areas, employees only have their own managers. I wonder if SF has a boss. However, the leaders in some areas are out of line, unable to restrain themselves, and the relationship with SF is becoming increasingly tense, which is likely to form a vassal regime. And individual leaders with too much power and influence even take their own affairs alone. At this time, the reputation of the "mouse club" began to spread quietly.
The tough side of Wang Wei's character began to appear. 1999, SF quietly started the nationwide power collection operation.
The correct collection method in Wei Wang is one size fits all. If he wants to stay, he will buy back all the property rights, otherwise he will leave. After two years of "rectification", the structure of SF and the property rights of its branches have become clear. In order to firmly hold all the assets representing the right to speak in his own hands, even those who have followed him for more than ten years will not pay a penny of shares. It is said that in this process, he even turned away his father and sister who used to work in the company.
In 2002, SF finally established its own headquarters after personnel cleaning and organizational structure changes. At this time, SF has completely become Wang Wei's "one-man enterprise" from top to bottom.
The success of weakening the power of local governors is closely related to the strategy designed by SF from the beginning.
Because of the divided management mode, salespeople will regard their work as their own career. Under the leadership of the person in charge of the district, the business expansion is very fast, but the person in charge with too much power and influence can easily take away the business. This problem not only bothers the SF family. Wang Wei's approach to this is very simple, which is to increase the stickiness of SF to customers. Others promised to arrive in 48 hours, but I can do it in 36 hours. Today, someone else did it for 36 hours, so I shortened the speed to 24 hours. Behind this advantage is a powerful background support system. In this regard, SF has always been willing to spend money and spent a lot of money.
After leaving SF, some responsible persons started their own express delivery companies or switched to other companies with their own business resources, but few of them were "atmospheric". In the final analysis, whether they do it by themselves or jointly with others, the express delivery they bring is not as fast as SF Express, at least half a day's gap. Once customers find these differences, they will come back to SF. It is also for this reason that Wei Wang did not hurt the company in the process of collecting power.
Wei Wang has never limited the cost of the person in charge of the first-line market development. As long as he thinks it can be done and worth doing, he will fully support it even if his income is small and his investment is large. In order to save costs, some responsible persons set up outlets and only bought a small number of computers. However, Wang Wei thought that computers were for office use, and if they were not enough, things could not be done well, so he took the initiative to allocate funds to buy them. It is said that Wang Wei always signs the bills submitted by the local person in charge to Wang Wei for reimbursement, regardless of the amount.
SF is famous for its high salary. Generally, the monthly income of the delivery staff of express delivery companies is above 1000 yuan, but in SF, 2000 to 3000 yuan is normal, and 8 1 10,000 yuan is not high. The salary of the management will be100000 yuan of the peer company, at least twice that of SF. Some ministers with outstanding achievements at the beginning of their business have failed to keep up with the development. Wang Wei never sweeps the floor, but he supports them with a high salary.
After the adjustment, SF Express officially expanded to East China in 2002. With the management on the right track, Wei Wang's goal has shifted from spontaneous replication to actively spreading the nationwide three-dimensional network.
Airplane express
Shortly after the establishment of the headquarters, SF suffered from SARS.
From the end of 2002 to the first half of 2003, Guangdong, the base camp of SF, became the hardest hit area of SARS. Fortunately, SARS is more like an opportunity for the express delivery industry. Because many people choose to stay indoors, the delivery volume of express mail once increased. However, this is a huge test for SF's just-started national expansion strategy. Wang Wei's shrewdness is once again reflected.
During the epidemic, the airline business was very depressed. At the beginning of 2003, SF signed a contract with Yang Zijiang Express in the case of a sharp drop in air freight rate, becoming the first (and only) private express delivery enterprise in China to use all cargo planes.
The five 737 cargo planes of Changjiang Express are all rented by SF, and three of them are used to carry their own express mail. This all-cargo plane has a load of 15 tons and travels between three distribution centers in Guangzhou, Shanghai and Hangzhou. In addition to the special plane, SF also signed agreements with a number of airlines to use more than 230 domestic routes for the transportation of express mail between cities across the country.
readjust prices
20 15 065438+1On October 26th, SF will officially release the "2015 SF Express New Edition Price Notice", which will take effect from 01February. The adjustment mainly involves the long-distance delivery of standard express mail in 25 provinces, and the first price increase is 1~2 yuan; In addition, e-commerce concessions have also increased slightly. [ 1]
SF Express 2065438+February 2005 1 will implement the new price list of express products. The new price list takes into account the distance and region, and the overall freight rate has risen and fallen.
According to the "2065438+2005 SF Express New Price Notice" recently issued by SF Express, the destination is Jiangsu, Zhejiang, Shanghai, Beijing-Tianjin-Hebei, Hubei, Shanxi, Sichuan, Chongqing, Shaanxi, Yunnan and other ***23 lines, with the first weight 1 yuan; Xinjiang, Tibet routes, the first increase in 2 yuan. In addition, other routes of standard express basically maintain the original price, and the prices of some routes have been lowered. For example, the express delivery from Guangdong to Jiangxi has been reduced from the original 12 yuan to 8 yuan. [2]
Shunfengci
20 15 On May 6th, SF Express [3] launched the "SF Express Arrival Early" service in seven cities in the three economic circles of Bohai Rim, Yangtze River Delta and Pearl River Delta, and made a time-limited commitment to specify the service scope and express delivery within the next day10.
Service network editor
Self-owned service network has obvious advantages such as uniform service standard, stable service quality and high security performance, which can protect the interests of customers to the greatest extent.
Since the establishment of 1993, SF has invested huge sums of money every year to improve its service network under the unified management of the company: from an obscure corner of Zhongshan to a foothold in the Pearl River Delta and then to the layout of the Yangtze River Delta; From South China to East China, Central China and North China; From the mainland to Hongkong, Taiwan Province Province, and even to the international.
By the end of 20 14, there were 3 distribution centers, nearly 100 transit points and more than 2,000 business outlets, covering nearly 200 large and medium-sized cities and more than 900 county-level cities or towns in 32 provinces.
Hong Kong, China
1993 set up a business outlet in the hong kong special administrative region. By 20 14, the business outlets have covered 17 of 18 administrative regions (the outlying islands have not yet been opened).
Taiwan, China
In 2007, it set up a business network in Taiwan Province Province, covering major cities in Taiwan Province Province, such as Taibei, Taoyuan, Hsinchu, Taichung, Changhua, Chiayi, Tainan and Kaohsiung.
According to the report of China Express Consulting Network, in the comprehensive survey of "the most competitive domestic express delivery enterprises in 2008" held by this website, our company was rated as one of the top ten enterprises, ranking second only to postal EMS.
note:
First, domestic express delivery refers to domestic express delivery in different places and express delivery in the same city;
Second, the leaderboard basis:
1, market share (express delivery volume, operating income, growth rate);
2. Service ability (service city scope, network density, sales price level, service product variety, call center connection rate, information level, and promised service content);
3. Service level (complaint rate, complaint rate 3 15, test results of express service, questionnaire survey, etc. );
4, visibility and reputation (corporate image, corporate culture, customer evaluation, industry evaluation).
South Korea
In 20 10, SF Express opened distribution service, covering the whole territory of Korea.
Singapore
In 20 10, SF set up a business outlet in Singapore, covering all areas of Singapore (except Jurong Island and Ubin Island).
Management concept editor
SF has positioned its business philosophy as "achieving customers, promoting economy and developing national express delivery industry" to help customers cope with the market faster and better: introducing new products and adjusting strategies, shortening the trade cycle, reducing operating costs and promoting the competitiveness of customers. At the same time, SF has not only contributed to the development of the country, but also solved the employment pressure of the society and made due positive contributions to the sustained and healthy development of the national economy.
SF has established its own express delivery network by self-construction and self-operation. Especially since the establishment of the group headquarters in 2002, it has been committed to strengthening the company's infrastructure: unifying the business philosophy of various outlets across the country, vigorously promoting the standardization of work processes, improving the scientific and technological content of equipment and systems, improving the business skills and quality of employees, striving to provide better services to customers, and sparing no effort to shape the national express brand "SF Express".
Actively and quickly expand and develop business.
At the beginning of its establishment, it provided same-day express service between Shunde and Hong Kong. With the continuous development of the company's business and internationalization, SF Express has become one of the best national brands in the express delivery industry in China. It is the primary task of the enterprise's long-term development planning to actively and orderly develop the land and air express network and pay attention to the construction of talent team.
Innovation, continuous innovation, perfect service
Actively explore customer needs and provide customers with fast and safe circulation channels; Continuously introduce new services to help customers cope with market changes faster and better; Shorten customers' trade cycle, reduce operating costs and improve customers' market competitiveness. In addition to cultivating a group of mainstay in the company, we also constantly attract elites from other industries to meet the needs of rapid business development and continuous service improvement.
customer service
Vigor creates a fast and intimate experience.
Take customer demand as the core, establish a rapid response service team, and keep the service promise. Provide flexible service solutions, design various free value-added services and innovative experiences for customers, and provide cordial and immediate leading services around the clock. [4]
Positive views, development and progress
Innovative thinking and self-improvement.
Repay the society and take responsibility.
Integrity, dedication and cooperation * * * win.
A dynamic team meets the challenge
Make steady progress with a pragmatic attitude.
Win customers and promote economic development
Trustworthy and respectful.