In China express industry, SF Express has undoubtedly attracted people's attention in recent years. There is a rumor in the industry that "there is a VC who wants to finance Wei Wang, but Wei Wang has refused to come out to meet, so this VC will offer an intermediary fee of 500,000 yuan, and 500,000 yuan just happens to have dinner with Wei Wang". Many American investors, including Citibank, are also looking for Wei Wang, and the commission paid to the consulting company is $6,543,800+million.
Wang Wei, the chairman of SF Express, who is in charge of the10 billion express kingdom, rarely gives interviews to the media, and it is extremely difficult to find his photos online. In a few interviews, when asked why he kept a low profile,
Wang Wei: I believe in Buddhism. In my opinion, people's achievements have nothing to do with skills, but with blessings. Therefore, having money is nothing, and having technology is nothing. Making money is just a matter of karma.
So I think some achievements in my personal career are not worth exaggerating.
Low-key is also beneficial to the management of enterprises. No employee recognizes you, so you can go deep into the grassroots to know the most real situation.
About listing
Wei Wang: I think the purpose of being an enterprise is not to make money, but to be a platform through which I can realize my values and ideals.
The advantage of listing is nothing more than circling money and getting the funds needed to develop enterprises. SF is also short of money, but SF can't go public for money. After listing, the enterprise has become a money-making machine, and the daily change of stock price affects the nerves of the enterprise, which is unfavorable to the management of the enterprise. I want to be a long-term development enterprise and let a group of people live with dignity. If it goes public, the environment will be different. You should be responsible to the shareholders. You have to ensure that the stock keeps rising, and the profit will become the sole purpose of the enterprise. In this way, enterprises will become impetuous, as impetuous as today's society.
Wang Wei: As an enterprise, you should be down to earth. If you really want to be a good enterprise, you don't have to go public. If you want to be a long-term enterprise, you have to have a long-term vision and make bold investments and a lot of investments for the future. After becoming a listed company, every investment you make must be explained to shareholders. Let them believe that this investment is profitable and can be profitable in a short time. I'm afraid I can't do this if I have achievements. I really can't guarantee that my future strategic investment will have an immediate effect, let alone that I won't fail, which also goes against my business spirit.
At the same time, the domestic express delivery industry is facing the competition of four international express delivery giants. Once listed, it is necessary to disclose information to make the enterprise transparent, which will not be conducive to our strategic planning. As a fast-growing enterprise, it is more necessary to protect its own business secrets.
Therefore, as the boss of an enterprise, we must be clear about what our listing is for. Otherwise, it will fall into what Buddhists call "the vest is closed and trapped by the law." It can be said that SF will not be listed in the short term, and it will not be listed for listing in the future, but to make money.
About industry
Wang Wei: The promulgation of the new Postal Law is actually very timely. From the perspective of SF's operation, the investment in building a national network is extremely huge, but from the perspective of protecting consumers, it is necessary to raise the threshold. I think the current threshold is still low.
Wang Wei: After raising the threshold, I don't think many enterprises will close down. Judging from the development of express delivery in the United States, under the rule of express delivery giants such as FedEx and UPS, there are still a large number of small express delivery companies in the United States, and most of these express delivery companies are positioned as "express delivery in the same city". So in China, I don't think many small express delivery companies will close down in the future, and the express delivery industry will enter a period of market segmentation, and the market segmentation will become clearer and clearer. Not all express delivery companies have to set up outlets all over the country, and it is most important to find the right location. It can be said that the era of market segmentation in the express delivery industry has arrived.
Wang Wei, President of SF Express: To be the most trustworthy and respected courier company.
Since 65438+2007, many colleagues born in the sixties and seventies have accompanied the company all the way to the present and made many contributions to the company. Next, we will see more and more post-80s or even post-90s as our successors. We will obviously feel that people of different ages have great differences in their understanding and personal pursuit of the work itself, which poses a challenge to the management of the company. What we have to do is not only constantly adjust management ideas to meet the needs of employees to the maximum extent, but also really put these action plans in place.
Management varies from person to person.
The entry of a new generation of young people into the company is a challenge, but also an opportunity for the company management, especially the grass-roots management. With the change of employment groups, it is more difficult and urgent for the company to adjust the employment mode and management ideas, but fortunately, we have always adhered to the people-oriented management concept and have been prepared for it.
A good enterprise, the first thing to do is to clarify rewards and punishments, which is what we are doing at this stage. The purpose of doing this is to let employees understand that rewards and punishments are based and not determined by someone's preferences; Then in the next three years, I hope to achieve symmetrical rewards and punishments, with rewards and punishments, and add more encouraging elements; The ultimate goal is to promote the development of our common cause by giving priority to encouragement, so that everyone can consciously regulate their behavior under this benign mechanism and form a virtuous circle. We will persist in completing these tasks step by step and finally achieve our goal.
At the same time, in the face of a new generation of employment groups, in addition to actively adjusting the concept of employing people, management system and reward and punishment methods, we have been striving to improve the informationization level of the company and improve the working environment of employees.
I always think that it is necessary to invest a lot of resources to complete these improvements mentioned in the action plan, and it is also worthwhile for 100%, although it will increase the cost. Because, only by making what we advocate symmetrical with what the company actually does can we enhance employees' trust in the company. Since last year, the company has organized middle and senior managers to study and experience in grass-roots posts. The purpose is to make managers feel the first-and second-line working environment, put themselves in their shoes, improve their management ability and provide better service support for employees. This year, we will step up efforts to promote this project. At the same time, the company will invest more than 30 million yuan in this area this year to improve the working environment at the grass-roots level-in order to speed up the improvement, the company decided to give a budget first, and then formulate standards according to the reported situation in this area. In addition, in the second half of this year, we will focus on the improvement of the soft environment, and then allocate corresponding resources after organizing the survey of the working atmosphere and soft demand of the whole network.
How to really turn strategy into action, so that every manager can effectively implement these management methods that vary from person to person and always keep up with the pace of adjustment is the biggest challenge facing the company.
Make communication barrier-free
Frankly speaking, I am not satisfied with the current management situation. For example, when some problems are exposed and reflected, we will find that many problems are not so complicated, but become complicated in the process of communication. Many of our grass-roots managers grew up with the company and made indispensable contributions to the company, but why do these communication problems still exist? This is because when the employment group changes and the management mode and ideas are adjusted accordingly, we have not given corresponding guidance to the grass-roots managers, such as counseling on communication skills, which leads to some problems in grass-roots management. Of course, some of them are the responsibility of managers, and we will deal with them seriously.
In order to make communication smoother, the company has open communication channels. At the headquarters level, the Audit Committee and the trade union have employee complaint hotlines, and there are special personnel to follow up relevant complaints. Because the industry we are engaged in plays a supporting role in the whole economy, we can't affect the interests of customers because of poor internal communication in any case. We never shy away from the problem, and we can speak freely if we want to say anything, but we must never take some extreme ways that violate the principle, which will lead to the escalation of the problem and ultimately leave neither side with room for manoeuvre. If the interests of customers are affected in an extreme way, this is a high-voltage line, and the company will never tolerate it. From another perspective, except for family and friends, everyone spends most of their time with colleagues, and employees are actually like family. What problems can't be discussed slowly? What problems are not clearly explained?
In order to constantly improve the communication mechanism and standardize the methods to solve problems, the company has been developing some management tools in recent years, such as improving the degree of informatization, so that individual needs can be tracked and fed back dynamically through the system. This year, we will continue to strengthen the communication skills training for managers to better solve the communication problems between management and employees. We must resolutely put an end to the low-level management means of "punishment and shutdown" at will.
I have always believed that as long as we can take every question raised by employees seriously, make changes for employees sincerely, and be willing to invest resources to solve these problems, we will certainly do well. Of course, this requires the joint efforts of all of us.
Scientifically complete the landing of values
In the process of the rapid development of the company, the grass-roots managers of SF need to bear great pressure. This also puts forward higher requirements for this position. As a qualified grass-roots manager, you should know the company's values, the employment groups you are facing and the industries you are engaged in. For example, some problems about the management style of grass-roots managers reflected in the region now reveal that some of our grass-roots managers do not fully understand the values of the company. Of course, we must first reflect on whether they have done well in this company. If the company doesn't train and publicize their values, or evaluate their values regularly, and some rules about morality in the values are not refined into words and deeds related to their work, then what can we use to require their behavior to conform to the company's values? Values decide to stay, and ability decides to stay. If we do a series of training and evaluation, those managers who can't meet the requirements of values will naturally leave their current management positions.
Let the best employees grow up as soon as possible.
We can't ask every grass-roots manager's management ability to be born. Moreover, the company is developing, so we can't wait for them to grow slowly. We must help them grow at the fastest speed from the company level. For example, we are working hard to make the demand for grass-roots management positions more clear and set up corresponding skills training, and then build a package to teach grass-roots managers, including teaching them how to work easily, how to serve first-and second-line employees and customers well, and learning how to use our supporting management tools to maximize this knowledge. In fact, we have precipitated a lot of things, but we haven't made a unified template yet. With such a work template, information system automation will become a tool to provide management, reference and analysis for our managers, and even warn some possible problems on it to help them plan ahead.
With our clear understanding of the needs of each management position, some corresponding certifications and courses will be introduced. At that time, as long as you have the basic conditions for promotion, you can choose the corresponding courses according to your own development direction and obtain the relevant management qualification certification. When you achieve the performance required for your job development, the company will evaluate whether you meet our values through performance interviews. Combine these three aspects and measure whether you meet the requirements of the management position you are applying for according to the internal secret ballot evaluation. In SF, personal growth does not depend on relationships, and one's own destiny is only in one's own hands. Employees are the cause, enterprises are the result, and enterprises can grow only when employees grow up. In the process of employee growth, we should also let the best employees grow as soon as possible.