SF Express is a Hong Kong-funded express delivery enterprise mainly engaged in international and domestic express delivery business.
SF was established in Shunde, Guangdong on March 26th. 1993. The initial business was the same-day express service from Shunde to Hong Kong. With the increase of customer demand, SF's service network extends to Zhongshan, Panyu, Jiangmen and Foshan.
1996 With the increasing number of customers and the booming domestic economy, SF has further expanded 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 directly under the Central Government and 10 1 prefecture-level cities, making it one of the best national brands in China's express delivery industry.
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 construction, improving the scientific and technological content of equipment and systems, and constantly improving employees' business skills, self-quality and service awareness, so as to build core competitive advantages and shape SF's excellent national brand with the most complete network, the fastest speed and the best service. Determined to become "the most trustworthy and respected courier 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. SF has expanded to Central China, Southwest China and North China by copying its business model to the Yangtze River Delta region.
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 boss of a courier company in the north said that SF's joining method is very similar to 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. 1By the end of 990, SF's salesmen in some cities in Guangdong had already earned a large amount of RMB 10,000 per month. 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.
SF's cautious strategy in product positioning is considered to be the key factor supporting its rapid development.
Compared with many peers who are "excellent in express delivery and logistics", Wang Wei insists on only doing express delivery, and only making small pieces, not big ones. On the premise of determining the general direction, SF designed its own product price system according to customer segmentation, and did not do high-end products overlapping with the four major international express delivery companies, nor did low-end products with a price of five or six yuan in the same city, and the remaining mid-range customers were locked as the only target. The design of service products is also very simple. The postage charged within 1KG shall not exceed that of 20 yuan, delivered to the door, connected to the national network, and arrived within 36 hours. In addition to the gradual increase in charging standards and the gradual shortening of delivery time, SF's product positioning has not changed today.
According to an insider of SF, some large multinational companies, such as Motorola, have approached SF to participate in the bidding of logistics projects, but SF did not take orders after careful consideration. "The high cost of heavy goods and thin profits are not our strengths." He said.
The express delivery industry is a market in short supply. For enterprises that have formed a network, the problem is not how to open up the market, but how to maintain and improve the service. This is like a person who can't finish eating the meat in his own bowl, so he won't try to grab food from someone else's bowl.
Wang Wei's personality also played a decisive role in it. "Many things are not as simple as we thought. It can be said that even if it is express delivery, we don't have to go deep into 100%, let alone others. " The insider said. Before 2003, a considerable number of express delivery companies were submerged in the upsurge of logistics and even real estate, but Wang Wei was always quiet inside.
Wang Wei did not turn a blind eye to the potential profits. In order to avoid all kinds of problems caused by excessive growth and not fall behind in the race with peers, SF has adopted a unique strategy: to control the development speed by raising prices. After 2003, Wei Wang mandated the annual growth rate to be below 50%. But in the same period, the daily price of SF 1KG rose from 15 yuan to 20 yuan. "At this speed, SF can achieve an annual growth rate of 100%, but it will be unbalanced." SF insiders said.
Part of this initiative comes from positive thinking, and the other part comes from experience and lessons. In terms of internal management, SF once lost money because of its unique model, and even once caused a crisis.
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.
At the same time, Wang Wei is also famous for his generosity, and the people with him are very loyal.
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.
According to SF executives, the five 737 freighters of Changjiang Express are all rented by SF, and three of them are used to transport 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.
It's expensive to transport express mail by plane. It is understood that the rental price of Guangzhou-Shanghai-Hangzhou-Guangzhou is more than 20,000 yuan per hour.
But this gives SF an overwhelming advantage in service timeliness. By renting a plane, SF Express has achieved all-weather delivery without holidays for 365 days throughout the year. In Beijing, Shanghai, Shenzhen and other trunk lines, even if you pick it up at 6 pm the day before, you can receive it the next morning. Moreover, the so-called high price of SF is acceptable to ordinary consumers. After several price increases, the express delivery within 500g only started in 20 yuan.
With revolutionary services, SF's freight volume has increased rapidly since 2003. The annual growth rate is around 50%. The scale advantage formed by the rapid growth of freight volume offsets the increase in charter costs. This virtuous circle further consolidates SF's speed advantage. Wei Wang made a quick decision in the first chess game to push SF to the whole country.