Summary of supermarket work in 2019 and supermarket work plan in 2019

The old calendar year of the rabbit is silent. During this year, we experienced ups and downs. Core customers, turnover, and operating profits have been ups and downs, and they have been lost and recovered. Human resources, operational models, and business development have undergone many unsuccessful attempts. In many of these attempts, we paid a lot of money. But it is comforting that although the company had a slight loss in FY11, we still exist, and the core members of each of our teams are still together. Compared to 12 years, we are all more mature and stable. In the process of success and failure and continuous exploration, we can more clearly see our ability and position.

Summarizing the 11th fiscal year, it mainly summarizes the mistakes and experiences of various business and operation channels in this year to avoid the mistakes in the road ahead.

First, the company has no small things----because of the improper quotation strategy for the family, the new good business is lost.

Due to the small amount of fresh transportation business of Jiajia Fresh, the headquarters has not treated it as a key transaction. From the organization of the vehicle, operation management, and even quotation, the operation department is responsible. The department is not properly organized in the vehicle transportation organization, and lacks assessment and training on the driver's character and service awareness. There has been a complete out-of-control situation such as theft, direct contact with the driver, and disagreement between the supervisor and the customer. This situation directly affects our good business reputation in the new one.

Due to the high price paid by us, the overall cost has risen, and the quotation to customers has risen. In addition, the fresh management staff of the family are not familiar with the logistics business. The price of the simple social idle vehicle is compared with the price of our company. The price of our 3 ton volume 19m3 is compared with the 1.5 ton volume 11-13m3. price. Due to our high quotation and improper customer comparison, our freight rate is extremely high.

Due to the joint influence of the family, we have lost the Shenzhen distribution and the national joint mining. The bidding for the new one, Changsha, has become extremely difficult. Although we got the business at an ultra-low price, we have no profit at all. At this point, we lost a project with an annual turnover of 8 million due to a small family business. In one sentence, it is summarized as "inadvertently, all loses."

Second, the lack of executive power is the wilting of the vitality of the enterprise

Due to historical reasons, the cultural level of the company's team members is generally not high. In addition, some employees have no previous experience, especially the lack of work experience in large companies. This makes our management and operations difficult. On the one hand, we do not have the initiative to make a management system, that is, it is formulated and not operability. Even with these existing rudimentary management systems, it is difficult to see the shadow of the system in our operations.

Ignore training and education. Our operations team lacks adequate training and education for drivers, grassroots employees, and suppliers. It is impossible to standardize daily operations with systems and processes, reduce the amount of labor of managers, and devote more energy to coordinating with consignors and consignees, integrating resources, coordinating internal, developing customers, and operating program innovations. . Our managers prefer to jump directly to the contradictory line, with customers, drivers and suppliers. This phenomenon is common in the configuration, long-term distribution, and joint mining.

Lazy and lazy. Since the company was founded in XX, the marketing department Yuan Chengwen has developed the Philips project, and no one other than me can develop new sustainability projects for the company. Everyone is used to being lazy and has no courage and pride in playing the country. When we are missing the pride of playing Jiangshan, then I can ask everyone, you must at least have the hard work of keeping the family business.

Third, low cost is the main component of the core competitiveness of enterprises

The logistics business is different from other high-tech industries. Whoever has the ability to integrate resources, management costs and low financial costs can laugh at the end of the bidding. In the past 11 years, we have explored through various channels, and we have accumulated experience in the cost measurement and transportation resources of various models. We tried through the Suning project and the Dell project. Knowing how big the gap with other companies is, I know why the Suning project will lose money.

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