what are you doing? Writing news? The title is too exaggerated. There is still a big gap between Debon and SF, and SF's annual turnover is ten times that of Debon.

some of debon's strategies are visionary, while others are very stupid.

Debon used Kingdee's ERP before, and the front-line departments felt quite good when using it. Later, Debon said that ERP could not meet the needs of future development, so he set up a FOSS. When I first went online, the IT department thought IT was perfect. Who knew that there were a lot of problems, hundreds of bugs were waiting to be dealt with every day, and the normal business of Debon was almost impossible. During that time, the bill could not be opened, the handover could not be done, and the goods could not be tracked. Complaints and anomalies surged more than N times, and front-line employees complained bitterly, scolding all the ancestors of the IT department for 18 generations. Everyone thinks that FOSS can't go on, and it's necessary to reuse ERP. Who knows, Debon has just resisted it, improved the FOSS system bit by bit, and it is running very well at present. Those who were cynical about FOSS in those years have all shut up now.

When Debon developed express delivery, everyone also held a pessimistic view. At first, Debon cooperated with other express delivery companies and handed over the goods to other express delivery companies. Needless to say, the abnormal rate of goods is ridiculously high, and the problem is ridiculously difficult to handle. It is not from one company, so you can't communicate with people completely. The top management has set targets for each business department, such as how much express delivery should be made every day, and those who fail to meet the standards will be criticized, and even the grass-roots managers will be forced to pay for Debon express delivery privately, and the front-line employees engaged in it every day are as big as a bucket. Later, each business department explored the development mode of express delivery by itself, and finally abandoned the method of cooperation with other express delivery companies, using their own resources and lines to do it themselves. Now express delivery is on the right track bit by bit.

It can be said that the history of Debon's development is the history of front-line employees' blood and tears. It is the front-line employees who have resisted the greatest pressure, paid much sweat and tears, accompanied many good words and smiles, and suffered many accusations and abuses.

But these hard-won achievements have been ruined by a decision-Debon prices have gone up wildly in the last two or three years. At first, President Cui Weixing's view was that Debon should eat the top part of the cake and the most profitable part of the logistics market. At the beginning of the price increase, although Debon's goods volume was declining, its turnover was increasing. However, with Debon's high-level brain-dead decision to increase prices, customers began to lose, and the loss rate was getting faster and faster, and the loss volume was increasing. Even customers in first-tier cities such as Beishangguangshen and Shenzhen could not accept Debon's price, let alone economically underdeveloped areas in the mainland, and Debon's management and service did not get better with the price increase, on the contrary, it got worse.

due to the abnormally high price and the continuous loss of customers, the goodwill accumulated by Debon for so many years is also deteriorating. In order to increase the volume of goods, the company began to ask front-line employees to market crazily, so that Debon's 4 customer service phone number was actually marked as fraudulent by thousands of people. Even if the customer's phone number was opened, most customers would complain about Debon's high price and sneer at Debon. Front-line employees are therefore very resistant to marketing, but each person has to make more than a dozen phone calls every day, and the work pressure increases. Many employees choose to leave because they can't bear these pressures. Debon's volume and turnover began to plummet, and the top management tried every means to engage in marketing, lottery and coupons. . . Natural eggs. In the past, the monthly turnover of a business department in Shenzhen was 4, in 21, and it kept rising in 211 and 212, reaching 8, at the highest. However, in 214, the turnover dropped to 4,, and the profit was completely incomparable with that of four years ago. This kind of sales department with declining turnover is not one or two, but it is very common.

There are rumors of losses within Debon. Unfortunately, the year-end bonus in 214 was really not distributed under various speculations of employees, which opened a precedent for Debon. A logistics company known as the industry leader could not even distribute the year-end bonus. You should know that Debon's year-end bonus was capped at only 1,2 yuan. The employees were angry when they left. In the comments below the company news on the OA system, the company questioned all kinds of abuse. The company didn't explain it, but closed the comment function of OA news and never opened it again. Subsequently, the company began to adjust the salary system of each position, such as salesperson, driver and stevedore. . . The salary level of many jobs has dropped, many benefits have been cancelled, and mutual funds have disappeared. Previously, the group wedding was free all the time, and now employees are required to bear half of it. . . There is a negative atmosphere in Debon, and the turnover rate is very high, so people have to queue up for resignation. In particular, the phenomenon of collective resignation occurred in various outfields, such as Guangzhou, Nanchang and Wuhan. . . There is a shortage of people in the transshipment yard everywhere, and the goods cannot be loaded and unloaded in time. At the end of 214, more than 4 stevedores in Chencun Hub, Shunde, the largest transshipment center in South China, left their jobs, and the whole Chencun village was once paralyzed. In order to make up for the shortage of personnel, the company even temporarily transferred the sales managers of several cities near Guangzhou to Chencun as stevedores to move goods. The personnel department sent a message to all employees, promising to give a reward of several hundred yuan for each person who recommended to work in Debon for more than three months. Although the shortage of staff was finally solved, employees have no sense of identity with the company, and their work attitude is negative. They no longer pay attention to the damage of goods, loading and unloading them at will, and they love bad things, which is none of my business. What's more, in order to vent their dissatisfaction, they deliberately damage customers' goods. Debon's damage rate began to increase by a large margin, with more complaints, higher claims fees and loss of customers, further reducing the profit margin. This has formed a vicious circle. There has been a big change in the top management. Deng Xiaobo, the second-in-command vice president, jumped to TYH, and dozens of directors, represented by A Yushun, left one after another and went their separate ways. Further increased the anxiety of Debon employees. Five years ago, Debon's vigorous vitality ceased to exist.

Cui Weixing, the president, said: Don't say it's the top part of the cake now. Even the cake is almost gone. When we see the goods, we have to hurry to grab them. If we don't grab them, we won't have them. Debon began to cancel the receiving standard that has been implemented for many years, and the goods exceeding 3 meters are collected! Goods with a single piece exceeding 5KG, collect! Liquid goods, collect! . . . At that time, these goods were classified as rejected goods in order to avoid damage and claims, but now they have to let go of the standard of receiving goods for the sake of turnover. However, all kinds of measures have little effect, and customers have lost trust and confidence in Debon and are unwilling to come back. It can be said that Debon gave the market to other logistics companies by himself. Debon's employees can't guess the thoughts of the top management and the future of Debon.

I watched him grow from a small tree to a big tree, and watched the big tree gradually stop growing and start to wither. And his only way to save his life is the express delivery business. If Debon's express delivery business can really grow and develop, he may have a second spring. If Debon's express delivery business fails to develop, he will lose his position as the leader of the industry, or even collapse.

Debon is still moving forward step by step, and the road is difficult and the direction is unknown. . .