CCEs reform: Many encounters with life and death crisis

Zhu Jonghua face the increasingly declining cces, chairman Fang Liyuan 2011, holding the banner of reform, to the company's franchise business model to completely change into a straight camp model.　　People familiar with the matter said that since 2007 was acquired, CCEs embarked on a high-speed expansion of the road, in order to build a unified National Express platform, and constantly reduce the threshold of recruitment, which led to its express service decline. 2010 CCEs obtained the investment of the private-equity company, began to shunt the model of direct operation, and has been trying to go public.　　At that time, when the vice president of the Hou Chinming said, cces the national Sorting Center belong to join system, not entirely belong to CCEs, and distribution center scale is too small, mechanization degree is not high, "the company needs 600 million to 700 million yuan to complete the National Sorting center expansion and the Beijing-Guangzhou-Shanghai Three Direct battalion incorporation". "In the last 3 years, CCEs has suffered a life and death crisis. "According to the CCEs Express middle management to our reporter, said that the 2011 CCEs launched the direct change, triggering the company's violent shocks."　　This is because, on the one hand, the transformation of the implementation of too fast, causing the interests of the franchisee's strong opposition.　　On the other hand, because the company's capital is already tense, and the recycling franchisee site, means that the increase of a large number of human and other costs, but also to the franchisee to pay the operating costs of the network, which is a huge financial pressure on the company headquarters.　　And in the view of these people, direct battalion helps to improve the service of express Company, to achieve the absolute leadership of the company headquarters, "However, cces in 5 years time, and did not achieve a very good profit, also did not find a good management model, there is no direct management experience, there is no mature direct management mechanism." CCEs Straight Battalion, a manager of Shanghai division to the reporter, the company Shanghai Changning site to achieve direct mode after the daily delivery of the number of 600 pieces of courier, and March 2012 before the site employs up to 18 employees, resulting in a bloated,　　And the general franchisee only about 13 employees can be completed. On the other hand, there was a sharp increase in headquarters personnel.　　The former headquarters of the middle managers only dozens of, and then quickly increased to 200, "bloated institutions, resulting in internal friction, actually did not improve efficiency." "At the end of 2011, the company's core team on the Direct battalion, franchisee two major models of major differences."　　These people said, finally adhere to the direct management model of the senior executives left. Direct business model reform, in the cces of several cities to promote.　　And now only Beijing, Fujian all realize the direct battalion, and the headquarters of Shanghai Direct Battalion also only achieved 40%, "this change finally to half and give up, leading to the whole company management unrest." In fact, the biggest problem is the management problem.　　"CCEs department manager Zheng to this reporter blunt, he found inside the company corruption and many other issues, to the boss Fang Liyuan report, but the kind boss does not weigh these personnel. To Zheng aggrieved, he found the Hangzhou inspection CenterPart of the staff will express the goods when the sale, was beaten and has not yet been compensated for medical expenses.　　Zheng found that a large number of objects missing for no reason, from 2011 to 2012 January, only one of Hangzhou distribution center, lost the loss of express items amounted to 330,000 yuan. "It's the biggest problem in the company to be a pro and corrupt. Zheng said there were similar problems in the company's field of direct business, which had not been solved for a long time, and that the attackers were still working in the company. ”