SINO Company's corporate consulting services were not the company's main business until 2020;

The founder of Sano Company has 18 years of experience in logistics company management and 16 years of experience in enterprise research. He has studied, learned and visited over 200 successful domestic enterprises, and has certain insights and practical experience in enterprise management;

Prior to 2020, business consulting was mainly conducted for various reasons, including friend invitations, recommendations from friends, and even recommendations from the Guangdong Small and Medium sized Enterprise Federation. It provided some simple consulting and training for more than ten companies;

The main content includes:

1. Exploring the management/operational models of logistics companies, with a focus on the founder/executor of the company;

For example, a logistics company in Guangzhou has gone through 9 years of development since opening a stall in the Southern Building. However, due to fierce competition in stalls, it gradually shifted from high profits to losses. Later, it withdrew from the Southern Building and moved to the vicinity of Yuncheng Road in Baiyun District. After transitioning from a stall model to company operation, it was unable to find the direction and direction of operation. Therefore, a friend of a friend introduced it and provided logistics company business consulting services; The main consulting content includes:

(1) The previous stall model of the company has obtained some customer resources. After the company's relocation, the business team of the company mainly follows up on the existing scattered customers and the core business direction of the company in the future;

(2) In the stall mode, the main sources of business are store customers and advertising space promotion. After relocation, the development model of the business needs to be repositioned;

(3) The management of the business team has shifted from a service-oriented approach to an exploratory approach, and new requirements have been put forward for the management and motivation of the business team;

(4) Internal restructuring of the company, reducing previous customer service positions, emphasizing recruitment and performance, emphasizing company management planning, and building the core position and assessment requirements of the sales team;

(5) Emphasize the use of logistics systems, such as Sino's company management system CMS, customer relationship management system CRM, warehouse management system WMS, etc. Some positions have reduced personnel by more than half, but with higher efficiency;

(6) The mindset of management personnel has shifted from flat management (second level management mode) to departmental standardized management (third level management mode); Upgrade from experience management to professional management, etc;

The company's future development is still possible, although it may not be fully implemented, the transformation has been successful.

2. Consultation on the transformation and upgrading models of logistics companies; Focus on discussions with company founders/executives;

It is also a logistics company based in Guangzhou; The company is located near Xiaobei and mainly engages in procurement and logistics transportation for Malawi in Africa. The company has been doing this for many years and has around 20 employees; Approximately 200 high container loads per year; The founder's female boss comes from a shipping company operation background, has certain resources, has development ideas, and also strives to practice;

The problem they faced at the time was that the company's business was too single; The target customer group has reached the ceiling, and the company lacks a business development model and other issues;

The consulting advice provided by this company mainly includes:

(1) The upgrade of management mode requires immediate upgrading from secondary management mode to tertiary management mode; When a logistics company has more than 20 personnel, regardless of the previous mode or reason for establishing an operational/management model, it needs to undergo a transformation of departmental management mode; Liberate the founder/boss in order to make more important decisions about the company's direction;

(2) It is recommended to immediately form a sales team, with a single market and a ceiling business target customer group. In today's highly unstable and rapidly changing environment, it is very dangerous;

(3) Increase the scope of business objectives while ensuring the stability of the previous business; As a dedicated line model, it is necessary to add new markets. Although the market is already saturated, entering other people's markets means fierce competition, even vicious competition, but there is no way out;

(4) The upgrading of the company's benefit distribution system and the adoption of a more motivating employee equity system model can effectively support the incentives and performance under the departmental management model, while also providing reasonable explanations to senior employees;

(5) Under the premise of stabilizing the original business, the transformation and upgrading of the business mainly involves the transformation of the sales model. It is not enough to just form a sales team. It is necessary to establish the core position and performance evaluation model of the sales team, whether it is KPI or other models. These refined models are not important, but it is important to pay attention to the role of this team as a source of fresh water; On the premise that the original business is still relatively stable, make good use of this buffer period to achieve business transformation and upgrading. The market-oriented business development model is the future of logistics companies;

Although the business of this company has always been relatively stable, it is very rare to be able to be prepared for danger. As the founder/person in charge of a company, to change the management mode, the first step is to change one's own understanding and ideas. Otherwise, training for employees is crucial, Even sending employees to learn "fast food style" management will not bring about real changes. Although the problem is obvious, change does start from the heart. In small enterprises in China, humanized management has always been a time bomb. But to upgrade management, there needs to be the kind of requirement that Ren Zhengfei had: first copy and learn for three years, and then put forward his own opinions;

3. The restructuring issues of logistics companies at a certain stage of development

It is also a logistics company based in Guangzhou, specializing in cross-border e-commerce logistics. In other words, it is to find cross-border e-commerce sellers, ship them, bring various goods back to the warehouse for classification and processing, and then sort and distribute them on behalf of others to earn a profit from the difference in shipping costs;

This company participated in restructuring consulting in 2009, and the boss has ambition, courage, and the courage to think and act. At a certain stage of development in the company, with the help of new policies provided by the government, I thought about bringing in employees to work together, which was to consider restructuring;

They had the conditions for restructuring at that time: the company had been in operation for over 10 years and its business model had matured; The company has a certain scale, a good departmental management model, and a group of old employees;

The specific restructuring suggestions are:

(1) Apply for a 50 million yuan joint-stock technology company; Establish a joint-stock management committee;

(2) The boss holds no less than 20 million shares himself;

(3) Selling 30 million shares of stock to company employees at a rate of 1 yuan per share;

(4) Try to persuade department managers of the company to purchase equity as much as possible; Establish an equity structure for the company's management team;

(5) Senior management of the company suggests purchasing more equity;

(6) The sales team is promoting the implementation of the Amoeba management model;

The boss of this company has implemented this shareholding system proposal very well. After the restructuring was completed, the company owner became the largest shareholder, holding 20 million yuan in shares; The vice president of the company holds a shareholding of 10 million yuan; 36 responsible persons and employees from various parts of the company jointly hold 20 million shares; The company has formed a structure where I am a shareholder, I have the awareness that the company makes money. In less than a year, the company quickly developed from a few dozen employees to 28 business teams in the sales department (under the Amoeba management model), with a total of more than 300 people, and established a branch in Shenzhen. The company was upgraded from a small company with a registered capital of 2 million yuan to a provincial-level 50 million yuan joint-stock company in Guangdong, and successfully realized the idea of "expanding";

4. The management and motivation of the sales team are the most frequently consulted and crucial issues.

The overall performance is due to insufficient business volume, low sales of the business team, and inability to retain business personnel;

This is the dilemma faced by most logistics owners, and the root cause is still the unreasonable incentive mechanism or the unreasonable company framework.

This issue needs to be analyzed in detail. I won't go into specific cases here. Each company faces different problems, and the cases do not have commonalities;

5. The core business issues of logistics, confusion about the future direction of the logistics industry, and the lack of core competitiveness of the company;

This is also a question that many people consult about;

In the overall environment, it is an undeniable fact that all sectors of logistics are facing difficulties;

But what everyone needs to care about is indeed more about the direction of the future; In recent years, the logistics industry has undergone dramatic changes repeatedly. It seems that there is no relatively safe future for doing business with peers as direct customers and acting as agents in the supply chain; Is it worth following the trend of international railways and cross-border e-commerce? These indeed need to be explored.

I don't have a particularly good case here, so we can only explore and find a suitable path for our own development in confusion.