Do e-commerce and open entities, why can't SF burn tens of billions?

As early as 20 10, SF started the layout of the whole industrial chain. In the past few years, almost all other businesses have degenerated into "stories" except SF, the main business, to maintain its core competitiveness:

In 20 10, SF launched the "SF E Business Circle", and a year later, it launched the gift-giving platform "Zunlihui" for middle and high-end business people, but both of them went away;

In 20 12, SF launched the third e-commerce platform "SF Express", focusing on fresh food. However, after 1 year, "SF" settled in Tmall, indicating that SF has not found a way out as a platform-based e-commerce;

In 20 14, SF imitated the "express+convenience" mode of "USA+Japan", started the community O2O project "SF Hikers", and then upgraded to "SF Home", focusing on fresh food. However, under the embarrassing situation that the store can't maintain the break-even point, it has fallen into the storm of closing the store and laying off employees several times.

In addition, from Haitao to finance to drones, the shadow of SF can be seen everywhere.

SF's road to business development can be described as repeated battles and defeats. What makes people curious is, as a leading express delivery company in China, why hasn't any SF project achieved a breakthrough success?

The wolf is coming.

In 20 10, SF's sales amounted to RMB 654.38+0.2 billion, with 80,000 employees, with an average annual growth rate of 50% and a profit margin of 30%. These figures are simply Wei Wang's "discourse power index".

The other side of the coin is the problem that SF has to face:

First, the market competition is fierce.

The fierce competition in the express delivery market has prompted the express delivery price to be continuously lowered. On the other hand, the hard expenditure costs such as jet fuel, manpower operation and warehouse rent are rising. Under the double squeeze, SF's life is not good either. It is an indisputable fact that the development speed of SF has slowed down and its profits have declined after the outbreak.

The express delivery industry is a meager profit industry, and the most successful express delivery enterprise in the world has a net profit of only about 7%. At that time, SF was still in the expansion period of express delivery and needed to invest a lot of money and strength. By 20 1 1, SF's net profit is even less than 1%. How can the expenses of such a big stall be guaranteed?

Second, the business relies on e-commerce, but it has been robbed by e-commerce.

As far as SF Express itself is concerned, the addition of new giants and the rise of rookies have made the rivers and lakes of express delivery "hidden and murderous".

Alibaba, JD.COM and Shang Yun Suning are building their own logistics systems to reduce their dependence on third-party logistics enterprises. Take Ali as an example. At the beginning of 20 10, Ali invested in courier companies such as Star Express, and later launched "Logistics Treasure" to provide sellers with information deployment services in warehousing, distribution and door-to-door collection by accessing the information of third-party express delivery and warehousing. Especially in JD.COM, Dangdang and other e-commerce platforms, self-built warehousing and logistics systems began, which made the traditional logistics industry with considerable profits unable to maintain the momentum of sustained growth.

It can be seen that opening up new business and creating new growth points are SF's precautions against the current situation.

Usually, in the face of such a situation, enterprises will seek answers from three aspects:

The first is to cultivate in the original business field. For SF, it may be possible to work hard on service, but despite this, the risk has not decreased;

The second is to extend related industries on the basis of the original business. SF has accumulated a large amount of data in the past 20 years, and accumulated data of high-end customers and tens of thousands of employees for many years, with a big data foundation that others can't match. SF is within reach. Users are the absolute advantage of SF e-commerce and post-O2O layout. Moreover, logistics is a bridge connecting the line and the line. It is understandable that SF's follow-up strategic deployment chooses the extension of related industries;

The third is to abandon the original business and open up new markets. But for a large enterprise with a solid foundation like SF, abandoning the old business from scratch is tantamount to suicide.

Therefore, the appearance of "Shunfeng E Business Circle", including the later appearance of "Li Zun Club", "Shunfeng You Xuan" and "Shunfeng Hikers", are all the coping strategies of SF. However, seeing the direction does not mean that you can grasp the direction.

Missing internet gene

E-commerce platforms such as "Shunfeng E Business Circle", "Shunfengbao", "Zunlihui" and "Shunfeng You Xuan" are either going to the end or can't stand the slightest agitation.

Explore the e-commerce market before 20 13, and Taobao is dominant. In 20 12, JD.COM officially opened its own logistics system, improved its service process, and rose rapidly after hitting the pain point of Taobao.

It can be seen that those who can share a share in the Red Sea market are not industry leaders or latecomers who can break the pain points in the market. However, "Shunfeng E Business Circle" and "Shunfeng Bao" never let users feel its uniqueness in the e-commerce market. What's the problem?

Like people, every enterprise has its own genes.

Unlike the Internet genes of Taobao and JD.COM, SF Express, which started with express delivery, has labor-intensive, technology-intensive and capital-intensive genes.

Looking through the website pages of "Shunfeng E Business Circle" and "Shunfengbao", the page design, functional integrity, browser compatibility and so on are particularly amateur, not to mention the needs of user experience and data mining. Enterprises lack Internet concepts and internal Internet talents. In terms of professionalism, what can SF compete with Taobao and JD.COM?

In addition, from the user's point of view, there are big bosses like Taobao JD.COM in the market. Why choose an e-commerce platform that has just started and its characteristics are not obvious?

Without finding the pain point of the market, I rushed out and wanted to share a slice with the giants. The result is obviously not impressive.

Later, the appearance of "Zunli Club" was equivalent to SF opening up a market segment. "Zunli Club" mainly provides professional gift services for middle and high-end business people, and adopts a strict membership invitation system.

Entering the middle and high-end customer base in the form of gift e-commerce is a powerful means to break through the existing e-commerce and establish a brand. There is no need to compete with mass gift websites or get involved in luxury e-commerce.

Unfortunately, as an entrepreneurial project, "Zunlihui" did not have a formed business model from the beginning, and the investment in manpower and material resources was quite weak, so it was impossible to establish the core advantages of the brand.

The problem lies not only in genes, but also in execution. Later "Shunfeng You Xuan" and "Shunfeng Hacker" were no exception.

"SF Optimization" is like a hot potato in the eyes of the previous helm. Since its launch in May, 20 12, "Shunfeng You Xuan" has changed coaches frequently.

Liu Miao suddenly announced his resignation after only five months in office. Subsequently, Li, vice president of SF Group and chairman of the airline, took over and served as president of SF. 20 13, Vanke's V+ mall

Cui, who was the president of the project, announced that he had joined SF Express as CEO. Li still works at the group level; 2065438+In May 2005, Cui chose to leave his job and join Lenovo's "Wo Jia Market".

The army immediately took over; However, in 2065438+March 2006, Lian Zhijun also resigned.

Although SF has logistics advantages, it is difficult to solve the supply chain problem by "SF Optimization". In the field of fresh food, logistics is not a decisive factor in the operation of fresh e-commerce, but its foundation is actually the supply chain. Solving the high-speed fresh supply chain requires professionalism and experience, combining agriculture with marketing, but "Shunfeng Youxuan" lacks a team that knows both fresh and e-commerce.

In addition, there have been media reports that in SF Group, the pawn role of "SF Optimization" is too much influenced by the group's strategic decision, which hinders development.