"Now is a war, there is no war of smoke." A Tongda department of grain-growing outlets said, perhaps, this is the experience of many couriers this year.

At the beginning of the year, many express outlets asked the author, what is the development trend of the express industry this year? Will the price war be alleviated? Double judgments, the industry growth slowed down in 2019, the market competition intensified, the head pattern was unstable, and the price will be further Down.

Now, as the policy measures of various express delivery companies become clearer, the market has already given an answer. In Yiwu, the price of small pieces within one kilogram last year can still be maintained at 2.4 yuan. Only Baishi's low-price strategy is below 2 yuan, but the minimum is not less than 1.9 yuan, including many low-quality customers. This year, some mainstream express delivery companies have achieved a price of 1.6 or even 1.5 yuan within one kilogram of the express delivery price. The delivery price is even lower than the payment level in many regions, and the level of competition is surprising.

This kind of competition situation not only makes the second and third line express brands have no living space, even if the first-line express delivery enterprises, if there is no cost advantage, they will face great pressure.

From this signal, 2019 will be the anxiety of the head express delivery company. For any express delivery company, this year can not be lost, otherwise it is very likely that the gap will be opened.

Here, Shuangyu provides several suggestions to the courier company for reference.

First of all, the most important thing is that the headquarters should clearly understand the severe situation of this year, truly change the concept, fully devote to the empowerment network, strengthen the end, and focus on the interests of the end outlets to enhance the competitiveness of the outlets. With the continuous price competition, the profitability of outlets is gradually weakening. The outlets are the foundation of the network. There is no foundation, there is no guarantee for dispatch services, and enterprises are difficult to last. Therefore, the headquarters should change from the concept, mechanism and policy, simplify the administration and decentralization, be fair and transparent, and accelerate the efficiency and execution of decision-making.

As an example, in the operation process of the transshipment center, some enterprises are over-weighted, some enterprises are single-packaged, and the whole vehicle will increase the efficiency of unloading. We all know that aging is the first vitality of express delivery. The process of sacrificing aging has taken place for its own interests, which indicates that the concept of a true service outlet has not yet been put in place.

Secondly, for headquarters, managing costs is still an important task. The current competition for express delivery is still price competition, and whose cost control ability will become a key advantage.

In terms of cost control, the first one is to reduce the size by scale, but as the scale of each express delivery enterprise reaches the average of 20 million votes per day, the margin of scale reduction gradually appears; the second is to reduce costs through investment. The main reason is to reduce the cost of the automation equipment, telescopic machine and self-owned vehicles in the transshipment center. The third is to increase the performance appraisal of the center personnel, improve the performance of the center operators and improve their treatment level through performance management. Strictly check the loading rate; the fourth point is to pass the reduced cost to the end, so that the outlets can really enjoy the advantages brought by the cost reduction.

In addition, the headquarters should focus on the three areas of the province, the center and the end.

For the provinces and autonomous regions, the management's high management of the outlets in the way has been unsuitable for the development situation. According to the two provinces, the provincial associations of a certain express delivery company often run outlets, run customers, and understand the first-line situation in time to better make Decision making, and this express delivery company is developing rapidly;

For the center, it is necessary to strictly control the outlets to improve the timeliness, such as controlling the entry and exit time of the vehicles. The vehicles at the outlets will be fined a few seconds late. When the vehicles have passed the pounds, they must open the doors and wait for the reverse to unload the trucks, and stipulate the unloading time for each vehicle. Only in this way can the delivery time be guaranteed. Nowadays, the management gaps of various enterprise centers are large. The queues for delivery of enterprise outlets in the same region are within ten minutes, and some enterprises are for several hours. The gap is obvious.

For the end network, it is necessary to maintain stability and grasp the service, not only to fundamentally serve the network, but also to strictly control the false signing and other issues, so that the quality of the whole network is guaranteed.

In addition to the headquarters, the network points will continue to escalate in the face of current competition, with fewer complaints, more learning and promotion, so that they can not be eliminated by the industry. For outlets, the first is management upgrades. When external profits become more and more meager, we need to control our own costs and improve our ability to develop markets and services. The harder the industry, the more stimulating the wisdom of practitioners, so we see new patterns and management methods emerging from the end.

There are many ways to learn, you can learn from the surrounding outlets, you can learn from the benchmarks in the country, but the cost of learning is very high. Then another way is to enter the classroom of Shuangyu, learn the most advanced management experience, and gain some innumerable use. No matter what industry you do in the future, the management philosophy and management ability will make us use it for a lifetime. The second point is to do a good job of talent upgrading. Every position must have suitable talents, especially the competent personnel of the market, customer service, operation, etc. to upgrade and vigorously introduce talents.

Although the express competition is fierce, there are still an increase of 10 billion pieces per year. There is a huge opportunity here. The key is to look at ourselves. I hope that in 2019, we can all meet better ourselves.