Interview With Red Children CEO Xu Peixin

"There is a little excitement, no frustration, no loss, and peace." two days after the announcement of Suning's announcement, Xu Peixin, a red boy, sat in front of sina technology to accept an exclusive interview with CEO.

Dressed in a bland suit, the shirt loosened two buttons on the top, reflecting Xu Peixin's professional and relaxed side.

The introduction said that it was the media rumor of takeover that allowed him to rethink that if he could not cooperate with suning.com, he would be able to cooperate in the stock market.

The same business philosophy, the same SAP system, all think that the essence of the electricity supplier is retail, which eventually led to the completion of the acquisition process in two months.

Just survive.

replay

The growth path of the past eight years can not help but be regrettable.

Red children started by mail order and online ordering with the catalogue of maternal and infant supplies, the first VC in the industry, and the first self built logistics business enterprise.

At the peak of its development, the sales of red children even exceeded that of Dangdang and Amazon.

However, in the past few years when e-commerce was in the blowout stage, the industry, which was once regarded as the benchmark of the industry, has experienced zero growth, just as the fast speeding train was suddenly brakes.

From the data disclosed, the performance in 2009 reached 2 billion yuan, but in 2010 it slipped to 1 billion 500 million yuan, and in 2011 it was 1 billion 500 million yuan. In the same period, Jingdong mall and other electricity providers experienced an annual growth of over 200%.

For the performance is not satisfactory, investors born Xu Peixin said more concerned about whether the company can survive, can survive 1 billion scale is good, he believes that in several important stages of the company's directory sales gradually electronic business, category expansion, company professionalization, on-line SAP system and other measures are done at the right time to do the right thing.

Even when asked about the experience and lessons of past decisions, Xu Peixin insisted that the only regret was that the company's professional managers were late, and that the training system of the company had been established late, so that more people would not be left behind because of the development of red children, and that the red children would be more efficient in the two years' professional competition.

Flying planes to repair planes, Suning is not stupid.

From a strategic perspective, 2010-2011 red children have undergone pformation pains, on-line SAP system, directory sales officially turned to Internet sales, cut off their own logistics, and the company's professionalization strategies were implemented respectively. In the past two years, Xu Peixin has been described as flying aircraft to repair aircraft.

In the face of the tremendous pressure of the red child's plane to crash at any time, we must adhere to the pformation, from suppliers to customers, including the organizational structure, the introduction of talents and the overall pformation of operation logic. Xu Peixin is still glad that the decision was made. "If we say that red children should not cut down catalogues and sell them, now I am afraid they no longer exist."

From the data point of view, Internet sales in 2010 were less than 1 hundred million a year. After the formal pformation in 2010, the Internet business maintained a 300% growth rate every year. The Internet had cut up one piece of catalogues and shifted from directory to Internet for 1 hundred million years and 1 hundred million to 1 billion.

As of June 2012, Internet sales accounted for nearly 80% of the total sales volume of red children.

Such growth can not be described as fast, but the overall performance decline is a fact. There are comments that the red child is on the decline and eventually leads to no sale, and Xu Peixin totally denied this.

Suning is the largest retail companies in the country, and its acquisition illustrates your value.

Suning is not a fool. Red children do not have this internal strength without this team. There is no such good reputation, no good stickiness, Suning will buy you. You take a company to Su Ning, say one million to you, one million is also a burden, do not send money to him is not necessarily necessary.

It's only a phased task.

Farewell to the red child, as one of the founders of Xu Peixin is relatively calm. He repeatedly stressed to Sina technology that this is the best choice for red children and their employees.

"Because Suning no matter corporate culture,

Including complementarity is too strong, we talked about each other, both sides OK.

Our finance is still more pparent, both sides are SAP systems, they are SAP in traditional areas, we are SAP in e-commerce area. "

In addition to matching software and business philosophy, Suning can also provide support for red children's weaknesses.

"Our biggest bottleneck is the problem of supply and logistics. It happens that Suning is the strongest thing."

He said.

Turning to the future of the individual, Xu Peixin was silent for a moment, saying that he would be a consultant for a red child for a period of time. He will return to his old business and invest in the future. He mainly focuses on three directions: media, retail and medical treatment.