What Is The Future Of The Electricity Supplier?

15 years.

In the logistics circle, there is no retreat.

The company he founded by himself, such as Feng Da, was wholly bought by Tianhua Huayu in July this year.

After 6 years, such as Feng Da finally walked out of the shadow of everyone, Li Hongyi at this time, the mood is slightly more complex.

Because he found his luck didn't seem so good:

In 2000, he joined the excellent network.

Construction, 5 years later, excellence was acquired by Amazon.

In 2005, he went to the red child as the director of warehouse logistics. In 2012, the red kid was bought by Suning.

In 2007, he was called to von Kam pin, founded by old leaders.

At one time, such as Feng Da and Jingdong express, they all contributed a lot to the rise of customers and Jingdong.

However, 7 years later, the experience of layoffs is hard to escape.

The logistics team of Jingdong Express has exceeded 40 thousand people in April 2014, and has become one of the core competitiveness of Jingdong with a market value of up to US $40 billion.

Being bought by people is not a taste.

"Take part in one, buy one, participate again, be bought again.

During the period, the mentality and ideological struggles went through N times.

Li Hongyi sighed to I's dark horse.

But there are also some pieces, Li Hongyi is willing to take it out.

"I am honored to have bought someone else.

In those days, red child bought Shanghai branch, I am led by myself.

"

Li Hongyi said he was following the boss.

"Every company that joined a company was the hottest.

Excellence is that red children are 07 years' joining all customers, and for a while.

But he did not follow the boss.

Whether it is excellence, red children or all customers, after the big rise is the big drop, his fate also follows ups and downs.

So far, he still lacks a landmark "big fireworks".

Will independence like wind up the next few years to go out of the Li Hongyi era?

In 2000, Li Hongyi participated in the founding of the excellent network. He was one of the seven founders.

At that time, the biggest problem was distribution. In addition to China Post, the large distribution (ground allocation, city, land and County pport, house) company basically did not.

In the year, "four links and one Da" was not the boss of the express industry.

Rhyme and tact have just come to the end, while Zhong Tong and Huitong did not appear. Shen Tong set up points in Beijing, but did not land with the business.

"I used a small logistics company, hundreds of orders a day, 10 people running all over Beijing.

Wow, that. "

Li Hongyi can not help but sigh to I's dark horse about that scene.

"Without a battery car, without a gold cup, the subway will be in a straight line and a loop line. The distributor will be riding a bicycle and riding 100-200 kilometers a day."

In the first year, the coverage of excellent logistics was very small, first in Beijing, and in Shanghai at the end of the year.

In 2001, excellent network grew very fast, sales amounted to 56 million yuan, distribution has been unable to meet the requirements: the post office price is expensive, a single 20-30 yuan, poor service, the most critical is not yet collecting money.

The following year, under the planning of Li Hongyi, the excellent courier company was established and began to build its own distribution team.

"This is the first logistics team of the domestic electricity supplier. I had the honor to participate in the initial establishment."

In 2003, the house was sent up urgently to make distribution for the electricity supplier.

That year, the electricity supplier was in good wind. Ma Yun's Taobao network was set up. CEO Lei Jun, an excellent network, made an oath to strike IPO within two years.

At that time, the electricity supplier giant Amazon was eyeing the domestic market, and it took aim at Dangdang.

In July of that year, the negotiations failed, and Amazon shifted its vision to the excellent network.

At that time, outstanding sales amounted to 170 million yuan, ranking first in China.

However, excellence is very short of money, and it is carrying out the fourth round of financing at that time. Amazon is one of the contacts.

The end result is Amazon's acquisition of excellence at a price of $75 million.

Looking back at the state of mind at that time, Li Hongyi said: "the acquisition of Amazon at that stage is still a very proud thing in the Internet circle."

After that, Li Hongyi did not rush to leave. He remained in charge of the Treasury for a year.

A year later, it will eventually leave.

Amazon's management philosophy is very advanced, so that Li Hongyi reflects on the previous mode of excellence.

"In resource rationing, Amazon is a strict budget, with 30 billion sales and 30 billion inventory resources.

But the original excellence is the plan can not catch up with the change, the storehouse is tight rents, runs behind the business.

But Amazon will not have such a problem, because the warehouse is very prepositioned.

Hold up red child inventory two years to expand 30 times

In 2005, Li Hongyi left excellence and joined the red child of the mother and infant business, as director of storehouse.

At that time, the domestic e-commerce logistics has been greatly developed, which can be roughly divided into two categories.

First, the "four links and one reach", mainly to undertake Taobao business.

Two is the regional landing company, with Dangdang as the platform.

"For example, Hebei Province, when looking for a pport company, freight to Shijiazhuang, and then start to separate points."

Li Hongyi gave an example to I black horse.

Similarly, as a platform for electricity providers, the choice of red children is not much.

"Four links and one reach" can not meet the needs of the big electricity supplier business; Shun Feng simply does not do it; it feels that the business volume is too small; the floor matching companies that cooperate with Dangdang sell mostly audio-visual and Book products, while the red children sell the products of mother and infant, and the distribution service is very demanding.

In this case, red children began to build their own logistics.

"When I went there, the logistics scale was still very small."

In June 2004, the red boy was founded, and the office was located near the Central Television Tower complex. There were only 500 square meters, of which 180 square meters were warehouses.

There are only 6 distribution workers. When they are busy, several founders will also deliver the goods.

In two years, Li Hongyi helped raise the logistics of red children.

Take Beijing base camp as an example. By 2007, red children had 10 distribution points, 200 distribution teams, and the company's warehouse expansion to 6000 square meters, 30 times more than two years ago.

Li Hongyi told I black horse that the logistics of red children is slightly different from that of excellence and Amazon.

"80% of its sales come from catalog marketing (by telephone, direct mail, SMS, e-mail), and only 20% comes from the Internet.

The difference between these two is very great. Directory marketing is related to advertising, and the volume of business is larger.

Its SKU is only a few, only 7000-8000, and it's regional suppliers, all local suppliers, who are able to make stock in advance.

In fact, Li Hongyi's full-time logistics period was very short, then he turned to branch office and acquisition branch company.

In 2006, he was the general manager of red children in Shanghai. During the period, he led many mergers and acquisitions. Now, in retrospect, he was proud: "at least I built 4 branches, Shanghai was bought, and Suzhou, Wuxi and Shenyang were built by myself."

Founded as Feng Da for landing distribution

In 2007, three years ago, the red child was the leader in the field of B2C.

It may be a coincidence that just now, Chen's former boss, former executive vice president of excellent network, invited him to come back to join us as a guest.

Without entanglements, Li Hongyi accepted the invitation: to join all customers and take charge of the logistics department.

Compared with 2005, the distribution environment in China has changed.

"Basically monopoly, there are 1-2 cities in every province, and the electricity providers cover this area, so they have to find them."

But the problem is that such companies only take orders to send A to B, without personalized service.

And customers sell shirts, there are many special requirements, such as try on, return, refund.

So in 2008, Li Hongyi started from scratch, and founded the last mile distribution company.

"This is a new industry. I start from scratch to rent offices and recruit people.

Initially, there were only a few employees and the start-up fund was 100 thousand yuan.

Li Hongyi recalled to I black horse that the original intention of Feng Da was to find out a set of distribution mode suitable for everyone, and then popularize it nationwide.

In the process of exploration, such as wind to pay a lot of costs, for example, in 2009, all customers launched trial service.

"Customers try it on, every guest is subsidized 2 yuan per unit, but too much is that some customers try it out for 2-3 hours at home and buy a bunch of things, so the distributor is foolish to stand outside."

Li Hongyi said.

In the same year, all customers also launched 30 days free return.

"We didn't dare to do it at the beginning, worried that the user would return the goods in two days."

To Li Hongyi's rejoicing, the proportion of these "bad" customers is very small.

These personalized services became the standard service of many landing companies.

Feng Feng also left a brand on it: a logistics distribution company with internet gene.

From the beginning of its establishment, Feng Da has explode.

In 2008, there were only 5 outlets and less than 50 people.

By 2010, there were 23 cities and 1260 employees.

However, the crazy expansion also brings hidden trouble to the wind.

In 2011, the growth rate of all passengers declined completely, which was far from the target of 10 billion yuan. According to the insider, the sales volume of I was 3 billion 500 million yuan.

"Our team has 4000-5000 people, the electricity business is fluctuating, for example, today's 600 thousand orders, next week will be 10 tens of thousands of single, fluctuate very large, I have to make up this."

Li Hongyi told I the dark horse, the surplus logistics capacity let him have to go to the list.

In 2011, CITIC, Pudong development, China Merchants Bank, Xiaomi, China Mobile and other large companies became customers.

Why are these traditional big companies becoming customers like wind? "China Merchants Bank was connected with all customers when they talked about their joint cards. When they came to a deputy general, they asked if your logistics services could be external. We hit it off.

In 2011, we were catching up with Lei Jun as a millet mobile phone. Their initial 100% mobile distribution business was made by us.

But one thing must be circumvent.

"We belong to all customers' subsidiaries, and the electricity supplier business is not allowed."

Such as wind business volume is still not full, had to shrink.

In August 2012, as the wind distribution station was abolished from 26 cities to 6, the number of layoffs was 1000.

In 2013, the parent company customer was also in deep trouble: "chasing the debt gate", laying off 20%.

In order to save money, the founder of van guest moved his office from East Third Ring to Yizhuang to cut down the operation cost.

In February of this year, all customers were invested by Lei Jun's $100 million investment.

However, customers can no longer afford a logistics team of 4000 people.

Li Hongyi said that in fact, since the beginning of this year, customers are no longer the biggest customers like Feng Da.

In June this year, all customers will be sold to Tianhua Huayu.

Afterwards, I recalled to the media: "this is a good way to get the best of the wind.

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　　脫離凡客電商母體 依靠個性化生存