Huarun Tens Of Thousands Of Employees Are Protesting About Where To Go In The Future.

The past can not be recalled, only in October 2014 to December, Huarun thousands of families because of internal management confusion, many times "headlines".

First, the media exposure, a supermarket security in the dispute with customers, but from the clothes out of the knife to stab the customer; after a month later, Huarun Wanjia Northwest District procurement department assistant Li Yan because of arrears of hundreds of millions of arrears of money can not be paid to bring the family cliff jumping.

According to media reports, Li Yan made use of his duties to provide funds for outsiders to jointly seek the interests of the company.

Then, in December, the media revealed that there were 300 million yuan of logistics charges that Huarun had not been bidding according to the regulations. It was strange that such a large amount of project did not bid according to the regulations, but the staff concerned could leave normally.

Despite media inquiries, Huarun Wan also said that it would be hard to track down, but in the end it was still thundering and heavy rain.

This year's "3. 15" media exposure "fake Moutai" incident, it is Huarun's three thousand years of the family's long-standing problem, three years can not find the true and false wine, the media questioned the truth of the matter, can not produce the purchase documents, but repeatedly stressed that Huarun's purchase channels are authentic.

This reminds me of a popular saying: whether you believe it or not, I believe it anyway.

The first sentence of Huarun's chief executive, Hong Jie, is to make the most trusted retail brand.

Is the Huarun brand still the brand that people believe in? Is there any trustworthy management? What kind of management can allow employees to take the knife to work? What kind of management allows the hundreds of millions of dollars involved in the case? This retailer, who has annual sales of 100 billion yuan, has been refreshing people's recognition of all kinds of sensational events.

Never had such an enormous age, and never had such a mess in an era.

From June to August this year, Huarun has always been caught in the plagued by employees and protests.

From Chongqing to Guangdong, the staff rushed to the Huarun headquarters at 27 Huarun Bay, where the content of the banner was always a matter of ignoring employees' rights and interests.

The downward trend of the economy, the retail industry encountered the impact of the electricity supplier, employees gathered to protest, these did not cause Huarun tens of thousands of faces, instead, after the staff gathered and protested, issued a "long time micro-blog" when we are self strengthening with a tough attitude. This is summed up as the staff for personal gain.

The marriage between Huarun and TESCO, the first case of Chinese retail mergers and acquisitions, has long been rift.

First of all, 80% of the executives left, and then TESCO gathered at the grass-roots level to protest. At the moment, what do you think of Huarun Wanjia CEO Hong Jie, who speaks global wisdom and strong local experience?

After joining TESCO, under the pressure of huge operation,

Still spend a lot of money to replace the brand LOGO, the original sunflower turned to the six corner star.

To know that a brand's reputation and popularity need time to precipitate and operate, the original sunflower LOGO has been with Huarun million for 30 years.

Nowadays, Huarun has not invested in the new brand because of the cost problem, thus presenting the coexistence of three brands of sunflower, six corner star and TESCO.

This is in the whole.

History is also unique.

As for the road of electricity supplier, Huarun Wanjia is also bumpy.

In 2004, the words of Wanjia Moore had not yet dropped, and they had left the stage.

Today, E has been launched again, but its interface and logistics capabilities also encounter Tucao.

According to statistics, in 2014, ten supermarkets opened 136 stores and closed 35 stores.

Among them, Huarun 10000 opened 47 stores throughout the year, and closed 3 stores.

Newly opened 1 stores, closing 6 stores, the number of Huarun Wanjia customs stores in the forefront of the supermarket format.

After the Ning Gao Ning period, Huarun Wanjia had entered a period of rapid growth of ten years.

Under the leadership of Song Lin, the former chairman of Huarun group, Huarun has opened ten years of capital acquisition.

Through capital operation and rapid acquisition, the original competitors of the home world, Su Guo, Hong Ke Long and the world's third largest retailer TESCO were included.

These acquisitions have enabled Huarun to own 4127 stores and become the largest retailer in China.

With the channels and money, Huarun's future development should be sunny.

But ten years later, in Song Lin's imprisonment, Huarun million tasted the bitter fruit of "indigestion" and management confusion, and pushed themselves into the draught of public opinion.