Epidemic Prevention, Rehabilitation, Sprint IPO: Three Line "War Epidemic" Of Good Shop

During the Spring Festival of 2020, the national and global vision focused on Wuhan because of the outbreak of the new crown pneumonia. Since the closure of the city in January 23rd, traffic in Wuhan has been shut down, shops are closed, and people are not going out. However, a company has chosen to go retrograde, not only fighting against the epidemic line, eliminating all difficulties and returning to work ahead of schedule, but also listing on the original plan.

In February 12th, the Wuhan based good shop launched the purchase of new shares, issuing a price of 11.9 yuan / share, raising 488 million yuan. The 55% business, which relies on offline outlets and 40% stores in Hubei, is undoubtedly the direct victim of this crisis. But it is stubbornly stepping out of a road of self rescue.

"The epidemic will not affect long-term development, and the company will steadily push ahead with its opening up plan." Yang Hongchun, chairman of the good shop, stressed in the roadshow that the cash flow of good products is good and well stocked, so that the business objectives of 2020 and 2021 will not be lowered.

Three line operation

According to the rhythm of production and vacation of the upstream suppliers, the good products shop will be stocked in advance for other products other than short warranty products after the Spring Festival festival. This year is the same. From the 5 days before the thirty holiday, the good shop has completed the preparation before the Spring Festival.

With the increasing number of infected viruses, Yang Hongchun vaguely realized risks and variables, and set up a good product shop epidemic prevention and control group in January 20th. The team members include the administrative center, brand center, store business department, human resource center, public affairs department and public relations department. On that day, Ma Teng, head of the administration department, was the leader of the epidemic prevention and control group.

"At the beginning, our core work was to start disinfection work for the good building, aiming at the safety measures of the headquarters office buildings and stores. The body temperature of the entry and exit staff was measured, and the mask, disinfectant and hand washing liquid were provided for the store, and the first time was served." Ma Teng recalled that at the time, emergency supplies such as masks had begun to show signs of shortage. In addition to the procurement department, the group launched various branches to look for emergency supplies.

On the morning of January 21st, the IPO project group held the last project meeting. In January 10th, the SFC approved the IPO approval of the company, which means that the listing of good products has entered the countdown stage. The three founders of the company, as well as the heads of various business departments such as stores, electricity providers, attended the meeting and listened to the guidance of securities dealers.

But half of the meeting, Zhu Yuting, the head of the center for human resources, ran in to ask Yang Hongchun, chairman of the board, to purchase masks and disinfectants for shop assistants. "If the epidemic worsens, it will affect all the business actions of the good shops." At the end of the meeting, it was agreed that the IPO work of the good shop must start PLAN B: streamline the process and take online activities as the main program.

Over the next two days, heads of departments will discuss the possible impact of the epidemic day and night and plan for countermeasures. In January 23rd, on the eve of new year's Eve, Wuhan officially sealed the city. At half past nine on the thirty day of the 24 day of the lunar new year, President Yang Yinfen summoned the core executive team to open a conference call, and finally reached a resolution of "three line operations": to ensure the staff's safety under the premise of solving the food supply of medical staff in Wuhan, eliminate staff panic, operate from offline to online, adjust the store business as soon as possible, and steadily push forward the work of IPO group.

"Not only snacks, but spiritual comfort".

In January 26th, with the intensification of the epidemic and the chain reaction brought by the closure of Wuhan, there was a shortage of goods in major hospitals in Wuhan. The good shop decided to adjust the way of donation, transfer people's goods and send 5 million yuan food to the epidemic prevention line.

On the same day, Yang Yinfen, President of the good shop, issued a letter to all employees through a nail to the staff, introducing the current epidemic situation, the company's action against epidemic prevention, and some planning of the following companies.

"I do not know how long the closed control of the relevant cities in Wuhan or the whole country will last, but retail business is the best way to reduce the panic of the public in society, as a basic function of the society, to ensure that the food supply is adequate." Yang Yinfen mentioned in his letter.

In the morning of January 26th, Jiang Shujun, the logistics director who was still on vacation, suddenly received the task to send a batch of donated materials to Wuhan No.1 Hospital, Wuhan Zhongnan Hospital and Fire God Mountain hospital three places. "We started the holiday in thirty, and most of the logistics workers returned to their homes before twenty-nine years ago, only to mobilize people from the surrounding areas of Wuhan." Jiang Shujun told the twenty-first Century economic report.

On the first day, only a few people arrived and the manpower was seriously inadequate. And finding a car is also a problem. Because of the traffic control in the city of Wuhan after the closure of the city, many communities are also in a state of blockade, and trucks are hard to find. Finally, Jiang Shujun contacted for a long time to find a couple of truck drivers who used to work together to get a line of help.

Jiang Shujun remembered giving a donation to the fire god hill hospital. The 9 meter cart was loaded from 3 p.m. until 2 o'clock in the morning. Moreover, many shops were shut down during the closure of the city, and the convoy ate only a few steamed bread for a day.

But what makes Jiang Shujun most headaches is not the huge workload every day, but the worries of employees. "Some people feel that they are not safe and afraid of infection in hospitals. I say we all have masks and protective clothing. What we are giving is not only snacks but also spiritual comfort."

Good shop has turned the No. 1 warehouse in Wuhan into a "military food station" for epidemic prevention. As of February 19th, about 5600000 or more than 20 thousand boxes of food were sent to more than 50 hospitals and anti epidemic headquarters in Hubei.

From offline to online

In fact, as a snack enterprise with 2300 stores and more than 1200 SKU in the whole country, how to protect the normal operation of stores, electricity suppliers, customer service and logistics under the epidemic situation is a test for every good person.

In January 24th, based on the development of the epidemic situation, the good shop decided to shut down more than 800 stores in Hubei Province during the first year of the Lunar New Year and the sixth day of the lunar new year. This is undoubtedly a major decision, because good 55% business is contributed by offline stores. The more than 1400 stores normally open in other provinces face the challenge of a sharp drop in passenger flow under the influence of the epidemic.

For this reason, the good shop launched the PLAN B, which was previously proposed, shifted the focus of the store's business to the online industry. On the one hand, the store closely communicated with several large takeaway platforms, such as the US group and the hungry, and increased the proportion of takeaway business. On the other hand, it explored contactless distribution.

After the 90s, Da Da is a member of the good product anchors team. The Wuhan people, looking at all these things happening around them, hope that they can make some effort to bring positive energy to the local community and the people around them. So she took the initiative to apply to the company ahead of schedule. No lights, no professional equipment, and no gorgeous studio, Da Da used his cell phone and self timer pole to broadcast live in his home.

"Our team originally had 20 people, but because of the closure of the city, many people could not come back, so that only qualified colleagues could participate as much as possible." In February 1st, Da Da took the lead in live broadcasting. Unlike in the past, the Da dada did not recommend anything, instead of reporting to fans about Wuhan epidemic, science popularization and epidemic prevention, and appeasing the panic of fans.

This special experience has also made Da Da reconsider the value of his work. "Originally, I could bring some changes to the surroundings and feel the responsibility is great." Da Da told reporters that many fans would be afraid of the initial live broadcast. They thought that even Wuhan's products had virus. But after more than 20 days of popular science education, only a few people have similar ideas now. As the epidemic became clearer, the local workers resumed their work, and the live broadcast of the good products slowly resumed the function of carrying goods. Now they are broadcast four times a day.

The shift of the center of gravity also greatly increases the pressure of customer service posts. Zhang Lingting, who was previously in Guangzhou, originally scheduled for the Spring Festival on January 28th. However, on the day of the outbreak of the 23 day, the duty colleagues could not go to the office and had no computers in the home. The 10 shops of the 100 shop Suning group failed to handle the work on that day. If the 24 day is still not processed, it will be stored at the risk of overtime complaints and third party platform backstage automatic refund. When the group leader contacted her on this critical incident, Zhang Lingting decided to "go retrograde" and return to Wuhan overnight.

On the 24 day, Zhang Lingting was on line and worked overtime for 571 odd orders. During the 7 consecutive days of the Spring Festival, the 4 stores in Jiangsu Province handled 1990 odd orders in the background.

As of February 19th, the customer service team of Zhang Lingting was only half the rate of the customer service team, and was responsible for the customer service work of the 30-40 platforms every day.

Difficulties in manpower and logistics

Manpower and logistics remain the two major obstacles to the enterprises in the epidemic area, especially in Hubei.

Jiang Shujun told reporters that from February 10th, the epidemic area began to resume production and resumption of production, stores needed goods, and goods on line, but the restrictions on freight cars in Hubei province were still very tight. Many villages and towns were reluctant to let it go. Before that, there was a rumor that Hubei vehicles from high speed had to be controlled.

"We have an employee in Xiaogan. Although he has done all his papers, there are no transportation facilities. We can only walk to Wuhan. We left this morning at 5 a.m., we sent a car to Wuhan to pick him up, but we had to walk 20 kilometers for hours." Jiang Shujun said.

It is not only manpower constraints, but also logistics does not know when to recover. Live dada told reporters that before the peak time, one day after the broadcast can bring 2 million goods, but now because of traffic control in Hubei Province, can not send express, she will recommend fans to take the third party takeaway platform, to pick up the nearby good stores, and then no contact delivery, the volume is far from the level of recovery.

It is understood that the good storage network has two pieces, which supply offline stores and electric providers respectively. In view of the current epidemic traffic control in Hubei Province, the good shop has adjusted the distribution routes of the national stores during the Spring Festival: the southwest warehouse has covered the distribution of goods in the stores of Yunnan, Guizhou, Sichuan, Shaanxi and Henan. The Southern China warehouse is responsible for the distribution of goods in the stores in Jiangsu, Zhejiang, Shanghai, Hunan and Jiangxi. The operation time of each warehouse is carried out according to the requirements of the local government. Under the premise of ensuring safety, the local government coordination is open.

The distribution of electricity suppliers in 11 provinces and cities in China has been resumed since February 3rd. During the Spring Festival, the focus of good business platform is to transfer the cargo from each warehouse to platform warehouse. Now, consumers can buy good shops at Tmall supermarkets and Jingdong supermarkets, except for those outside Hubei.

"Before we prepared 200 thousand masks, donated a number of them to go out, the rest were mainly used for the logistics staff of the stores, and now basically used more than a half, and the headquarters of the day after tomorrow will have 750 thermometer guns, which will be distributed to stores at that time." Ma Teng told reporters.

As of February 19th, a total of 6 stores have resumed operations, 2012 stores opened, and functional departments were working on home lines. "Employee safety is definitely the first and most important thing," said the head of the shop, and the data on the opening of the store are also changing, adjusting and changing according to the epidemic situation and local policies at any time. At the moment, everything is getting better and better.

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