Bian Xuedao has used "Shunfeng", and he also knows Wang Weiran, the founder and CEO of "Shunfeng".

In his previous life, Bian Xuedao read two reports about Wang Weiran, and those two reports left a deep impression on him.

Two reports, yes, two, he remembers very clearly.

Because at that time, he searched the Internet and only found two reports about Wang Weiran.

In Bian Xuedao's heart, Wang Weiran is a "real cow"!

Wang Weiran Niu in four places:

First, Wang Weiran is self-made.

Although Bian Xuedao is also self-made, the difference between those who open plug-ins and those who don't open plug-ins is big.

Second, Wang Weiran is so low-key that it is "outrageous".

"Shunfeng" has always been a mystery in the logistics industry, and its founder Wang Weiran is also a mystery.

In his previous life, he had been in business for nearly 20 years, and before 2011, Wang Weiran had never been interviewed by any media, he was completely insulated from the media, and it was even difficult to find two photos of Wang Weiran on the Internet.

To achieve the position of "leading boss" in a field, it is too rare for Wang Weiran, who is at the helm, to be low-key like this.

Third, Wang Weiran is determined.

A number of international express delivery giants approached Wang Weiran and wanted to buy his "tailwind" at a premium, but he refused. N PE and VC tried their best to inject capital into the "tailwind", but Wang Weiran refused. Wang Weiran has always sternly rejected any acquisition attempt, and insisted on not "selling himself" no matter how difficult he was.

Fourth, Wang Weiran is outstanding.

Wu Sijie once mentioned a term to Bian Xuedao - big business disease.

The so-called large enterprise disease usually refers to when the total number of employees of an enterprise exceeds one index, it will inevitably derive problems such as bloated institutions, multiple leaders, brain drain, and lack of cohesion.

Wu Sijie's "index of the number of employees with diseases in large enterprises" listed by Wu Sijie is 20,000. In fact, when a company has more than 10,000 employees, it will start to struggle with management.

Speaking of which, the core is that for managers, 20,000 employees is a hurdle.

Youdao Group, which learns from the road, has a long way to go from 20,000 employees.

But what about Wang Weiran?

Huo Dongfeng, who was born as an investment manager, was once exposed to information about "Shunfeng", which showed that by the end of 2007, the number of employees of "Shunfeng" had exceeded 60,000.

60,000 !!

To be able to manage 60,000 people, so that the 60,000 grassroots employees scattered across the country can have a sense of belonging and recognize the company, how careful management system is required?

How strong does this require a corporate culture?

What kind of "hard-working" boss does this require?

………………

The "tailwind" disaster was not a one-way trip, which sounded the alarm bell for Bian Xuedao, and he immediately asked the group office and the strategic development department to pay close attention to the development of the situation.

The purpose of Bian Xuedao is to let the office monitor the crisis response measures in the "tailwind" aspect, analyze and report, summarize internally, and keep it for later use.

He is well aware that the work of crisis management must be done in advance.

The crisis management team must be formed in advance and be ready for it.

Otherwise, when there is a serious crisis, it will be too late to do anything. Therefore, it is important to prepare various crisis plans and response drills in advance in case of emergency.

………………

Three days later, a stack of materials was delivered to Bian Xuedao's desk.

After reading the analysis materials jointly sent by the office and the strategic development department, Bian Xuedao decided to hold a group management meeting to study and discuss, summarize the troubles of others, and achieve his own growth.

Following.

The management of Youdao Group, who is in China, all flew to Yanjing.

In the conference room of the branch, Bian Xuedao led the management to hold a special meeting - the "Shunfeng" crisis management summary meeting.

The meeting was chaired by Fu Caining, because she, the secretary of the board of directors, usually holds the position of the strategic development department.

At 2 p.m., the meeting began.

Fu Caining turned on the projector and used PPT to analyze and explain the crisis management of "Shunfeng" this time.

Today, Fu Caining wore a pair of white pants, a blue and white porcelain pattern shirt on his upper body, and his hair was still short, looking particularly professional and capable.

Fu Caining's first sentence was - "Shunfeng's response this time is a successful crisis management case. ”

At this time, Bian Xuedao suddenly spoke: "Cai Ning, you say be more detailed, and tell me the specific coping steps of Shunfeng, so that everyone can feel their handling ideas." Although we are not in logistics, there are many things that can be learned. ”

Fu Caining listened, clicked the mouse a few times, and said: "Shunfeng was exposed to violent sorting at the 315 party, and on March 16, Shunfeng only issued a brief statement on the company's official website, and it is obvious that Shunfeng does not buy the account of the 315 party." ”

In stark contrast to the response to the 315 exposure, in the early morning of March 17, a fire broke out in the Shunfeng transit warehouse in Hucheng City, Zhonghu Province, and the first wave of Shunfeng Company's response measures were all in place within 6 hours. ”

6 hours ......

The management, sitting in the conference room, began to talk in a whisper.

Fu Caining continued: "The first wave of response measures I mentioned include the following steps: 1. Shunfeng Zhonghu District reported the accident to the Shunfeng headquarters as soon as possible, and the district management personnel rushed to the fire scene within 20 minutes and quickly organized the employees on the scene to rescue the customer's property that had not been affected. 2. In order to deal with this serious accident, Shunfeng headquarters quickly set up an emergency leading group, headed by the president of the operation headquarters, with the planning director, customer service director, operation director, and administrative director as team members, and the team was led by the vice president of the group on the 17th and rushed to Zhonghu Province. 3. Shunfeng quickly reported the matter to the State Post Administration for the record, and at the same time, the general manager of Zhonghu District reported the situation to the Zhonghu Provincial Post Bureau. 4. Quickly start a standby site in Tianhe to ensure the normal operation of the company. All of this, for a total of 6 hours. ”

There was only the sound of breathing in the room.

Ding Kedong said: "Judging from the speed of response, a good emergency mechanism must have been established in advance of Shunfeng. ”

Tang Zhuo thought for a while and said: "Compared with those companies that are at a loss or even collapsed when they encounter a crisis, Shunfeng can quickly activate the crisis response mechanism, which should have been trained and drilled in crisis management before. ”

After waiting for a few seconds, seeing that no one was speaking, Bian Xuedao looked at Fu Caining and said, "You continue." ”

Fu Caining said: "At 8 a.m. on the day of the fire on the 17th, the call centers in various parts of Shunfeng Tongguò began to call the affected senders and recipients to explain the situation and do a good job of explaining the work. Let me explain that the reason why the time was chosen at 8 o'clock is to take into account the customer's work and rest time. ”

"In anticipation of the possibility that there may be a large number of consultation calls in the Nakako area, in order to avoid waiting for customers and avoid misunderstandings, Shunfeng promptly switched to call centers in other regions to support Nakako and accept customer inquiries. ”

In addition, Zhonghu District has set up a special office to receive customers who come to Shunfeng in person, and the general manager communicates with customers, gives detailed explanations, and patiently comforts a very small number of excited customers. ”

Third, in order to avoid misunderstanding consumers with various uncertain information circulating on the Internet, the customer service department has carried out timely follow-up and explanation, striving to minimize unnecessary negative impacts. ”

Fourth, in order to alleviate the doubts of our customers, on the 18th, Shunfeng notified the truth of the incident to authoritative media such as Zhonghu Daily, and affirmed to consumers that the accident was caused by a third party with the help of various media, and Shunfeng, like our customers, was also an objective fact that the victims of the fire. At the same time, Shunfeng showed a posture of not blaming the source of the accident and proposed a compensation plan several times the national standard. ”

Fu Caining introduced in a "stripped away" manner, leaning back on the chair while learning, gently tapping the desktop with the fingers of his right hand, and looking at the expressions of everyone present one by one.

Fu Caining is still explaining: "Fifth, in the face of the depressed employees of Zhonghu Company, President Wang Weiran issued a letter to colleagues participating in disaster relief work in Zhonghu District on the 19th. In the "Letter to Colleagues", Wang Weiran informed the employees of the company's losses caused by the accident (preliminary estimate), and said that all grassroots employees who participated in the disaster relief would be rewarded at the rate of 50% of the monthly salary, encouraging employees to work together to overcome the difficulties. ”

Pretty!

Perfect!

Thinking clearly!

Exhaustive!

Regarding the crisis management of "Shunfeng", the management of Youdao Group present flashed the above series of evaluations in their minds.

Bian Xuedao put his hand on the table and said, "I believe everyone has heard what Cai Ning said. After the fire, Shunfeng set up a crisis accident handling team at the first time, made a commitment to compensate the customers who suffered losses in a timely manner, comforted the internal employees in a timely manner, reported the accident to the relevant competent departments in a timely manner, communicated with the media in a timely manner, and guided public opinion on the Internet in a timely manner. ”

"Because of these five timely and appropriate handling of the crisis, which has won widespread sympathy from the public and public opinion, the business in Shunfeng Zhonghu Province has not been affected by the fire, and the business volume has basically remained flat. Many customers who have suffered losses also expressed their understanding of Shunfeng's situation, willing to wait patiently, and believe that Shunfeng is a socially responsible company. ”

After saying this, Bian Xuedao looked at Vice President Wu Sijie.

Wu Sijie cleared his throat and said, "Shunfeng's crisis management has provided a lot of things for Youdao to learn from. First of all, in the face of a crisis, the management of the enterprise must remain calm and calm to ensure that they do not mess up. ”

"Secondly, it is necessary to reflect speed. After the crisis occurs, enterprises must respond quickly, and have their own voices or statements within the 'golden 24 hours' after the crisis occurs, otherwise all kinds of speculation and rumors may drown out the enterprises. ”

"Third, enterprises should treat the crisis with a frank attitude, and there can be no attempt to conceal, cover up and pass the buck, otherwise once it is exposed, the enterprise will be crowned with the title of insincerity and dishonesty, so it will be difficult for the enterprise to get out of the crisis. ”

"Fourth, it is necessary to reflect the sense of social responsibility of the enterprise, to deal with crisis affairs in a positive and responsible manner, to apologize to those who should be apologized, and to compensate those who should be compensated. ”

"If all of the above can be done, the next step is how companies are responding to the crisis, what they have taken and will take to deal with the crisis, and it is important to say it clearly and give the public a 'future expectation'. ”

Speaking of this, Wu Sijie paused and continued: "I have established a group to organize crisis management knowledge training, set up a crisis management team, and conduct crisis response drills from time to time to effectively improve the company's crisis management level. ”

After the meeting, Fu Caining, who had visited the branch, sent a text message to Bian Xuedao, asking him to take her to the Beijing Club, which she said had been famous for a long time.

Fu Caining, who is the same as his right-hand man, made such a small request, and of course Bian Xuedao would not refuse.

At 5:10 p.m., the two walked out of the building.

At first glance, I saw Meng Jingyao leaning next to the red Ferrari car and holding a handful of red roses.