新版顺丰战略管理案例分析(英文)-新版-精选.pdf

ShunFeng Express

SFExpress which was established in 1993, headquartered in Shenzhen, is a company mainly engaged in domestic and international express delivery and related business services. Now it has become the second largest express company just after EMS.

Mission

Positive:Rapid expansion and progress of the business

Innovative:Continuous innovation and improvement of service Pragmatic:maintenance of a steady improvement

Energetic: To create a quick and cordial experience

Vision

To provide staff with a satisfied and proud work

Fast, safe and accurate transfer of customer trust

Be the leading company of the express section

Take more social responsibilities

Core value

Respect Unite Earnest Dedicated

Strategies are the decisions and actions that determine the long-run performance of an organization.

Why is Strategic Management Important

First of all, it results in higher organizational performance

In 1993, 22-year-old Wang Wei set up SFExpress in Shunde, with only six people. Bing sensitive to crisis, without innovation or change in 3 months, he will feel to be in danger. With a series of strategic management, SF managed to got over problems concealed behind the express industry and find its way and reach a new height,. In 2011, the company's sales reached 15 billion, at an average annual growth rate of 50%. Today more than 150,000 employees are servicing the company.

s success. These figures are the most powerful evident of SFExpress’

Second, it results in higher organizational performance

Compared with STO. YTO., SF owns its designed price system in accordance with peculiar customers. SF has a clear cognition of its product position, thus SF never lost its way in the fierce competition. Instead of blind expansion, SF insists on its strategy---first be a regional express company, and patiently wait to expand when the time is ripe. Known as the "last mile", door-to-door delivery service has been the problem lingering the express industry for a long time. Major express delivery giants are considering how to defeat others in the "last mile" competition. As for SF, they chose to cooperate with convenience stores to extend the industrial chain. So far, SF has already cooperate with more than 4900 stores, including 7-11,the whole family, OK convenience store, providing 24-hour pickup service, which satisfy customers need and win

their trust. what’s more, save a lot of manpower and resources. and achieve considerable performance

’s Recently, SF released a new economic product----4 day launch pieces. It a great trial adapting to the changing environment.

Last, It coordinates diverse organizational units, helping them focus on organizational goals

any exaggeration to say that “3 trillion yuan cannot build a There isn’ｔ

second SF.” As the largest private express delivery company, SF always keeps a low profile. Back to the days when SF was first found, in order to save costs, improve speed, many branches were operated by cooperation and agent. This rapid expansion led SF to the risk of losing control. At the momentous moment, Wang Wei made a strategic decision, put franchise to an end and begin a mode of retail. Without the change, SF today’s success c an never be achieved. Nowadays, if you see a courier in neat uniforms, servicing for the customers with a warm smile, they are very likely to be SF’s employees. Ma Yun once showed his admiration to Wang Wei for his great management of 15 billion employees. That’s true, as you can see, one of SF’s mission is to provide a satisfactory job for the staff.

It is very much involved in the managerial decision-making process.