Cui Weixing： Debon must be on the front line, otherwise it will die
[Truck Home, Logistics] Now, the logistics industry is experiencing structural and cyclical double changes. As the saying goes, it is difficult for a big ship to turn around and easy for a small boat to counterattack. Overtaking and falling behind are completed in an instant.
Debon, as a benchmark in the logistics industry, faces major changes in the external environmentLead the enterprise to make major strategic changes, break free from the old development model, and embark on a new development path?
At the Yunlian Summit, Debon CEO Cui Weixing gave a brief answer on the current development status of Debon and future priorities. (The following is the transcript of the conversation between Chu Fanghong and Debon Cui Weixing at the Yunlian Summit)
Q: Debon reported a loss in the first quarter4905Million (financial data:-49,053,883.31) What is the reason?
(Source: Debon Quarter 1)
Q: After the listing of Debon, the market value has been around 20 billion, is it underestimated?
Q: Now the survival of second-tier express delivery companies is very difficult and is facing the danger of being squeezed out of the market. Why is Debon still so determined to do express delivery? Can you judge whether Debon Express has the opportunity to attack the front line?
Q: Is the goal of Debon Express the first-line camp of express delivery?
Q: Why is Debon not called Debon Logistics now, but it should be emphasized that it is Debon Express?
Q: Do you think companies have genes? Will genes constrain the transformation and development of enterprises?
Q: Debon Express has now invested in more than a dozen companies such as Fuyou Truck. What is the investment logic of Debon Express? What kind of companies are favored by Debon Express?
Q: Debon Express spent 30 million to learn Huawei, why spend 30 million? What is it like to learn Huawei?
Q: What do you think is wrong with Debon? What do you think is more appropriate?
Question:There have been four waves of departures from Debon, one in 2013, one in 2015, one in 2015, one in 2017, one in 2017 in SF Express and JD.com, and one in 2019 in Cainiao.
How does Mr. Cui view the four waves of brain drain from Debon Express?
Q: Now Debon Express is a CEO system, and Mr. Cui is only the chairperson. Does this mean the decentralization you just mentioned? Or is there something more important?
The host asked a sharp question, and Mr. Cui’s answer was also frequently exposed to golden sentences. During the session raised at the scene, some people also raised alternative questions:
I have just been asking Debon how to learn from Huawei, and I also mentioned that Huawei is also learning from SF Express and Haidilao. Mr. Cui, if you let SF Express learn from Debon Express, what do you think it should learn?
Q: Yunda has been benchmarking Zhongtong, and Zhongtong has also developed a lot. Who is the benchmarking company of Debon?
Each era of change is extremely dangerous for the original leaders. It is difficult for big ships to turn around and easy for small boats to counterattack. Overtaking and falling behind are completed in an instant, and the position of princes is unpredictable.
To borrow a phrase from industry experts:
"The higher the status, the greater the responsibility. The risk of innovation and transformation is like changing in the air, dangerous and urgent. If you don’t have an insight into the market, how can you dare to take such a risk? Losing big and winning big is not a kind of courage." (Text/Gao Li Min)