1. Where did the money go?——The financial difficulties

　　Falling before dawn is the most tragic scene for many investments. Why are so many people suffering from serious funding bottlenecks? There are generally the following situations:

　　The first is that the investment threshold is high, and the investment estimate is wrong. Copying the industrial model of "heavy assets and light flow", it is thought that the initial investment should be focused on warehouse construction and equipment purchases, and a small amount of working capital can operate. The result is far from the case. For example: the investment and construction of a standardized warehouse has been 2,300 yuan/square meter, with a platform of 10,000 as the standard, and the investment amount of 20 million is used, not including the land cost; if one refrigerated truck is invested, the standard of 4.2M in-city distribution is used, and the chassis + Compartment + cooler, nearly 200,000 investment. Therefore, in the field, the entry of a state-owned enterprise and foreign-funded enterprises in the hundreds of millions is a drizzle. For traditional private enterprises, his development is quickly constrained by the bottleneck of funds. In China's top 100 enterprises, the receivable business share can take up 1% of the market. not enough. It is rare that a single pure third-party enterprise has an annual turnover of more than 200 million yuan.

　　Quite simply, the cyclicality of enterprises is very strong, the cost is also high, and the turnover rate of working capital is obviously slow, which alone will inevitably lead to a large amount of working capital. Such as warehousing type has a relatively short cycle in the modern industry, but it still requires a 3-month turnaround time. And it must be noted that in this cycle, operation + account period + reconciliation + invoicing + settlement, but his warehousing products customers have obvious off-peak seasons, and the annual warehousing volume is as high as 1:3. Operating income is highly volatile. You can choose some: frozen food (missing + Sanquan + hot pot ingredients) + ice products (ice cream).

　　In the second case, the investment cycle is estimated to be short. Although the investment payback period is clear in theory, the influence of various factors in reality often leads to serious deviations from investment expectations, and the return period is delayed.

　　It is said that the net profit of the best companies is less than 7% annualized, and that of cold chain transportation companies is less than 3%. But for financial companies, what is this? The company is basically a contract customer type. The contract system is 1 year. The basic financial calculation of the return on investment is based on 3-8 years. During the process, customers may be lost at any time. The annual low and peak seasons, and operational efficiency, such as: cold chain vehicle investment, the first few days of investment. Years, maintenance costs are low, customer stickiness is high, all are new cars, and gross profit is acceptable, but then due to contract expiration, peer competition, brain drain, and customer business changes, the most important thing is to start all over again, not only heavy losses, And the cycle is seriously elongated. Not only is the risk high, it's actually normalized.

　　In the third case, the difficulty of financing is considered light. The land used for industry is state-owned land, and once the right to use is obtained, it can be mortgaged; industrial plants, products, machinery, etc. can also be mortgaged, so there are still many ways to alleviate the dilemma of working capital. But business is different.

　　Financing in the cold chain logistics industry is very difficult. In terms of policy, it is for the development of agriculture and food safety. In the Agricultural Development Bank, the conditions are very strict and the scope is small. In the period of customer business expansion, some policy obstacles in disposing of old asset investment, resource allocation (distribution of vehicles to the operating site), and when financing is required, in the asset market, it is basically difficult to evaluate your assets, land ownership , the vehicle is not real property, the operating income is single, some only rely on usury loans, profit sharing to save the emergency, it is a way of drinking poison to quench thirst, only the heavy interest will crush the enterprise, but there is no way, how can this last for a long time? I encountered Some of the business operators of the company, speaking of the security deposit, are investing in warehousing, and there is a shortage of funds when the customer's account is delayed in payment.

　　In the fourth case, when the interest chain is multi-layered, the trust system, the contract period, and standardization are not in line with risk management and control, the capital investment in private enterprises is almost zero. In the past, whether an enterprise was profitable or not depended on policies, investment, talent, and relationships. Now this formulation is still outdated. Due to its weak nature, the importance of state support for doing business is self-evident. As long as you look at it, you can find that some listed agricultural products companies engage in cold chain, mainly relying on policy subsidies to maintain positive profit levels, land appreciation, and political performance to prevent delisting. But the problem is that the general area lacks the financial resources to subsidize a lot of investment

　　For example, some related cold chain companies in the market have been policy- and land-oriented since the beginning of the year, and large-scale investment has been applied to government and capital-related policy support projects. The companies that invested during this period were obviously doing nothing but empty hands. What you are betting against is the future. If you add that the market conditions are not good, you can only encounter an even worse dilemma. Let him sit idle and wait for orders. It is said that an enterprise in Dongguan has invested more than 40,000 yuan in the center (the central kitchen), and it has been idle for 5 years without operation. Projects built with a state subsidy level of over 100 million in a special zone will eventually be sold, and refrigerated truck equipment will be rented as a supplement.

　　2. Where do talents go?——The development difficulties

　　One of the bosses told me about his entanglement: the college student in charge of the operation of the field has a monthly salary of 6,000, but he still asks for a salary increase to 8,000. If it does not increase, he will leave. The expenditure burden may also cause a chain reaction of salary increases for other employees. An uneducated warehousing sorter requires no less than 3,500 for food and lodging. An outsourced porter earns over 6,000 for hard work. I asked him, how is the technology of college students, and have they found other replacements? He It is said that the technology is very good, and there are no substitutes for the time being. So I replied that it is normal to find no replacement, but there are many new companies entering the industry, such as fresh food e-commerce, party A, third parties, capital parties, recruiting talents everywhere, and the salary for job-hopping is basically 1.3 -2 times more. According to a tycoon who entered the market, he directly asked you if you came here as a team or as an individual. In 2015, there were thousands of scarce talents in cold chain senior managers. I heard every day or two about where so-and-so has gone and where so-and-so is going to go. The impetuousness of the industry and the scarcity of talents have hindered development. At present, there is no shortage of capital and platforms, and talents are the core competition of enterprises. Power challenge!

　　In fact, many of the bosses I have come into contact with are basically faced with such practical difficulties, unable to find talents; I recently read a material that said that the biggest problems of small and medium-sized enterprises are the lack of talents and financing difficulties, especially for cold chain enterprises. As the saying goes, a thousand troops are easy to obtain, and a general is hard to find. Without good talents, the management of the enterprise cannot keep up, the technology cannot keep up, and the efficiency will definitely be affected, which is the fundamental plan for the development of the enterprise. But why is cold chain talent so hard to find?

　　The most deadly point is that in China, there is only one well-known large-scale food company. The loss of talents is also fatal to the loss of business. A company in South China has invested many years of hard work and established a cold chain LTL logistics trunk line at a loss. When the opportunity is ripe, a person in charge directly builds the original team at the next stall, a team, the same system, and changing the title is different from profit distribution.

　　Third, the channel for talent advancement is narrow. Even with high wages and emotional warmth, it is difficult to retain talents for a long time. Because cold chain enterprises are generally small and generally do not have modern enterprise systems and mechanisms, the bosses of enterprises generally lack modern enterprise management concepts, and the management methods are traditional and simple, which are closely related to the boss's concept of employment. I observed the employment concept of cold chain logistics, and there are generally the following types:

　　One is the crony type, who is afraid that the real power of the enterprise will fall into the hands of others, not only does not let the real power go, but also pays close attention to it, and has a lot of requirements. Talents are uncomfortable, and they must have changed jobs early.

　　The second is to hire those leaders or middle-level cadres who have retired. Although they also have management experience, they mainly want to use other people's connections to compete for funds to run projects. As for business management and technology, they are second.

　　The three types are the vase type. The company is not big, and the people invited are not small, such as "sea turtles", business management talents, fund investment bank managers, and some consulting companies and the cold chain are thousands of miles away. , often very ambitious, unsatisfactory, waste of money, and even "inviting a son-in-law to be mad", forcing away the practical talents who are really good.

　　The four types are the white-clothed scholar type. The company does not do much, but the style is not small. When a talent comes, he respects it on the surface, but is actually jealous, lest it appear that he has no ability. Just like Wang Lun, a white-clothed scholar who first went to Liangshan, he couldn't tolerate it. people. But who wants to be Lin Chong in this day and age? and many more. Under these perspectives on employment, it is difficult to really recruit talents even if they are talented.

　　In a word, talents are always the heart disease of cold chain enterprises. There are problems of the general environment and individual enterprises. My suggestion is to start with self-improvement and create a mechanism that talents are willing to come, such as performance awards, warm care, etc., and work hard Weakening the disadvantage of cold chain logistics in talent competition.

　　3. Where has the management gone?——The difficulty of management

　　Is it a business? It could be said yes or no. Because to a certain extent, cold chain enterprises are also affected by the difference between food and industry, it is quite difficult to establish a modern enterprise system.

　　Since cold chain enterprises want to go to the market and become bigger and stronger, they must establish a modern enterprise system, standardize management, and develop and grow in strengthening management. In reality, many people complain that companies are not doing well, and one of the important reasons is that the management of the company is not good.

　　The hour depends on the ability, the big time depends on the management

　　One is to stay in the state of being a "bumper", or to rapidly grow into a modern enterprise, especially in the modern enterprise management system.

　　Looking back at many companies, they often rely on the personal ability of their leaders when they started. They are not only hard-working and capable, but also have a keen management mind. They can quickly open up the world. Hard to break. According to general management theory, if the number of teams exceeds 50, the existence of management is inevitable. Those cold chain logistics bosses who do well are not highly confident and hands-on; they are self-aware of their lack of ability, recruit talents in a timely manner, form a core management team, and continuously improve their management level.

　　It is easy to share weal and woe, and it is difficult to share wealth and honor - beware of the risks of family business

　　Except for those cold-chain logistics companies whose capital came to the countryside, many of the home-grown cold-chain logistics are family-run. As the so-called "fighting tiger brothers, fighting father and son soldiers", the main force in the entrepreneurial process of cold chain logistics, which has experienced several risks and continued to grow, is often its own family. There are family businesses at home and abroad, but the general operations abroad are relatively stable, while domestic family businesses are prone to the phenomenon of husband and wife turning against each other and father and son becoming enemies. The fundamental reason is that although foreign family businesses are family-based, their property rights are In socialization, the equity is decentralized, and the normal operation of the enterprise is not affected by the internal problems of the family.

　　In China, family businesses often have strong patriarchal characteristics, with closed shareholdings, and the operation of the business can only be maintained at the ability level of the family members. More importantly, China's family business is not only not socialized in property rights, but also not personalized. It can only be expressed as our family, and the distribution of fathers, sons, husbands and wives, and brothers is not clear, which will lay the groundwork for later internal disputes. There are hidden dangers. How many times the family split of private enterprises has been staged in recent years! Therefore, clarifying property rights is an institutional issue that must be paid attention to in the development of cold chain logistics and general private enterprises.

　　This also raises an important issue that Chinese family businesses need to think about. What is the sustainable development of family businesses? It is not always in the hands of family members or future generations, but learning from the West to make companies a part of society. It's like making water part of the ocean so it never runs dry.

　　Harvard management may not be the best - the core of management is people not things

　　There is an interesting story that tells the fundamental problem of cold chain logistics management. A group of senior consulting management teams with doctors from famous universities and high-end consulting management teams were at a loss when managing a project. At this time, the company leaders walked around the grassroots level, but accidentally and accurately identified the crux of the management. She saw that the company hired workers like the employees of state-owned enterprises. When commuting to and from get off work, the plot of labor is suspected to have reappeared in the people's commune. Where did the enthusiasm and efficiency of labor come from? Since then, the management has adopted methods similar to joint production contracting and labor outsourcing, and the production efficiency and income quality have rapidly improved. What this story shows is that the core of cold chain logistics management is to manage people, and it is not a superficial system and norm.

　　In fact, it is not only the case of cold chain logistics, but the core of the entire enterprise management is also people. In the best-selling financial management book "Seven Habits of Highly Effective People", the Eastern and Western management concepts have been integrated at the "people" level, that is, the core of management is people rather than things. Although the purpose is things, the root lies in people's Spiritual problems, not material problems, mainly solve the problem of people's morality rather than ability. The ideal state of management is the collective coordination of people rather than individual fighting alone.

　　From a practical point of view, cold chain logistics should focus on managing three types of people

　　The first category is the core management team, which is fundamental to the development of the enterprise, and often makes people feel that "thousands of troops are easy to obtain, but one general is hard to find". To find a good management team, we must rely on the company's beautiful development vision. A company without a future cannot retain people; it must rely on the charisma of the leader of the enterprise, and the general secretary must rely on feelings and like-mindedness; it also depends on effective incentives. Mechanism, man can't be a lifetime.

　　The second category is technical talents. The development of modern cold chain logistics is essentially driven by modern logistics. Professional talents determine whether the enterprise development strategy can be successfully implemented and the future development direction. Technical talents should be respected emotionally, The treatment is generous, the production is empowered, and there is room for loose abilities.

　　The third type is a large number of employees. In fact, it is almost difficult to standardize evaluation and effective supervision in the customer's business process. Therefore, the vast majority of cold chain logistics business units in the world are family-run operations, because only in this way can labor enthusiasm be mobilized. Realize the transition from working for others to working for yourself.

　　The fourth category is the employees of the power department. His personal income and the hidden income under the jurisdiction of the authority do not match. Take a cold chain logistics and transportation company as an example. It can be said that it is impossible to prevent, even the best distribution and performance are not as good as those of the person in charge of the enterprise. At present, how many operators of cold chain logistics enterprises are still shouldering the burden As the commander-in-chief, what about the general dispatch position?

　　Of course, the word management itself can be discussed. To a certain extent, it is not management but management. Reason is concept, rationality, and understanding, and management is realized by service. It is necessary to attract and unite the team with an influential brand, to lead the development of the enterprise with a connotative culture, and to let the team follow for a long time with the true respect of the heart. Of course, these are no longer problems of cold chain logistics, but problems encountered by ordinary enterprises, and there is no standard answer to provide, which needs to be continuously explored and summarized in practice.

　　4. Where are the standards? ——The quality problem of cold chain logistics

　　We must see some particularities in the quality management of fresh food products, and standardize the quality management of fresh food product production from the actual point of view.

　　There is a philosophy called "There are no two identical leaves in the world", which is the most suitable for the quality of fresh food. There are thousands of fresh food, and the distribution terminal formats are also divided into wholesalers, supermarkets, communities, vegetable markets, catering channels, e-commerce platforms, and retail terminals. As a logistics and distribution enterprise, you cannot meet the consumption and distribution formats such as B2B, B2C, 020, C2C, and F2B2C, and it is also impossible to measure the standard of fast distribution by taking into account the cost of logistics and distribution. The individual differences between fresh food itself and industrial products are very large. Industrial products are lifeless and are made by machine tool molds. differences, but on the surface at least they seem consistent. Therefore, it is impossible to make fresh food circulate and logistics like industrial products during the shelf life.

　　Second, the current small-scale retail production makes the standardization of cold chain logistics more difficult. The operation level of different cold chain logistics is different. As a result, the input equipment, standards, and services are different. The scale and efficiency are different. The final cost is also completely different. For example, white + black runs 24 hours a day, with You only serve a certain customer; one-way to and from the main line. Cold chain logistics is always unilateral delivery. In 2014, a fresh food logistics center in South China delivered a store in Guilin to a store in Guilin, and the return journey was empty. Through the combination of agricultural and sideline products of Xinnongren, the logistics cost was 0 (due to the free road toll of fresh agricultural products). )

　　Third, the sales plan of fresh food customers is very different from KPI indicators and logistics costs. The so-called month-end promotions, stocking up during the Spring Festival, and logistics costs account for 100% of the sales costs. Many trading companies are often affected by cold chain logistics in the early expansion period. Constraints, sales are sold, and logistics costs cannot be paid. In the end, what is the billing model for cold chain logistics in China? There is no standard so far, (warehousing fee, disposal fee, loading and unloading fee, sorting fee, ton/km, vehicle/km, XX yuan/car, XX yuan/box) may be traps and opportunities everywhere. People working in the cold chain are very hard. Not only must they understand business flow, finance, informatization, coordination and other comprehensive capabilities to develop standardization suitable for customers.

　　In short, due to some characteristics of fresh products themselves, it is difficult to completely standardize production like industrial products, but the direction of standardization cannot be changed. All explorations will continue, especially the accelerated penetration of modern technology and information technology will further promote this a process. In the current popular talk about Internet +, it is better to say that we learn how to + Internet. Internet thinking will allow us to learn how to quickly acquire customers, standardize, marginalize operating procedures, transparent, strengthen trust mechanism, and more effective billing system. Thus forming an innovative revolution.