The training teacher today took us to visit the headquarters building. This was the first time I saw with my own eyes how the center of this huge business empire operates.
We first came to the data monitoring center.
The huge electronic screen is showing order data from all over the country in real time, and lines of different colors are intertwined into a dense network.
“This is the heartbeat of the company.” The training teacher pointed at the screen.
"Thousands of orders are processed every second. If there is an abnormality in any link, the system will immediately alert."
I looked at the digital torrent flowing on the screen, and suddenly remembered when I was a rider.
Humbling around in the streets every day, I never thought that the system behind it could be so sophisticated and complex.
Then we came to the customer service center. At the neatly arranged work stations, customer service staff wear headsets and deal with various matters.
I can’t help but think of when I was a rider and a customer complained, was it handled by these customer service providers?
What shocked me the most was the strategic decision-making level. You can see analysts discussing market trends, and the map on the wall marks the direction of new business expansion.
"The company invests a lot of resources in market research every year, and the results of these analyzes will directly determine the business layout." The training teacher explained.
As a webmaster who has stepped up from a rider step by step, this scene touched me deeply.
At the end of the visit, the training teacher said to me in the elevator: "Chen Hao, I heard that you have been a rider?"
"Yes, three years."
“Then you should take a good look at these.” He said meaningfully.
"There are not many people who can come to the headquarters from the front line of distribution. The fact that you can stand here shows that the company has seen your potential."
This rare opportunity, I asked the training teacher, there are some things I have never understood: "What do you think of this food delivery war?"
The training teacher did not answer directly, but was very interested. He asked me: "Tell me your opinion first!"
I analyzed from the perspective of the front-line market: "If the company spends so much money on subsidies every year, won't it lose money? As far as I know, every food delivery platform spends tens of billions to fight. Of course, part of it is paid by merchants."
The training teacher continued to ask: "Then which company do you think will win this food delivery war?"
I remembered the information I learned from Wang Qiuya and replied: "Although Taobao's flash sales are losing money, they have attracted a large number of active users to the e-commerce platform."
The first one to be unable to survive may be Kangaroo Takeout. Although Dongge Takeout also has an e-commerce platform, the problem lies in management. After all, it is a new venture into the takeout business, unlike Taobao Flash Shopping, whose foundation is Ele.me. "
The training teacher smiled approvingly: "Good analysis. But you only saw the surface."
He motioned me to the window and pointed at the continuous flow of delivery vehicles downstairs, "You see, every delivery vehicle is a moving GG brand, and every delivery is a brand exposure. This war, on the surface, is to compete for market share, but in fact it is to seize the minds of users. "
He turned around and his tone became deeper: "You think we are losing money? But we have built a moat with our takeout business."
"Data shows that users who use our takeout service have an increased repurchase rate on e-commerce platforms. 30%. This is the real strategic value."
I suddenly realized: "So subsidies are not the purpose, but a means to acquire users?"
"That's right." The training teacher patted me on the shoulder.
"It's rare that you can think of this level. Remember, when looking at problems from the headquarters, you can't just focus on the profit and loss of one business, but must see the layout of the entire ecosystem."
"Your experience on the front line is valuable, but you must also learn to think about problems from the perspective of the headquarters."
These words made me think deeply. It turns out that what I thought was a money-burning war actually had such far-reaching strategic considerations hidden behind it.
As a manager who grew up from the grassroots level, this is indeed a thinking limitation that I need to break through.
Before leaving, the training teacher added: "If you want to go further, you must learn to combine front-line experience with headquarters strategy. This is the real meaning of this training."
Back to the hotel, I am still thinking about these issues.
When I work as a delivery person on the front line, my concerns are very practical: how much money can I make from this order, will it be overtime, and will customers give me good reviews?
Looking down from the perspective of the company's top management, hundreds of thousands of riders across the country are like a huge neural network, with data flowing in every delivery.
I opened my laptop and pulled up the notes I took during today's visit: "Is this a business war?"
If Kangaroo Takeout loses in the end, millions of riders will face unemployment.
This thought made my heart sink. But then I thought about it, maybe I was thinking too much.
The country has taken action and will not let this happen.
An antitrust investigation will not allow any one food delivery platform to become dominant.
However, although they maintain a balance on the surface, the three food delivery platforms are still secretly competing to occupy each other's market share.
I recall that Wang Qiuya once revealed that the strategies of various companies have now shifted from an overt subsidy war to a more covert competition in operational efficiency.
Whoever can provide better services at lower cost will have the last laugh in the long war of attrition.
This reminds me of the survival rules of termite colonies.
Under the seemingly chaotic appearance, it actually follows precise natural laws.
Each rider is like a worker ant, working in an orderly manner according to the tracks left by the pheromones.
The platform is like the queen ant, maintaining the operation of the entire system.
I closed the computer. This war without gunpowder continues, but the rules have changed.
It is no longer a simple and crude money-burning war, but has turned to a more refined operation that tests internal strength.
Two weeks later, this training session came to an end.
Headquarters leaders did not mention any promotion arrangements.
I vaguely understood the true meaning of this training. It was more like a talent reserve to cultivate potential managers for the continuously expanding network of takeout sites.
Before leaving, Li Zhen organized another dinner party: "Let's have dinner together tonight? It's a farewell party for everyone."
I naturally agreed to attend. This was a rare opportunity to expand my network. One day, when I became a regional manager, I would inevitably interact with these people.
In the private room, after a few glasses of wine, the topic naturally turned to this training.
Li Zhen turned his wine glass: "After struggling for more than half a month, the headquarters has no clear explanation. What do you think is the use of this training?"
Wang Lin, who was sitting opposite, took over the conversation: "I heard that the headquarters will add 500 new sites this year, so we are probably reserving talents in advance."
I put down my chopsticks and remembered the training teacher's parting words. The headquarters does not look at temporary gains and losses. The food delivery business is expanding every year, requiring more managers who understand both front-line business and have a global perspective.
Li Zhen nodded thoughtfully: "So this is preparation for opening a new site?"
More than that, the headquarters needs people who can understand the operation of the entire system.
Wang Linruo had some realization: "So, promotion is a matter of course?"
The most important thing is what I learned during this period. This improvement in vision is more valuable than a paper appointment.