Logistics express products are divided into documents, parcels and heavy parts according to the content and weight of the goods contained. Documents generally refer to goods that do not need to be declared at the time of entry, have no commercial value and weigh less than 500 grams; The parcel is the goods that need to be declared, the commercial value is higher than the documents, and the weight is less than 30 kg; Heavy goods refer to large goods weighing more than 30 kg and less than 250 kg. According to the size of the company, the marginal contribution rate of various products is different. Generally speaking, the marginal contribution rate of documents is higher than that of packages. In addition to the express service of documents and parcels, diversification is also an important strategy of express delivery companies, but diversification is not arbitrary, but "industry concentration, limited diversification and diversification related to express logistics". Through integration or merger, you can enter a variety of logistics businesses and increase profits-looking at the top 10 logistics enterprises in the world, they can provide a number of services in express logistics and combine or merge in some logistics-related industries or new fields. For example, DHL business involves e-commerce, finance, agency, transportation, warehousing, maintenance, inspection, customs declaration and many other fields related to logistics. DHL has set up three world-class logistics centers in China, which are responsible for providing goods storage, fast customs declaration, guarantee and other services for major global customers who have signed contracts with DHL. The logistics center not only provides front-end and back-end support for the express delivery business, but also promotes the overall strength of the company to a new level. The key factor of the profit of express delivery industry: Swiss Davos Forum put forward three standards for internationally competitive enterprises in 2 1 century: externalization of internal organization; World famous brands; Collaborative e-commerce. DHL deserves to be an internationally renowned company. Its business operation and product innovation lead the development of express delivery market. The key to its success is as follows: 1. The competition in the express delivery industry finally falls in three aspects: outlets, services and brands. As the first international express delivery giant to enter China, DHL and China partner Sinotrans * * jointly established Sinotrans -DHL International Air Express Co., Ltd., and now it has established the largest express delivery service network in China, with 56 branches in major cities across the country, covering 365,438+08 cities across the country. Such a broad service network has become a barrier that other competitors cannot quickly cross. At the same time, DHL also set up a Hong Kong transshipment center this year to further improve the quality and speed of express service in China. Since the beginning of 2004, DHL's investment in the Asia-Pacific region accounts for nearly one-third of its global investment, and its investment in China exceeds that of any country or region in the Asia-Pacific region. DHL's joint express center in Shanghai adopted the most advanced operating system in the world. Because the cargo apron is located at the entrance of the operation center, all goods can be automatically sorted, loaded and boarded on the spot, which greatly reduces the waiting time of cargo planes and nearly doubles the freight cycle. In addition, DHL also connects with the customs through EDI technology system, so that imported parcels and documents can be cleared before the flight lands, and export goods can be cleared within 2 hours before the plane takes off, which greatly shortens the clearance and transshipment time. DHL believes that choosing commercial flights can deliver goods to customers in the fastest time. For example, from Shanghai to the United States, express mail can be delivered in time through three flights with different airlines. Therefore, DHL can assure customers that the goods delivered this afternoon will arrive in Tokyo, Kuala Lumpur or Jakarta tomorrow afternoon and Los Angeles, San Francisco or Seattle the day after tomorrow morning. In order to improve the service quality, DHL widely uses IT technology in the field of express mail service, and provides first-class tracking and inquiry services for customers with its advanced service facilities. DHL first launched a global tracking system for customer inquiry service. Through this system, the data recorded on each coded waybill is stored on the Chinese website of DHL, so that the express mail can be tracked in time at all major stages of transportation, no matter where it goes. Customers can completely control international shipments through 24-hour tracking and inquiry. 2. Re-integrate business processes, realize the optimal allocation of resources and provide high-quality personalized services. With the intensification of economic globalization, the business environment of enterprises is undergoing unprecedented changes. In order to be in an invincible position in the future competition, enterprises must quickly respond to the changes of customers and markets, concentrate superior resources on the core links of the supply chain, and outsource other non-core businesses to improve production efficiency, reduce product costs and reduce inventory. The so-called supply chain is simply to connect the trading processes of buying and selling together, just like connecting them in series with a chain. In the commercial society, no matter what business you do, you can't do without buying and selling. As the saying goes, you buy materials from others, process or package them yourself and then sell them to another person. Simple business will not cost too much in operation; Complex business, the operation is not that simple. After receiving orders from downstream buyers, we should process and produce packaging with materials, and then deliver goods and collect money; In the case of insufficient materials, it is necessary to purchase from the upstream, and the same procedures are needed for ordering, receiving, counting and paying. If we want to process, produce or package a variety of products at the same time, we must purchase raw materials from many upstream manufacturers and supply them to many downstream buyers. In this way, "doing business" becomes complicated, and most of them will have timeliness problems. If in the process of doing business, the time of various operation processes is not properly arranged, there will be a backlog of funds, either too much inventory or insufficient inventory, so buyers have to turn to others, or their own production equipment is not enough or idle. Supply chain management (SCM) is to manage a chain as a whole, so that each link is just right in timeliness, that is, to achieve the so-called "just-in-time system", which is the essence of SCM. Marx pointed out: "The more the circulation time is equal to or close to zero, the greater the role of capital, the higher the production efficiency of capital, and the greater its self-appreciation." This tells people that shortening the logistics time can reinvest the funds saved in the logistics process into the production field and make the funds play a greater role. China is becoming a global processing factory. Many high-growth industries, such as high-tech, telecommunications, automobiles, electronics, petroleum and energy, chemical industry, etc. , the manufacturing headquarters in China, such as GM, Microsoft and other Fortune 500 companies. They are the most potential customers in the market, accounting for 80% of the international express market share. By targeting these important customers, they won the market. According to the characteristics of these enterprises, such as accurate transportation time, high value of transported goods and high safety requirements, DHL designs effective supply chain solutions for these large customers and successfully manages the implementation and operation of the supply chain, which is the key success factor of DHL. In March 2004, DHL launched "DHL Scheduled Delivery" in Shanghai. According to customers' needs, express mail will be delivered to major Asian cities before 9: 00 or noon 12 the next day. In April, DHL launched the "Express Value Insurance" service in response to the accidental loss or loss of express mail in transit, becoming the only express delivery company providing such value-added services; In May, after summing up many years' experience in international express delivery, the senior management of Deutsche Post, the parent company, visited China, which opened the prelude to entering the restricted area of China business-domestic parcel delivery. As "Postal Law" stipulates that the mail business is exclusively operated by postal services, but there are no restrictions on parcels, DHL has cleverly played a "edge ball", which is a deeper intention to provide multinational customers with a "one-stop express service solution" in the express delivery market in China, that is, to satisfy. 3. After building the express service platform and improving the service content, DHL's operation and management mode is another guarantee for its success. DHL, Germany, has more than 30 years of management experience in multinational companies, and has established a mature enterprise management system and a perfect system. In the battle to win the China market, DHL made full use of international management methods, implemented strict global uniform service standards, and regularly accepted strict audit and assessment by global headquarters, so as to improve the service quality of express delivery in China. In corporate governance, DHL adopts branch system. These branches are neither agents nor franchisees, but business entities directly managed by the company. It has all business departments such as marketing, sales, customer service, operation and finance, which ensures DHL's unified service standards and makes the company closer to customers and markets, so as to accurately grasp the market situation and respond in time. By the end of 2004, DHL has reached 56 branches, and the return on assets has remained above 20% for three consecutive years, which can be described as value for money. The competition in 4.2 1 century is finally reflected in the competition for talents, which can be reflected in any industry. China express industry is led by China Post, ZJS and Tiandi Express. It is still limited to a single point-to-point and door-to-door express delivery mode, especially many private individual express delivery companies, whose service scope is narrower and they still play a "walk-on" role to a large extent. Although this phenomenon is related to the small scale of express delivery enterprises in China, the crux of the problem mainly lies in the gap in understanding. For example, for a long time, EMS in China has been in a monopoly position in the express delivery market, so the idea of "taking me as the main" of EMS came into being. Instead of expanding the scope of logistics services from the customer's needs, we rely on the traditional postal service to rest on its laurels and stagnate. The gap in business philosophy is not only reflected in the understanding of the business scope of express delivery business, but also in the emphasis on the quality of express delivery personnel. International courier companies have long recognized that as a terminal logistics service, couriers should directly deal with customers face to face, and the comprehensive quality of couriers is undoubtedly crucial for enterprises to explore new customers and consolidate old customers. DHL has always attached great importance to improving the quality of express delivery personnel. Investment in staff training has doubled every year. The training of employees has formed a complete set of norms in terms of morality, appearance, tone of voice to customers and even walking speed. However, domestic express delivery enterprises do not pay enough attention to improving the quality of employees, which leads to the low and uneven quality of express delivery personnel, which seriously affects the corporate image and weakens the loyalty of customers to the enterprise. DHL's success in China can't be separated from its partner Sinotrans Group, but its business philosophy and profit mode are worth learning from China Express Company, constantly subdividing the market, concentrating its internal resources on its core competitiveness, that is, knowledge, information ability and service ability, and providing customers with a comprehensive logistics and express delivery solution through a single channel, from document express delivery to managing complex supply chains for customers, which is the value of DHL Company. After the express delivery market reaches full competition, it will become the trend of sustained growth and profit in the future.