泛亚班拿的今天，可能是不少公司的明天


前情回顾

2019-01-16 DSV正式竞购Panalpina泛亚班拿
2019-01-17 分析DSV竞购泛亚班拿大概率结局
今天摘要

泛亚班拿员工预感大限将至，自建网站https://www.thevoiceofpanalpina.com/发声公开呼吁公司应该独立，如被DSV收购结果不是数百而是数千员工可能被解雇！泛亚班拿全球约14000位全职员工。最后附公开信全文。
A DSV acquisition would possibly result in the lay off of thousands of Panalpina employees.
员工表示泛亚班拿有正确的人和正确的战略通过自身的收购保持独立。Panalpina has the right people and right strategy to grow through own acquisitions and to stay independent.
目前该网站有169位点击Yes表示同意，30位留言，通过Facebook等社交媒体在传播，最航运推送后预计每个泛亚班拿中国员工将看到。你能做的是第一步点击Yes提交，留下支持评论可匿名，关心关注然后分享传播，可能改变泛亚班拿和自身的命运。
我是最航运丹尼斯，做为终身学习者，建议大家无论是否泛亚班拿员工不要放过春节这个厉兵秣马，精进自己的大好时机。唯一不变的是“变化”，唯一确定的是“自身”。
泛亚班拿员工
致最大股东the Ernst Göhner Foundation的公开信内容摘要。
尽管做为与我们贯穿全球组织的客户，供应商，贸易伙伴和同事联系的泛亚班拿员工，我们仍然请求the Ernst Göhner Foundation不要只听那些无情批评我们业绩或只关注数字的人的建议。
请the Ernst Göhner Foundation考虑：
  • 泛亚班拿14000位员工努力工作，有韧性，有奉献精神。过去三年员工敬业度官方评估一如既往增长，这是对忠诚敬业员工的肯定！在全公司员工有着非常高的身份、精神和忠诚的认同感。如果被DSV收购，数千名员工的忠诚与敬业，泛亚班拿的核心资产，更进一步的激情，会从根本上被破坏被损伤，对于客户，对于公司，从而也包括the Ernst Göhner Foundation。
  • 泛亚班拿信息技术的改进，底层的架构比预期要花费更多的时间和精力。然而，与我们的一些竞争对手相反比如DHL Forwarding未能替换核心遗留系统，或比如DSV完全依赖外部软件供应商，我们泛亚班拿已经重建了必要的内部专家体系，然后正掌控着自己的命运。我们将在未来两年的运输管理系统替换上获得成功。在2017年创建自己的软件开发中心和对最近技术的新投资是一个彻底改变IT战略的证明，这将在2019及未来获得持续可观的收益。
  • 我们为医药、零售、时尚、高科技和易腐行业的大客户服务，流程，系统整合体系深层而复杂。经验表明，这些公司不会容忍服务降级，收购？ 这不是客户会不会流失的问题，是流失多少的问题。
  • 有无数的例子证明那些有良好的收购记录业绩表现的公司低估了整合具有独特基因、历史、产业和市场地位大公司的难度。Panalpina和DSV核心价值观的兼容性是非常值得怀疑的。    
  • the Ernst Göhner Foundation会向一个积进的投资者让步吗？ 最近几个月的事件很有可能都是被安排的，谁“已经失去了耐心”，“对什么有耐心”，近年来的股息发放？
最后但同样重要的是，被收购显然的影响是数千而不是数百员工将被解雇，有近100年历史的泛亚班拿品牌将消亡，DSV收购泛亚班拿将有可能可耻的成为货运和物流行业最大的收购失败案例。泛亚班拿有正确的人和正确的战略通过自身的收购保持独立。
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全文
Open Letter to the Ernst Göhner Foundation / Majority Shareholder of Panalpina
DSV bid to buy Panalpina
Dear Ernst Göhner Foundation,
There hasn’t been a day since January 16, 2019 without press articles were published about DSV's offer to acquire Panalpina. Certainly countless meetings have taken place within the board of directors and the decision makers within the foundation, all supported by external advisors from different institutions to assess the offer. If an acquisition would indeed generate the expected value, by when, for whom and at what cost is pure speculation and obviously differently seen per stakeholder group.
As employees of Panalpina, who are in touch with our customers, suppliers, trading partners and colleagues throughout the global organization, we are nevertheless asking the Ernst Göhner Foundation to not just listen to those who have relentlessly criticized our performance or those looking just at numbers. Groups of people who have never spoken to a customer, don't understand the dynamics and where we actually stand in our transformation or who don't connect the dots, how events like the DoJ case in 2010 and the deterioration of the global oil & gas market have fundamentally affected our company in recent years. 
Some of us have joined the company only a few weeks ago. Some of us have spent their entire professional life with Panalpina. As those who are most affected by a take over we are asking the foundation to consider:
  • The profits and dividends in all the years have been delivered by 14'000 employees who are fully committed to Panalpina and who have compensated some of the above mentioned events and market conditions with hard work, resilience and dedication. Employee engagement, measured formally for the last 3 years, has ever since increased and is the confirmation of committed and engaged staff. There is a very high degree of identity, spirit and loyalty across the entire company. The engagement & commitment of thousands of staff - something so difficult to build - would be fundamentally damaged and destroy one of the key assets of Panalpina: the passion to go the extra mile – for our customers, the company and thus also the Foundation.
  • Improving Panalpina's information technology and the underlying architecture has taken more efforts and longer than anticipated. However, contrary to some of our competitors who failed to replace core legacy systems (e.g. DHL) or who depend fully on external software providers (e.g. DSV) we have re-built the necessary internal expertise and are controlling our own destiny. We will succeed with our transport management system replacement in the next 2 years. The creation of our own software development centers in 2017 together with new investments into most recent technologies are the evidence of a radically changed IT strategy which will continue to deliver tangible benefits in 2019 and the years to come. 
  • Taking over our customer portfolio might appear simple on paper. Reality is, however, different. The service, process and system integrations we have with some of the largest multi-national-companies or customers in the Pharma, Retail & Fashion, High-Tech and Perishable industries are deep & complex. Experience shows that these companies have no tolerance for service degradation due to the migration resp. take over. Therefore it is not a question of ‘if’ there is customer attrition but at what scale. 
  • There are countless examples where companies with good track records in acquisitions have underestimated the difficulty of integrating a too large company with a distinct DNA, history, industry and market position. The compatibility of Panalpina and DSV core values is highly questionable.  
  • Will the foundation give in to an activist investor, likely orchestrating the recent events for months, who 'has lost patience'? Patience on what? The dividend pay outs in recent years?  
Last but not least the obvious consequence of laying off rather thousands than hundreds of Panalpina employees and make an almost 100 year old Swiss company disappear, would be disgraceful if the DSV acquisition would become the largest take over failure in the forwarding and logistics industry.
Panalpina has the right people and right strategy to grow through own acquisitions and to stay independent.


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