The records below come from real delivery work. Client names and identifying context are removed; industry, scenario and method are kept. Every entry carries its scope note — we don't open with "a client cut costs 40%".
| Case | Industry | Scenario | Core need | Entry point |
|---|---|---|---|---|
| Case 1 Central-SOE coffee chain |
Coffee chains | Multi-city opening wave; staffing structure rebuilt | Quantified evidence usable in a group-level review | Assessment + cost model + pilot design |
| Case 2 Tea chain |
Tea chains | New-product and campaign days with multiplied traffic | Cover the spike without carrying idle staff | Talent-pool pre-reserve + peak dispatch |
| Case 3 Contract caterer |
Contract catering | Campus and corporate sites, three service peaks | Health-certificate control, kitchen risk, no-documentation spend | Certificate control + role-based insurance + compliant documentation |
Delivery records from a single client project (2026), anonymised; not a general performance commitment.
The client launched a coffee venture on the back of an established channel network, planning a multi-city store rollout within twelve to eighteen months. Store staffing is predominantly hourly, while store managers stay on full employment with social insurance. The project had to go through group-level review, so the workforce case had to be quantified and traceable.
Scope note: delivery record from a single client project (2026), anonymised; not a general performance commitment. Store counts, rollout plans and internal operating data are not published — only industry, scenario and method are retained.
Stores cluster in retail districts and office areas, where new-product launches and campaign days multiply daily traffic. Stores used to source casual labour themselves, with one or two days' notice — impossible at peak, and idle staff carried through quiet periods. Standards and settlement practice also varied store to store.
Scope note: delivery record from a single client project (2026), anonymised; not a general performance commitment. Coverage timing depends on pool density, city and role type; actual scheduling follows the confirmed requirement.
The client serves corporate campuses and schools, with demand concentrated around three daily service peaks and additional seasonality around term starts and exams. Margins are thin, food-safety requirements are strict, and a large share of temporary labour has historically been booked without valid documentation.
Scope note: delivery record from a single client project (2026), anonymised; not a general performance commitment. Insurance configuration and cover levels follow the actual policy.
The table below is a model, not a client documentation. We publish it so you can substitute your own numbers.
| Metric (CNY 800k monthly volume · 30 stores) | Before | After |
|---|---|---|
| Monthly input-cost credit | approx. CNY 4k (differential-basis documentation) | approx. CNY 45k (full-basis documentation) |
| Coverage response time | 2–3 days | 4–24 hours |
| Dispute handling | Handled in-house by client | Handled independently by platform legal |
| Store-manager load | Hiring + rostering + settlement | On-site acceptance only |
Model: assumes a 15% all-in service rate with pay at roughly 85% of spend, extrapolated from 30 stores at CNY 800k monthly flexible-staffing volume; source: chapter 6 of the whitepaper. Actual results vary with structure, cities and role mix and are not a performance commitment.
More than swapping names: descriptors and scenario detail that could point back to the parent group are removed. Store counts, rollout plans and internal data are never published.
Industry, scenario, method and process stay intact — that is what lets you judge whether a case looks like yours, and what we are willing to be checked on.
Each case ends with a scope note; models are separated from delivery records, assumptions are stated, and a model is never presented as a result.
Coverage timing and tax outcomes depend on pool density, city, role mix and corporate structure. We give ranges and conditions, not guarantees.
Marks below are taken from YRHR's public client showcase, all of them restaurant chains — the delivery base behind Zhenlinggong.
Client marks are taken from YRHR's public client showcase (www.yrhr.com); order is arbitrary. A public showcase mark does not imply a Zhenlinggong case authorisation.
Fill in the staffing assessment and we will map your role structure, peak curve and settlement policy against the reference.
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