Under the great changes of the times, what is the core competitiveness of the company in the future?

In this era, regardless of individuals or enterprises, if they do not have the ability to digitize, they may lose their ability to survive, and enterprises that are the first to line up in digitalization and intelligence may give priority to the future tickets.

At the Digital Transformation Summit on SHIFT on August 9, Kazuhima invited 4 experts in digital transformation to talk to them about "Digital Intelligence -Future Enterprise Core Competitiveness". They are: He Donghui, the executive president of Fang Tai Group, Mao Zhongwu, the founding director of the Sanyi Group, Zhou Jun, President of Treed, and Pei Yisi, the president of the fourth paradigm. They think about it, and they also have rich experience in practice. The essence of digitalization and how digital transformation gives a wonderful answer.

The following is content sharing, there are deletion:

01

What is the essence of digital transformation?

Chen Wei: After these years of development, the digital transformation has deepened from the application level to the underlying logic of the company's operation, and restructured the enterprise's connection, rules, and decision -making aspects.

The biggest difficulty of digital transformation is not technology or method, but how to activate entrepreneurs' awareness of digital transformation.

The depth and breadth of the company's leader in transformation often determines the company's future strategy and business model, and also determines the success or failure of digital transformation. Please share your understanding of the essence of digital transformation from your own perspective.

He Donghui: Fang Tai has always paid more attention to digitalization and intelligence, and also made earlier. I decoded digitization in 4 aspects.

1. Digitalization and intelligence of the product

We do kitchen appliances. These products themselves are in family scenes with a lot of soft functions. They can improve the user experience through software technology and digital technology.

2. Digital and intelligent manufacturing

The traditional manufacturing industry often encounters the entire automation and integration and transformation. Especially after the rise of 5G, big data, and cloud computing, how to make unmanned chemical plants more efficient, need digital and intelligent manufacturing.

3. Digital marketing and services

From the beginning of brand interaction, to experiential interaction in the entire sales link, the final installation of after -sales, and the overall long -term end -to -end follow -up service. Build a full digital marketing and service system for customer trust experience.

4. Digital synergy

We have production and research services, including multi -factory and multi -factory districts. The entire sales service agency is located in more than 100 cities across the country. It is also very important to build an internal digital collaborative working chain.

Zhou Jun: The changes and digitalization of the enterprise are complementary. When we have transformed corporate organization for so many years, we have slowly transformed from management division of labor to platformization and value synergy. Among them, digitalization has played a very good guidance.

In the past, we paid more attention to business, but slowly discovered that the upgrade of the end -to -end full value chain, as well as the process reengineering and digital landing in the end -to -end process, have just supported strong support for strategic.

My understanding is that the essence of digitalization is a new model of realizing value growth. The purpose is to exchange for new growth of future value. However, how to evaluate this value is to repeatedly reflect the value of customers.

Mao Zhongwu: Many people say that 2020 is the first year of digitalization. In fact, digitalization has entered a long time, but it has been relatively fast recently. Chairman Liang has a famous saying. When the digital wave is coming, if we are not embracing digitalization Either turn around or turn over.

When digitalization comes, you have no choice. Only by actively hug can change, this change is unprecedented.

Pei Yisi: Why is we called the fourth paradigm? This is a scientific theory that originated from the four paradigms of human development. The definition of the third paradigm for the entire human society is to say that computers can deduce and simulate the phenomenon, and assist humans to make decisions. The fourth paradigm is a rule that computers can find massive amounts of data and make decisions by themselves.

A company walks step by step from informationization and digitalization. At the earliest, it may be called industry and financial integration to achieve multi -sector collaboration and business data collection. After completing the data accumulation Application such as spring bamboo shoots has emerged, and the fourth paradigm grows up with this wave of trends.

In the past two years, it is also a stage of digitalization into the deep water area. Enterprises have begun to think about how to use the ability of digitalization to enhance the most important core competitiveness of their own enterprises, so that enterprises have achieved absolute competitive advantages in industry competition, and they have completed real transformation. Essence

02

What should I do for digital transformation?

Chen Wei: In the past two years, we have seen many companies embrace digitization and keep using technology to empower themselves.

However, not all enterprises have successfully transformed, and most companies are facing difficulties in which they have invested a lot but the effect are not obvious.

Some companies have turned, but seemingly failed to solve the core operating problems. What do you think can help companies achieve long -term competitive advantages?

He Donghui: In the wave of digitalization, the starting point we choose comes from our mission, vision and core values.

For enterprises, I think it is very important to choose to decide the fate. How to choose a choice is very important. Grasp the core challenges and problems encountered. Although it is difficult, as long as the right thing is recognized, it is truly creating value for enterprises, customers, and society. The rest of the choice is actually easier. The direction did the right thing, and the rest was just the realization of technical means.

Zhou Jun: Some people regard digitization as a technology, and some people use digitization as tools, but our positioning is that digitalization is both a strong support and a part of the universal part.

I always think that it is extremely complicated and long, and it may be three or five years long, and it may be more than ten years. The biggest risk is that the digital cakes are made back and forth.

Before any digital strategy or digital projects, we must repeatedly ask a few more why, find the most true and accurate purpose, and must not digitize for digitalization.

Mao Zhongwu: Now that companies generally face problems that do not, cannot be transferred, or dare to turn, such as no funds, unmanned talents, no technology, no platform, no resources, etc., limited the digital transformation of small and medium -sized enterprises.

I think there are several misunderstandings in it, that is, it is considered that digital transformation is more difficult, large in investment, and comprehensive transformation.

In fact, digitalization can start with bites and parts, rather than saying that the transformation is required. Digital transformation can coexist with the original operation, not iterative relationship.

Therefore, our enterprises, especially small and medium -sized enterprises, should choose their own routes. From a certain point, such as the start of marketing and supply chain, they can be digitized.

Pei Yisi: In the transformation, if there is no very good way and thinking, it is really difficult to do it.

1. Long -termism

Put digitization in strategic positions.

The customers we serve often do not think more about the promotion of specific business, but the development of the entire enterprise, or even the development of a cycle, how to use new technology to transfer the growth potential energy in the existing market to the next cycle , Can also build a very strong moat.

Today's digital transformation is different from the previous informatization. It cannot be delivered to customers very certainly to customers. Enterprises need to explore the transformation path independently.

Today, AI, especially systematically treats AI as the core decision engine of the enterprise, once it is made into a huge income and competition threshold to the enterprise, but this process needs to be continuously explored and long -termism.

2. Quantity change to qualitative change

Our thinking model is the amount of quantity to qualitative change, that is, we must first find the key point of a corporate core business, also called the "Arctic Star indicator".

If you find such a Arctic Star indicator, you can think of imaginative qualitative changes -if this indicator is pulled to the extreme, whether the company can qualitatively become a next -generation company, and has an absolute advantage in future competition.

Then in turn, what should be designed in digital and intelligent, and how to build it around such goals. This is the origin of all our thinking.

03

How to digitize

Converted into the core competitiveness of the enterprise?

Chen Wei: The digital transformation of enterprises is often large in investment and long cycles. The requests on the road of transformation have their own "pain points" and their own successful experience.

Please share the next -stage "best practice". In the practice of digital transformation of their own companies, what core operating indicators do you feel that digitalization has improved?

He Donghui: Innovation is our gene. What does innovation mean? It means different and differentiated, so this process must be understood by consumers without insight. This research and summary of a large number of user data and data.

Do services and interaction. Our traditional marketing model is basically B to B.

In the wave of digitalization, we are turning to B TO B TO C mode, and the whole life cycle interaction in the entire C -end is based on digitalization. We have built a powerful system and use a large number of intelligent means.

Zhou Jun: The mission of Treed is to build a new energy -based integration system. We found that "double carbon" in the research process is a good environment. In addition, the transformation of the distribution network is now. Point.

Furthermore, we combined the operating strategy of hardware and software, established an integrated solution of combining hard and hard, and finally found a business model of digital value -added through a centralized scheduling scheme of digital energy.

It is through the nature of digital dialysis business, coupled with digital empowerment to create a new business model. In this way, digitalization really becomes the core competitiveness of the company's future.

Mao Zhongwu: Before 2016, the employees of the entire Sanyi Group were roughly 60,000. At that time, the output value sales revenue was 50 billion yuan. By 2021, our employees were less than 30,000, and the sales revenue was 175 billion. The change is very amazing. The change of this data is due to digital transformation.

The Sanyi Group is the first enterprise in equipment manufacturing, especially large -scale equipment manufacturing industry to implement digital transformation. We have been digitizing in 2016, when we cut in with informationization and intelligence. Informatization and intelligence are highly unified, and our greatest calculation data driving capacity to a certain extent has entered the digital era.

Pei Yisi: Today's technology brings us infinite possibilities. For enterprises, the most critical operation indicators will be a very high value capability if they improve significantly.

For example, we served a catering brand for a long time. At the earliest, we made efforts in its online field, because its online order level is quite high.

However, in the early days, a customer's online customer unit price was much lower than offline. So for this company, the most critical indicator is to use all possible digital methods to help it increase the online customer unit price and pull the customer to the online online to online , Greatly reduce trial and error costs.

The earliest scene we made is called Trade UP, which is to give you some very user -friendly purchase suggestions when ordering, and the former offline clerk will recommend it. But online, it is found that the suggestions given by the machine are more in line with the needs of consumers at that time. This is a small AI function, but it is very complicated.

This key indicator is also dynamic. Now our main point is the intelligence of offline stores. It has nearly 10,000 stores, but the very good store manager may have only 3,000. What we do is to further reduce the threshold of the store manager.

A store manager must handle hundreds of store affairs every day, such as store management, online marketing bills, and even the problem of optimization of takeaway paths. You don't need to worry about it now. If the store manager has an intelligent auxiliary management value For the cabin, he only cares about the core indicators.

This is very similar to the logic of all walks of life. In fact, it is to use AI to empower the daily management of a store manager, and even the management of a promoter and a maintenance worker, so that every employee helps him to achieve AI -based auxiliary in his small job, allowing him to improve efficiency. Then Unlock the bottleneck of the development of enterprises and improve the core competitiveness indicators of the entire enterprise.

04

Conclusion

Chen Wei: Just like we are 5 places tonight, and then gather online, this is also the result of digitalization.

After listening to the sharing of everyone, I have a very strong feeling, that is, we always say that we have the same dream in the same world today, but everyone may have a strong feel Once, we are not in the same world, but the three worlds with parallel crossing: the physical world, the digital world, and the concept world, and our entrepreneurs are also conducting three types of production. Thought, so I think this is a very pleasant thought event.

Summary: He Donghui Fang Tai Group's joint executive president

Founding Director of Mao Zhongwu Sanyi Group

Zhou Jun Treid Group President

Pei Yisi Fourth Paradise President

Director: Vice President and Editor of Chen Weizheng Island

Laiyuan: Masajima (ID: zhenghedao)

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