走到企业数字化最前沿，走近数字化实践最前线，探寻数字化发展新路径。以下为对重庆百货大楼股份有限公司技术总监、重庆商社电子商务有限公司总经理段晓力进行的专访，讲述了其对于数字化建设的洞察，分享重庆百货近十年的数字化从0到1再到创下佳绩的历程。

重庆百货大楼股份有限公司（以下简称重百），自1920年创建宝元通开始，从民营转为国营，历经三八百货商店、重庆百货商店、重庆百货大楼等阶段，走过了100年风雨。

重百于1996年挂牌上市，是重庆市第一家商业上市公司，现旗下拥有重庆百货、新世纪百货、商社电器等知名品牌，商业网点368个，有超10万员工，为超过3000万名消费者提供“衣食住行”的全面服务。

重百连续十几年跻身“全国零售100强”前列。2020年，在全国52家零售上市企业排名中，利润位居第一，重百如今的成绩，与其漂亮的数字化转型答卷密不可分。

一、电商冲击之下，问道数字化

从1999年中国电商在开始进入实质化商业阶段，到2013年，中国电子商务超越美国，成为全球最大的在线零售市场，交易额突破10万亿元，网络零售交易额突破1.85万亿元，占社会消费品零售总额的7.8%。

在此背景下，国内大部分百货企业增速下滑，行业下行。老牌百货重百也感受到互联网和电商的巨大冲击，很快意识到，经营模式转型势在必行。

2014年，重百开始拓展奥莱和购物中心等新业态，同时深度试水数字化；同年，旗下新世纪百货接入支付宝，开启数字化支付。2019年，重百旗下超市上线智能购业务和O2O到家业务，开始打通线上线下，整合销售链；到2021年上半年，线上收入达7.73亿元。

段总介绍道，重百在数字化转型主要有4个方面的经验成果。

“第一方面，是依托微信商城，自主研发了‘重百云购’微信商城，以此为基础打造了直播平台，两个平台结合社群运营，共同扩大了重百的数字化销售体系。

第二方面，将营销平台与大数据分析结合，通过会员画像、会员标签、会员数据分析等功能，提升精准营销。

第三方面，打造了“甜橙生活”企业福利平台，为客户提供数字化福利管理，提升用户体验。

第四方面，构建了财数通为核心的一系列财数智能化软件，在财务规范化、标准化、自动化方面，为重百在提效降本合规、决策支撑上，创造了很多新的价值。”

二、插上智慧财务羽翼，振翅起飞

2019年3月重百宣布启用财务共享系统，2021年7月，重百财务共享中心正式揭牌，是其财务数字化发展新的里程碑。财务共享中心运用新技术，实现财务工作标准化、自动化、数字化处理，致力于达到“服务经营、防范风险、财数驱动、创造价值”的总体目标。

段总指出：“我们的财务共享中心财务智能化工作平台，与传统的财务软件是互补而非竞争的关系。传统的财务软件，在资金管理、全面预算管理、核算管理等方面，已经做得非常的成熟，帮助我们从传统纸质的会计工作转型到会计的电算化的时代。

但是，在目前经济全球化、金税四期推行，以及疫情的复杂环境下，倒逼企业在财务管理与执行的合规、降本增效等方面提出了更高的要求。”

段总介绍道：“财务智能化工作平台，是互联网技术、云计算、AI等技术在财务领域的综合实现，深度应用的产物，为财务人员提供一站式办公解决方案。

它连接了我们的ERP、办公OA、业务等系统，形成业财一体化的财务数据中台。

财务智能化平台包括费控管理、票税协同、资金收付、合同管理、电子档案、财数分析6大模块。

费控管理，包含费用报销、借款还款、预算管理、费用分摊、自动化凭证等功能，促进费用管理更加简单便捷。

票税协同，解决了发票验真、查重、认证等问题，提供一键算税和一键报税的能力，从而让我们企业的税务管理更合规，更安全。

合同管理，覆盖了合同起草、签订到履约的全生命周期管理。

资金的收付，做到了实时提醒及风险提醒，不漏收、不冒支、及时管控。

电子档案，促进档案管理集中化、专业化、标准化，提升效率，降低风险，节约成本。

财务分析，是我们通过对业务数据和财务数据的分析，为企业的经营决策提供更好的数据支撑。”

重百财务数字化转型前，集团对于下属分支机构的管控力度较为薄弱。财务的监管与治理职能发挥得不充分，财务人员的大部分时间，耗费在结算、核算、审核等繁琐的流程中。通过搭建财务共享中心，实现了以下4个方面的提升。

第一，推进财务智能转型，强化集团总部的管控，优化财务专业职能的分工。

第二，运用数字化手段，减少了财务手工操作，完善财务流程系统化、自动化能力，促进各系统间业务、数据、信息的高效流转。

第三，加强流程控制、规范业务处理，实现集中结算、资金支付等，提升财务信息的准确性和及时性，降低财务合规风险。

第四，通过财务人员的集中、业务的集中以及专业化的分工，提升了财务整体的工作效率，助力优化运营、降低成本。

例如，以往对公支付，除了需要获取大量前端系统的对账数据，经过多层审核签字后，财务人员还需要做鉴别发票真伪、核对收支账户信息等审核工作，存在大量的手工操作，流程长、效率低。而现在，自动化识别、AI技术的应用、在线化流程，都大大提升了财务的工作效率。

三、财务数字化转型，应量体裁衣

数字化转型，并非一蹴而就，成功的经验值得思考借鉴，成功的道路却无法一一复制。段总提到，企业应根据自身情况的不同，选择不同的侧重点和方式，实现自身建设目标。

段总建议道：“对信息化建设相对成熟，财务信息化建设较为深入的企业，我们认为应当从业务流程优化，业务与财务系统的打通，加强智能化工具的使用，强化大数据分析等方面，让财务的重复性工作用计算机与系统来替代，并且让生成的财务数据，进一步的去指导财务、业务的工作。

针对信息化建设还相对薄弱的企业，我们建议，应当从打通企业OA的办公系统，完善企业费控管理，加强企业资金收付管理等方面入手，为进一步的财务数字化，奠定良好的基础。

重庆百货仍将全面提升数字化能力，为在未来的竞争中，有效应对各种变化趋势，打下坚实基础。

翻译：

Go to the forefront of enterprise digitalization, approach the forefront of digitalization practice, and explore a new path of digitalization development. Lanling “digital journal” financial interview series activities are hot development. Visit benchmarking enterprises in various industries, communicate with financial leaders in China face to face, and provide the most valuable interpretation for financial digital construction.

We have the honor to invite Duan Xiaoli, Technical director of Chongqing Department Store Co., LTD., General manager of Chongqing Commerce E-commerce Co., LTD., to listen to his insights on digital construction, and share the history of digitization of Chongqing Department Store from 0 to 1 in the past ten years to record good results.

Chongqing Department Store Co., LTD. (hereinafter referred to as Chongbai), since the establishment of Baoyuantong in 1920, has been transformed from private to state-owned, and has gone through the stages of Sanba Department Store, Chongqing Department Store and Chongqing Department Store for 100 years.

Chongbai was listed in 1996, and it is the first commercial listed company in Chongqing. Now it owns famous brands such as Chongqing Department Store, New Century Department Store, Shangshe Electrical Appliances, and 368 commercial outlets, with more than 100,000 employees, providing comprehensive services of “clothing, food, housing and transportation” for over 30 million consumers.

Chongbai has been ranked among the top 100 National retail companies for more than ten consecutive years. In 2020, the company ranked the first among 52 listed retail enterprises in China in terms of profit. Its achievements are inseparable from its beautiful digital transformation.

Under the impact of e-commerce, ask digital

In 1999, China’s e-commerce began to enter the stage of substantive commerce. In 2013, China’s e-commerce surpassed the United States and became the world’s largest online retail market, with the transaction volume exceeding 10 trillion yuan and the online retail transaction volume exceeding 1.85 trillion yuan, accounting for 7.8% of the total retail sales of social consumer goods.

In this context, most of the domestic department stores growth decline, the industry down. Old department store Chongbai also felt the huge impact of the Internet and e-commerce, and soon realized that the transformation of business model is imperative.

In 2014, Chongbai began to expand Aolai and shopping centers and other new business formats, while deeply testing the waters of digital; In the same year, its New Century Department Store connected to Alipay and started digital payment. In 2019, the supermarket of Chongbai launched the smart purchase business and O2O home business, and began to connect the online and offline and integrate the sales chain. By the first half of 2021, online revenue reached 773 million yuan.

Duan said that Chongbai has made four major achievements in digital transformation.

“On the first hand, relying on wechat mall, independent research and development of ‘Chongbaiyun Shopping’ wechat mall, based on which to create a live broadcast platform, the two platforms combined with community operation, jointly expand the digital sales system of Chongbaiyun.

In the second aspect, the marketing platform is combined with big data analysis to improve precision marketing through the functions of member portrait, member label and member data analysis.

Thirdly, the enterprise welfare platform of “Sweet Orange Life” is built to provide digital welfare management for customers and improve user experience.

Fourth, we have built a series of financial data intelligent software with financial data as the core. In terms of financial standardization, standardization and automation, we have created a lot of new value for improving efficiency and reducing cost, compliance and decision support.

Plug in the smart financial wings, wings take off

In March 2019, Chongbai announced the use of financial sharing system, and in July 2021, Chongbai Financial Sharing Center was officially unveiled, which is a new milestone in its financial digital development. Financial sharing center uses new technologies to achieve standardization, automation and digital processing of financial work, and is committed to achieving the overall goal of “service management, risk prevention, financial number-driven, and value creation”.

Duan pointed out: “Our financial sharing center financial intelligent working platform, and traditional financial software is complementary rather than competitive relationship. Traditional financial software, in the aspects of capital management, comprehensive budget management, accounting management, has done very mature, help us from the traditional paper accounting work to the era of accounting computerization.

However, in the current economic globalization, the implementation of the fourth phase of the gold tax, and the complex environment of the epidemic, enterprises are forced to put forward higher requirements in the financial management and implementation of compliance, cost reduction and efficiency.”

Mr. Duan said, “The financial intelligent working platform is the product of the comprehensive realization and deep application of Internet technology, cloud computing, AI and other technologies in the financial field. It provides one-stop office solutions for financial personnel.

It connects our ERP, office OA, business and other systems to form a financial data center integrated with industry and finance.

The financial intelligent platform includes six modules:. Fee control management, tax coordination, fund collection and payment, contract management, electronic archives and financial analysis.

Expense control management, including expense reimbursement, loan repayment, budget management, cost allocation, automatic voucher and other functions, to promote the cost management more simple and convenient.

Invoice tax coordination solves the invoice verification, weight check, certification and other problems. And provides one-click tax calculation and one-click tax declaration ability, so that the tax management of our enterprise is more compliant and safer.

Contract management covers the whole life cycle management of contract drafting, signing and performance.

The receipt and payment of funds, to achieve real-time reminder and risk reminder, no leakage, no risk, timely control.

Electronic archives, promote archives management centralized, professional, standardized, improve efficiency, reduce risks, save costs.

Financial analysis, we through the analysis of business data and financial data, for the business decision to provide better data support.”

Before the digital transformation of Chongbai Finance, the group’s control over its subordinate branches was relatively weak. Financial supervision and governance function is not fully played, financial personnel spend most of their time in settlement. Accounting, audit and other cumbersome processes.

Through the establishment of financial sharing center, the following four aspects of improvement have been achieved.

First, promote the transformation of financial intelligence, strengthen the management and control of the group headquarters. And optimize the division of financial professional functions.

Second, the use of digital means to reduce manual financial operations, improve the systematic and automated ability of financial processes. And promote the efficient flow of business, data and information between systems.

Third, strengthen process control, standardize business processing, realize centralized settlement, fund payment, etc. Improve the accuracy and timeliness of financial information, and reduce financial compliance risks.

Fourthly, through the concentration of financial personnel, business and professional division of labor. The overall work efficiency of the financial sector is improved, helping to optimize operations and reduce costs.

For example, in the past, in addition to the need to obtain a large number of front-end system reconciliation data. After multi-layer audit and signature, financial personnel also need to identify the authenticity of the invoice, check the income and expenditure account information and other audit work. There is a lot of manual operation, long process and low efficiency. Now, automated identification, the application of AI technology, and online processes have greatly improved the efficiency of financial work.

Financial digital transformation, should be tailored to suit

Digital transformation does not happen overnight. The successful experience is worth thinking about and learning from, but the successful road cannot be copied. Duan said that enterprises should choose different emphases and ways to achieve their own construction goals according to their own circumstances.

President Duan suggested: “For enterprises with relatively mature information construction and deeper financial information construction. We believe that the repetitive financial work should be replaced by computers and systems from the aspects of business process optimization. The connection between business and financial system, the use of intelligent tools. And the analysis of big data, and the generated financial data should be replaced by computers and systems. To further direct the financial and business work.

For enterprises with relatively weak information construction. We suggest that we should start from opening up the office system of enterprise OA, improving the management of enterprise expense control, strengthening the management of enterprise fund receipt and payment, etc. So as to lay a good foundation for further financial digitization.

Chongqing department Store will still comprehensively improve its digital capabilities. So as to effectively cope with various trends in the future competition and lay a solid foundation.

免责声明：本网站安心库Anshinko (https://anshinko.com）内容主要来自原创、合作媒体供稿和第三方投稿，本文为本网站出于传播商业信息之目的进行转载发布，不代表本网站的观点及立场。本文所涉文、图、音视频、LOGO、软件、程序等资料之一切权利和法律责任归原作者所有和承担。本网站对此资讯文字、图片等所有信息的真实性不作任何保证或承诺，亦不构成任何购买、投资等建议，据此操作者风险自担。

任何单位或个人认为本网站中的内容可能涉嫌侵犯其知识产权或存在不实内容时，请及时通知本站，予以删除。