序言

“创新是一个不可预知、不合常理的过程，其艰难程度无异于让大象飞起来。”

哪怕是数十年来所向披靡的商业巨头，在响应或企图领先于市场的创新中也难免失败。

在当下的数字经济时代，数字化转型已成为企业创新发展的重点。埃森哲《2022中国企业数字转型指数研究》显示，面对更为复杂的技术和商业变化，中国企业数字化投入和转型策略更为务实。有近六成（59%）的受访企业高管表示在未来一至两年会增加数字化方面的投入，数字化转型已经成为越来越多中国企业的“必选项”。

这一市场需求从数字商业领域知名服务商微盟的业务成果中亦可得到一些印证。2022，微盟智慧零售业绩持续增长。智慧零售商户数量达到6054家，其中，品牌商户达1212家，同比增长20.8%。自2019年提出大客化战略至今，在国内市场时尚零售百强，微盟客户占比47%，商业地产百强占比43%，连锁便利百强占比35%，餐饮百强占比43%。

企业如何取得数字化转型的成功？一些领先企业已经给出各自的示范答案。特步集团将数字化融入集团五五规划，并在规划落地的首年实现了百亿营收。本土女装集团玛丝菲尔数字云店业绩单月超千万。来酷科技2022年OMO（Online- Merge-Offline）营收同比增长2880%。红豆居家2022年整体私域销售额同步增长14%。

《哈佛商业评论》中文版将基于与微盟集团高级副总裁兼首席技术官黄骏伟、微盟集团副总裁凌芸等行业专家，特步集团助理副总裁林俊、红豆居家总经理周兵、来酷科技集团副总裁李维、玛丝菲尔集团数字零售总监孟庆欣等企业代表的对话，从行业头部企业与头部服务商的研究中，以战略、技术和人才三大视角探讨企业如何通过不断重塑建立起真正的、长久的竞争优势。这些企业的实践和经验值得所有企业领导者借鉴和思考。

数字化正成为助推企业持续快速增长的重要引擎。一方面，数字化与前沿技术的融合创新，为企业达成目标提供动能；另一方面，从传统制造业，到更广阔的行业领域，数字化正在赋能千行百业加速迈向灵活、高效、高质量、可持续发展，释放经济发展新活力。

随着企业奋力追赶技术的创新，其在数字化领域所做的努力一直在扩大。疫情也极大地加快了这一步伐。但数字化转型也是一个复杂的系统工程，涉及业务、流程、组织结构、文化等方方面面的调整与进化。这给企业领导者们提出了一项不小的挑战，如何制定数字化转型战略？企业又应如何正确部署和扎实有序地推进这一战略？

一、数字化需横向思考：构建体系化解决方案

创新思维之父爱德华·德·伯诺曾分析道，美国企业界存在的一个很大的问题是，当他们遇到麻烦时只会按照原方向加倍努力。正像挖金子一样，当你挖下20英尺但还没有发现金子时，你的战略会是再挖2倍的深度，但如果金子是在距你横向20英尺处，那么不论你挖多久也永远不会找到金子。

于今天的中国企业而言，数字化转型战略也是此类“横向”战略。并且数字化转型并非爆发式的渠道，它是常态的业务模式，是自上而下的“一把手工程”，它考验的是企业和消费者对话的能力、品牌力、运营力，以及为客户所构建的零售力。

通常而言，经过市场验证并成功壮大起来的企业无疑都拥有契合其自身的企业发展战略，并且从上至下纵深于企业整体之中。而数字化转型是“后来者”，它依赖于企业决策者和数字化负责人在基于业务细分场景的顶层设计和执行策略中，以业务、技术为“双轮驱动”，制定出一个明确而连贯的数字化战略，并将其完全整合到整体的企业战略中去。这意味着企业应基于自身业务情况，以恰如其分的资源配置构建出完整的数字化解决方案。

那么，企业该如何构建其数字化解决方案？

以内衣行业品牌红豆居家为例，该品牌在全国店铺已超1500家，用户超1500万人，并拥有189项舒适专利。其所属集团——红豆集团曾荣获数字化转型先锋奖。为顺利实现数字化转型，红豆居家推出品牌商品数字化（挖掘每件产品从生产到消费者体验背后整个商品生命流程的一切相关数据，运用数字化思维对商品进行改造）、运营数字化（调整运营组织架构，设立以城市为单位的扁平化运营模式）和员工管理数字化（采用系统和工具跟踪内部管理痕迹，提升企业内部人员管理效率）的数字化战略。

采访中，红豆居家总经理周兵表示，“自实施数字化战略以来，最大的改观是前后台团队从传统的思维转换为数字化的思维，眼界得到开阔。结合到具体业务，我们惊喜地看到，销售不只是在门店做销售，其线上业绩甚至可以达到50%。”

不同于红豆居家，特步集团作为中国体育用品企业、国潮代表之一，则根据自身发展需要量身定制了“五五规划”，配合国家《十四五规划纲要》中的发展方向。包括以创新驱动发展、通过内循环扩大内需促进国际内循环、加快数字化发展，以及推动绿色发展等规划，定义数字化未来，围绕着以消费者为中心的数字化蓝图，构建数字化营销能力、运营能力和供应链能力。

“事实上，在形成一个整体战略与方案之前，数字化、信息化、IT的价值并不能得到有效的衡量。但如今通过体系化的规划与布局，数字化转型与业务部门的KPI结合起来，将形成可视化的衡量数据。”特步集团助理副总裁林俊在采访中说道。

作为数码3C领域创新零售千亿独角兽企业，来酷科技则针对以消费者为中心的全员经营理念，构建消费者购物旅程场景闭环，提升消费者的体验，着重发展连锁店面管理能力和完善优化零售的系统能力，系统化设计零售业务体系，不断迭代，形成特色OMO全时全域的创新零售业务模型和多场景多形态的店面形态。同时配合会员的私域运营能力，打造了立体的创新零售连锁体系。“数字化转型本质上是对业务的变革和重构。基本原则是围绕企业发展战略和业务目标来实现。”来酷科技集团副总裁李维表示。

二、数字化战略应以终为始：客户价值是锚点

制定数字化转型战略的另一要点是要注重客户价值和运营模式同步升级。管理大师彼得·德鲁克曾说，“以客户为中心的前提是，要先搞清楚谁是客户，谁又决定着企业未来的发展。继而，衡量商品价值的前提是，它能够为客户提供什么样的价值”。企业管理者需要从根本上重新思考如何通过运营模式变革创造新的客户价值。其强调的“客户价值”在数字经济等大背景下的重要性正与日俱增。

客户价值对于企业之所以重要，是因为客户是企业战略的出发点。企业存在的基础是提供产品和服务，但客户价值却是产品和服务能否实现的关键。从客户出发，又从客户结束，循序渐进，闭环才得以形成。正如微盟集团副总裁凌芸所说，“企业数字化转型，首要指标是有没有设定以客户为中心的业务战略？能不能够围绕客户进行全新的业务布局，甚至有勇气对现有的业务和结构进行改造，而这些围绕消费者重构企业的业务价值和业务，是我们认为企业未来可以走出不同增长曲线的关键。”

数字化转型的核心在于它要求企业在运营模式以及提供客户体验和收益的方式上做出改变。企业必须发展和革新数字化架构，提供更个性化的服务，并改变传统业务模式。数字化转型能够帮助零售行业实现物流网络的自动化和优化，打造个性化的交付服务并加快交付速度，而不断增长的个性化服务需求也推动着零售行业的模式创新。

以鄂尔多斯为例。该企业通过运营模式升级、渠道优化等，有力支撑了各个品牌运营和消费者体验塑造的闭环，同时以消费者的需求为出发点，锐意创新。通过与微盟合作，科学布局线上业务，充分利用电商、小程序、企业微信、社群、直播等线上新渠道、新工具，以消费者需求为驱动、利用数字资产来打通上中下游，在供给端不断提升效率，在消费端不断提升客户体验，推动企业整体数字化进程。鄂尔多斯资源股份总经理张磊曾在采访中表示，鄂尔多斯的数字化转型并非以GMV为导向，而是以客户价值与客户体验为核心。

目前，借助微盟等数字商业服务商，本土领先企业已经可以根据新数据和交互方式为传统产品增加有助于实现品牌差异化的特性和服务。例如，红豆居家在满足客户不断变化的个性化需求方面就表现得很优秀。该企业通过重新调整其运营模式，使客户偏好的要求渗透到购买和销售链中的每项活动中，通过整合所有的业务活动，优化与活动相关的数据管理与追踪方式，增强产品和服务，极大地提升了客户体验。周兵直言：“通过业务数字化开展全渠道商务和支持实时数据访问，满足客户不断变化的期望，我们发掘了更多销售线索，提高了客户保留率和忠诚度。”

三、战略需行稳致远：系统性和创新同等重要

早在2013年，埃森哲《技术展望》就已提出商业将全面数字化。在技术已然改变人们的期望与生活方式的当下，企业亟须思考技术与业务的关系，并利用技术加速数字化转型、开辟新局面。数字技术投资于企业整体数字化转型而言，是重要的能力建设投资。它可以优化现有业务流程并降低成本，但企业应避免只关注局部创新与效率，而是从更为底层的逻辑去整体布局。过去几年，类似“数据孤岛、业务割裂甚至互相掣肘”的状况并不少见，也往往是导致企业数字化战略推进无疾而终的关键因素。

眼下，大数据、云计算、人工智能、机器学习、物联网等技术的出现促使行业间前所未有的相互渗透，并从根本上改变了商业环境，面对各样诱人的创新技术，企业要持续稳健发展壮大的途径是具备系统性思维，既要关注前瞻性，也考虑到可持续性。具体到数字化范畴，系统性思维对最终战略落地的重要性，甚至超越了技术创新本身。再者，良好的底层系统，其具备的开放性、灵活性、可拓展性等，可以确保企业数字化战略行稳致远。

以微盟WOS新商业操作系统为例，该系统通过共享核心业务能力和基础技术能力，可以适当降低企业部署数字化的资金成本和时间成本。WOS所提供的PaaS平台能力，可以实现低技术门槛、灵活的个性开发，帮助企业快速响应市场、客户及经营管理需求，推出相应的创新应用及服务。疫情重创零售行业时，红豆居家及时借力微盟小程序成功打通新渠道、触达新客群、挖掘新需求，增加业务经营收入，同时让后续数字化布局更加顺畅。特步集团加大小程序运营投入，进行精细化人群运营，实现全渠道营销转化闭环。来酷科技也通过微盟，打造了OMO全时全域智慧零售业务模型，同时配合会员的私域运营能力，实现零售要素全面数字化。玛丝菲尔则通过微盟的个性开发服务，开启差异化营销路线，销售额一路攀升。

事实上，技术创新的核心是以数据为驱动实现客户价值，而要最大程度发挥数据的价值，就必须充分利用和理解数据。微盟WOS基于底层的开放与集成生态，能够帮助企业解决面临的“数据孤岛”难题，为企业提供切实可行的洞察和报告。企业因此可以根据需要对数据分析灵活按需配置。如此，企业领导者就能够快速、果断地采取行动，抓住机遇，应对风险。

这点从企业业绩增长中可得到印证。特步集团2022年年收入129.3亿元，增速近30%，主品牌特步同期营收创下111.3亿元，首破百亿。在私域运营上，特步集团也成果斐然——自2020年以来，特步每年都以50%的复合增长速度在做业绩增长。据林俊预测，未来线上销售额将占集团整体销售额的40%至50%；来酷科技2022年全年营业额82亿，同比增长25%，OMO同比增长2880%；红豆居家2022年整体私域销售额同比增长14%；玛丝菲尔云店销售额从2022年单月600多万增加到2023年单月1000多万。

数字化转型既是一种流程变革，也是一种技术变革。显然，企业若想在今后繁荣发展，就必须打造新的竞争优势，而非简单地把现有业务转为数字化。这意味着企业必须从与对手竞争转为与网络及生态系统中的伙伴合作，以更低成本的方式创造价值。只有那些能够以开放心态拥抱和推行数字化转型的企业，才能在很多方面赢得先机，并将新的和现有的竞争对手抛在身后，成为行业领导者。

对此，凌芸认为，企业正日渐笃定与其进行数字化转型合作的服务企业选型标准，除业务能力外，必须具备长期性、持续合作的基因，即永不停止的自进化力、主张行稳致远的长期主义价值观以及有一定前瞻性的战略意识。

“在数字化领域聚焦的零售领域，微盟希望未来可覆盖更多行业，助力更多企业，同时在企业中承载更宽的业务边界，以与企业共生共长的伙伴身份，为企业数字化转型战略的制定与执行提供价值。”凌芸总结道。

翻译：

Preface

“Innovation is an unpredictable, perverse process that is as hard as flying elephants.”

Even business giants that have been invincible for decades have failed to innovate in response to or in an attempt to stay ahead of the market.

In the current era of digital economy, digital transformation has become the focus of enterprise innovation and development. Accenture’s 2022 China Enterprise Digital Transformation Index Study shows that in the face of more complex technological and business changes, Chinese enterprises are more pragmatic in their digital investment and transformation strategies. With nearly six in 10 (59%) executives surveyed saying they will increase their investment in digital in the next one to two years, digital transformation has become a “must” for an increasing number of Chinese companies.

This market demand can also be confirmed by the business results of Weimu, a well-known service provider in the field of digital commerce. In 2022, Weimeng’s smart retail performance continues to grow. The number of smart retail merchants reached 6,054, of which 1,212 were brand merchants, an increase of 20.8%. Since the large customer strategy was proposed in 2019, in the top 100 fashion retailers in the domestic market, micro Union customers accounted for 47%, commercial real estate 100 accounted for 43%, chain convenience 100 accounted for 35%, and catering 100 accounted for 43%.

How can companies succeed in digital transformation? Some leading companies have already given their own model answers. Xtep Group integrated digitalization into the group’s fifth Five-Year Plan, and achieved 10 billion revenue in the first year of planning. Local women’s clothing group Masfil digital cloud store performance of more than 10 million a month. To cool technology 2022 OMO (Online-Merge-Offline) revenue growth of 2880%. Red Bean home 2022 overall private domain sales growth of 14%.

The Chinese edition of the Harvard Business Review will be based on conversations with industry experts such as Huang Junwei, Senior Vice President and Chief Technology Officer of Weimeng Group;

Ling Yun, Vice President of Weimeng Group; Lin Jun, Assistant Vice President of Xstep Group; Zhou Bing, General Manager of Hongdou Home; Li Wei, Vice President of Laku Technology Group; Meng Qingxin, Director of Digital Retail of Masfel Group; and other corporate representatives. From the study of the leading enterprises and leading service providers in the industry, this paper discusses how enterprises can establish real and long-term competitive advantages through continuous remodeling from the three perspectives of strategy, technology and talent. The practice and experience of these enterprises are worth learning and thinking for all business leaders.

Digitalization is becoming an important engine to promote the sustained rapid growth of enterprises. On the one hand, the integration and innovation of digitalization and cutting-edge technologies provide momentum for enterprises to achieve their goals; On the other hand, from the traditional manufacturing industry to a wider range of industries, digitalization is empowering thousands of industries to accelerate towards flexible, efficient, high-quality and sustainable development, releasing new vitality for economic development.

As companies struggle to keep up with technological innovation, their digitalization efforts have been expanding. The pandemic has also dramatically accelerated the pace. But digital transformation is also a complex system engineering, involving the adjustment and evolution of business, process, organizational structure, culture and other aspects. This presents a big challenge for business leaders, how to develop a digital transformation strategy? How should enterprises correctly deploy and solidly and orderly promote this strategy?

First, digitalization requires lateral thinking: Build systematic solutions

Edward de Berneau, the father of innovative thinking, once observed that a big problem with corporate America is that when they get into trouble, they just double down. Just like digging for gold, when you dig 20 feet down and don’t find gold, your strategy is to dig twice as deep, but if the gold is 20 feet across from you, no matter how long you dig, you will never find gold.

For today’s Chinese enterprises, digital transformation strategy is also such a “horizontal” strategy. And digital transformation is not an explosive channel, it is the normal business model, is a top-down “leader project”, it tests the ability of enterprises and consumers dialogue, brand power, operational power, and retail power built for customers.

Generally speaking, the enterprises that have been verified and successfully grown by the market undoubtedly have their own corporate development strategy, and are deep in the enterprise as a whole from top to bottom. Digital transformation is a “latecomer”, which relies on enterprise decision makers and digital leaders to formulate a clear and coherent digital strategy in the top-level design and execution strategy based on business segmentation scenarios, with business and technology as “two-wheel drive”, and fully integrate it into the overall enterprise strategy. This means that enterprises should build complete digital solutions based on their business situation, with the right allocation of resources.

So how can companies build their digital solutions?

Take the underwear industry brand Hongdou home as an example, the brand has more than 1,500 stores in the country, more than 15 million users, and has 189 comfort patents. Its affiliated group, Red Bean Group, has won the Digital Transformation Pioneer Award. In order to successfully achieve digital transformation, Hongdouhome launched the digitalization of branded goods (mining all relevant data of the entire product life process behind each product from production to consumer experience, using digital thinking to transform the goods), and digitalization of operations (adjusting the operation organization structure, The establishment of a flat operation model based on the city and the digitalization of employee management (using systems and tools to track the traces of internal management and improve the efficiency of internal personnel management).

In an interview, Zhou Bing, general manager of Hongdou Home, said, “Since the implementation of the digital strategy, the biggest change is that the front and back office team has changed from traditional thinking to digital thinking, and their horizons have been broadened.” When combined with the specific business, we were pleasantly surprised to see that sales are not just sales in stores, but online performance can even reach 50%.”

Different from Red Bean home, XTEP Group,

Different from Red Bean home, XTEP Group, as one of the representatives of China’s sporting goods enterprises and national tide, has tailored the “Fifth Five-Year Plan” according to its own development needs, and cooperated with the development direction of the national “Outline of the 14th Five-Year Plan”. It includes plans for innovation-driven development, expanding domestic demand to promote international internal circulation through internal circulation, accelerating digital development, and promoting green development to define the digital future, and build digital marketing capabilities, operational capabilities, and supply chain capabilities around a consumer-centric digital blueprint.

“In fact, before forming an overall strategy and program, the value of digitalization, informatization, and IT cannot be effectively measured.” But now, through systematic planning and layout, digital transformation is combined with business unit KPIs to form visual measurement data.” Lin Jun, assistant vice president of XTEP Group, said in an interview.

As an innovative retail unicorn enterprise in the field of digital 3C, Lacool Technology aims at the full staff management concept of consumer-centered, building a closed loop of consumer shopping journey scenes, improving consumer experience, focusing on the development of chain store management capabilities and improving the optimization of retail system capabilities, systematically designing retail business systems, and constantly iterating. The formation of characteristic OMO full-time global innovative retail business model and multi-scene and multi-form store form. At the same time, with the member’s private domain operation ability, to create a three-dimensional innovative retail chain system. “Digital transformation is essentially the transformation and restructuring of the business. The basic principle is to focus on the development strategy and business objectives.” To cool technology group vice president Li Wei said.

Second, digital strategy should start with the end: customer value is the anchor

Another key to developing a digital transformation strategy is to focus on customer value and operating model upgrades. Management guru Peter Drucker once said, “The premise of being customer-centric is to first understand who is the customer and who determines the future development of the enterprise.” In turn, the value of a product is measured by what value it provides to the customer.” Business managers need to fundamentally rethink how to create new customer value through operational model changes. Its emphasis on “customer value” is increasingly important in the context of the digital economy.

Customer value is important to the enterprise because the customer is the starting point of the enterprise strategy. The basis of the existence of enterprises is to provide products and services, but customer value is the key to the realization of products and services. Starting from the customer, and ending from the customer, step by step, the closed-loop can be formed. As Ling Yun, vice president of Weimeng Group, said, “The primary indicator of enterprise digital transformation is whether there is a customer-centric business strategy? The ability to create a new business layout around the customer, and even have the courage to transform the existing business and structure, and these business values and businesses around the consumer, is the key to the future of the company can be out of the different growth curve.”

At its core, digital transformation requires changes in the way businesses operate and deliver customer experience and revenue. Companies must evolve and innovate digital architectures, provide more personalized services, and transform traditional business models. Digital transformation can help the retail industry automate and optimize logistics networks, create personalized delivery services and speed up delivery. And the growing demand for personalized services is also driving model innovation in the retail industry.

Take Ordos as an example. Through the upgrading of the operation model, channel optimization, etc

Take Ordos as an example. Through the upgrading of the operation model, channel optimization, etc. The company has strongly supported the closed-loop of the operation of various brands and the shaping of consumer experience. And at the same time, it takes the needs of consumers as the starting point and is determined to innovate.

Through cooperation with Weimeng, scientific layout of online business, make full use of e-commerce, small programs, enterprise wechat, community, live streaming and other online new channels and new tools, driven by consumer demand, the use of digital assets to open up the upper, middle and lower reaches, constantly improve efficiency on the supply side, continuously improve customer experience on the consumer side, and promote the overall digital process of enterprises. Zhang Lei, general manager of Ordos Resources Shares, said in an interview that Ordos’s digital transformation is not GMV-oriented. But customer value and customer experience as the core.

With the help of digital business service providers such as Weimeng, local leading companies can already add features and services to traditional products that help achieve brand differentiation based on new data and interaction methods. Red Bean Home, for example, has excelled in meeting the changing and personalized needs of its customers. The company has significantly improved the customer experience by realigning its operating model so that the requirements of customer preferences permeate every activity in the buying and selling chain, by integrating all business activities, optimizing how data is managed and tracked related to activities, and enhancing products and services. “By digitizing our business to enable omnichannel commerce and support real-time data access to meet our customers’ changing expectations. We have uncovered more sales leads and improved customer retention and loyalty,” Zhou said bluntly.

Third, the strategy needs to be stable and long-term: Systematism and innovation are equally important

Back in 2013, Accenture’s Technology Outlook suggested that business would go digital. At a time when technology has changed people’s expectations and lifestyles. There is an urgent need for companies to think about the relationship between technology and business. And use technology to accelerate digital transformation and break new ground. Digital technology investment is an important capacity building investment in the overall digital transformation of enterprises. It can optimize existing business processes and reduce costs. But enterprises should avoid focusing only on local innovation and efficiency. But from a more low-level logic to the overall layout. In the past few years, the situation of “data silos, business fragmentation and even mutual constraints” is not uncommon. And it is often the key factor that leads to the advancement of enterprise digital strategy.

At present, the emergence of technologies such as big data, cloud computing, artificial intelligence, machine learning. And the Internet of Things has prompted unprecedented mutual penetration between industries and fundamentally changed the business environment. In the face of a variety of attractive innovative technologies. The way for enterprises to continue to develop and grow is to have a systematic thinking. Which should focus on forward-looking, but also take into account sustainability. When it comes to digitalization, the importance of systematic thinking to the final strategy goes beyond technological innovation itself. In addition, a good underlying system, with its openness, flexibility, scalability, etc., can ensure that the digital strategy of the enterprise is stable and long-term.

Taking the new business operating system of Weimeng WOS as an example, the system can appropriately reduce the capital cost and time cost of digital deployment by sharing core business capabilities and basic technical capabilities.

The PaaS platform capability provided by WOS can realize low technical threshold, flexible personality development. And help enterprises quickly respond to market, customer and management needs. And launch corresponding innovative applications and services. When the epidemic hit the retail industry hard, Red Bean Home in time to use the micro Union small program successfully opened up new channels, reached new customer groups, tapped new needs, increased business income, while making the subsequent digital layout smoother. Xtep Group increased investment in small program operation, carried out refined crowd operation. And realized the closed-loop transformation of omni-channel marketing. Cool technology also through the micro union, to create OMO full-time global smart retail business model. While working with members’ private domain operation capabilities, to achieve comprehensive digital retail elements. Masfil has opened a differentiated marketing route through Micro Union’s personality development services, and its sales have climbed all the way.

In fact, the core of technological innovation is to achieve customer value driven by data, and to maximize the value of data, we must make full use of and understand data.

Based on the underlying open and integrated ecology, Weimeng WOS can help enterprises solve the “data island” problem. And provide practical insights and reports for enterprises. This gives companies the flexibility to configure data analytics on demand. In this way, business leaders can act quickly and decisively to seize opportunities and address risks.

This can be confirmed by the growth of corporate performance. Xtep Group’s annual revenue in 2022 was 12.93 billion yuan, a growth rate of nearly 30%. And the main brand XTEP’s revenue reached 11.13 billion yuan in the same period, breaking 10 billion for the first time. In the private domain operation, the XTEP Group has also achieved remarkable results – since 2020, XTEP has been increasing its performance at a compound growth rate of 50% every year.

In the future, online sales will account for 40% to 50% of the group’s total sales. According to Lin Jun’s forecast. In 2022, the annual turnover of Laku Technology was 8.2 billion, an increase of 25%. And the OMO increased by 2880%. Red Bean home 2022 overall private domain sales growth of 14%; Marsfil Cloud store sales increased from more than 6 million per month in 2022 to more than 10 million per month in 2023.

Digital transformation is both a process change and a technological change.

It is clear that if companies want to thrive in the future. They must build new competitive advantages, rather than simply digitizing their existing operations. This means companies must shift from competing with rivals to working with partners in networks and ecosystems to create value at lower cost. Only those companies that can embrace and implement digital transformation with an open mind will be able to win in many ways and leave new and existing competitors behind to become industry leaders.

In this regard, Ling Yun believes that enterprises are increasingly determined with their digital transformation cooperation service enterprise selection standards, in addition to business capabilities, must have a long-term, continuous cooperation gene. That is, never stop the self-evolution of the force, advocating long-term values and a certain forward-looking strategic awareness.

“In the field of retail, which is the focus of the digital field, Weimeng hopes to cover more industries and help more enterprises in the future, while carrying a wider business boundary in the enterprise, and providing value for the development and implementation of the digital transformation strategy of enterprises as a co-growing partner.” Ling Yun concluded.

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