当前虽说数字化转型已经成为企业提升竞争力的关键路径，成为了企业发展的必答题，但仍有部分企业 不敢转，最主要的原因就是那看似高昂的建设成本、技术专业性以及不确定性，据麦肯锡研究，70%的 数字化项目未能达到预期目标，其中试错成本占比高达15%~25%，那么该如何系统性的降低试错成 本？首先我们来分析一下企业数字化转型建设的成本构成。 | 成本类型 | 具体内容 | | --- | --- | | 技术投资成本 | 硬件设备购置、软件系统开发与维护、网络基础设施建设等费用 | | 人力资源成本 | 专业人才招聘、员工培训、团队组建与管理等支出 | | 业务流程重构成本 | 流程优化设计、组织架构调整、系统集成与数据迁移等费用 | | 安全与隐私保护成本 | 网络安全防护、数据加密、合规性建设等投入 | 而隐性成本包括变革期间比如：企业文化重塑、员工观念转变等所产生的沟通协调等时间成本，这些是 最容易忽视的。 关于数字化成本的误区 对于部分传统企业而言一谈及数字化成本马上就会想到软件费用，于是为了降低成本就各种砍价、砍功 能、砍需求，总之越便宜越好，结果一不小心踩了软件公司的各种坑（此问题老杨已在上一篇文章中详 细 ...

Core Viewpoint - Epsium Enterprise Limited's recent IPO on NASDAQ marks a significant milestone for the company, indicating a new phase in its development and a commitment to governance, brand building, and global communication [1][4] Group 1: Company Development and Strategy - The company views its IPO as a new starting point that will facilitate substantial progress in governance, brand building, and global communication [1] - Epsium Enterprise plans to optimize its product structure and collaborate with long-term oriented liquor brands and distributors to enhance market coverage [2] - The company is accelerating its digital transformation across various aspects, including supply chain management and data analysis, to improve management efficiency and market responsiveness [2] Group 2: Market Challenges and Opportunities - The liquor industry faces strict regulations, and international markets demand higher standards for product quality, compliance, and financial disclosure, posing challenges for small and medium-sized enterprises [1] - Epsium Enterprise recognizes the complexities of cultural differences, consumer habits, and regulatory systems in international markets, emphasizing the need for long-term investment in brand building [1] - The management is closely monitoring industry consolidation opportunities, with acquisitions being a key part of the mid-to-long-term strategy, focusing on projects that align with the company's core business [2] Group 3: Economic Environment and Risk Management - The management expresses a cautious stance regarding the current international economic landscape, particularly amid US-China trade tensions and policy uncertainties [3] - As an importer, the company is affected by international market fluctuations, including tariff adjustments and exchange rate changes, which can impact operational costs and market pricing [3] - Epsium Enterprise aims to mitigate upstream risks by securing key sources and optimizing inventory structures while strengthening long-term relationships with downstream customers [3] Group 4: Local Market Environment - The favorable policy environment in Macau is considered a key factor for Epsium Enterprise's steady growth, with the region's transparent business environment and legal system providing a conducive space for development [3] - The company plans to expand its overseas market presence while establishing a strong foundation in Macau, which serves as a bridge between mainland China and international markets [3]

Core Viewpoint - Gaode Carpet Company is a leading player in the domestic carpet industry, achieving significant production and sales milestones while facing challenges typical of traditional manufacturing, such as reliance on foreign trade and inventory pressure [1][3]. Group 1: Company Overview - Gaode Carpet Company operates with 8 flat screen printing lines and 2 round screen printing lines, producing over 20 million carpets annually [1]. - The company has a sales revenue exceeding 500 million yuan, with products exported to over 60 countries and regions worldwide [1]. Group 2: Challenges Faced - The company faces challenges including a single market structure due to over-reliance on foreign trade orders, long capital turnover cycles, and high inventory pressure [3]. - Increased volatility in international market demand has necessitated the exploration of new growth avenues for traditional manufacturing enterprises [3]. Group 3: Digital Transformation - A partnership with Shupai Group's Shupai Yigou has enabled Gaode Carpet to establish an online bridge to the domestic market, facilitating direct consumer access [3]. - The new digital model allows for immediate full payment upon contract signing, significantly improving cash flow and reducing inventory risks [3]. Group 4: Future Outlook - The company anticipates continued growth in domestic orders and improved operational efficiency through digital capabilities [3]. - Gaode Carpet aims to innovate product lines based on insights into domestic consumer demands for high-quality and personalized products, contributing to the digital transformation of the home textile industry [3].

Group 1: Core Product and Technology - The core product, YuanGuang DAP, is a next-generation "enterprise digital core system" that integrates digital management of core resources and business capabilities, surpassing traditional ERP systems [2][3]. - DAP is based on a cloud-native intelligent architecture, integrating management models, data services, and AI capabilities to support deep transformation from business informatization to management intelligence [3]. - DAP's product features are summarized as "three highs and three fulls": high adaptability to management changes, high support for group control, and high support for co-construction and sharing; fully autonomous and controllable, fully covering business, and fully leading in intelligence [3]. Group 2: Market Opportunities and Promotion Plans - In 2025, the emphasis on technology independence and digital upgrades presents historical opportunities for the comprehensive promotion of YuanGuang DAP, aiming to replace foreign counterparts [4]. - The company plans to optimize standard products and enhance solutions for various industries, including energy, construction, manufacturing, metallurgy, transportation, and healthcare [4][5]. - Targeting large enterprises, the company will provide specialized solutions to address their complex management needs, while also adapting standard products for medium-sized and local enterprises [5]. Group 3: Low-Carbon Business Strategy - The company aims to build a comprehensive carbon market service system, offering services such as carbon verification, carbon assets, carbon trading, and carbon footprint management [6]. - It will leverage its geographical advantages to support international green energy organizations and participate in standard formulation and certification services [6]. Group 4: Artificial Intelligence Development - Since 2015, the company has been researching AI technologies, developing over a thousand RPA robots and various intelligent devices, forming a 3+N business model for AI development [7]. - Future AI plans include enhancing the AI middle platform, scaling intelligent applications of DAP products, and expanding AI applications in the power grid sector [9]. - The company aims to strengthen its AI ecosystem through collaborations with leading industry firms and academic institutions [9]. Group 5: Impact of Marketization in Power Trading - The deepening of the electricity market presents challenges for market participants, requiring enhanced digital and informational support [10]. - Companies need to improve power prediction accuracy and multi-source collaborative optimization capabilities, creating significant opportunities for the company's information technology in power trading [10].

Core Viewpoint - Shenzhen Feichuang Innovation Technology Co., Ltd. (Feichuang) has submitted its listing application to the Hong Kong Stock Exchange, aiming to leverage its position as a leading global provider of enterprise-level network solutions to support digital transformation for businesses worldwide [1][2]. Company Overview - Feichuang is recognized as the second-largest online DTC network solutions provider globally, based on projected revenue for 2024 [1]. - The company offers a comprehensive range of products and services, including high-performance network devices, scalable operating systems, and cloud network management platforms [1]. - Feichuang has established a highly integrated DTC model that efficiently delivers contextual solutions globally, combining network architecture design, multi-vendor procurement, and after-sales support into a unified platform [1]. Financial Performance - For the year 2024, Feichuang reported revenues of RMB 2.612 billion, reflecting an 18.0% year-on-year growth [2]. - The net profit for the same period was RMB 397 million, with a gross margin of 50.0% [2]. - The compound annual growth rate (CAGR) of the company's revenue from 2022 to 2024 is 14.6%, indicating strong growth momentum [2]. - The net revenue retention rate improved from 94.4% in 2023 to 102.1% in 2024, showcasing strong customer loyalty [2]. Market Presence - Feichuang has served over 450,000 customers across more than 200 countries and regions, including approximately 60% of the Fortune 500 companies [1].

近日与某微信好友聊天，他感叹这么多年数字化建设不易的同时说道：老杨，你有没有觉得当前在降本 增效的模式下企业、信息部门、软件公司三者之间似乎进入了一个死循环，企业在不断的压缩预算，信 息部门在疲于应付需求，而软件公司则在低价竞争中难以提供高质量服务。这种恶性循环不仅使企业无 法真正实现所谓的"降本增效"目标，反而可能导致技术债务越积越多，工作效率下降。 信息信息部门：夹缝中求生存处境艰难 大部分传统企业的信息部门一直以来都是尴尬的存在，虽然信息部门肩负企业数字化建设的重任，但由 于价值体现难，管理层认为其投入产出不成正比；众所周知，业务部门对于数字化的需求是多样化的， 引进一套系统不会解决所有的问题，于是信息部门需要不断引入新的技术与系统，随着工作量的不断增 加还需要不断的扩大团队，这就导致信息部门的可见成本不断攀升，进一步降低其价值。但随着企业降 本增效模式的推进，信息部门不仅要应对预算削减带来的资源紧张问题，还要努力维持现有系统的稳定 运行，并满足业务部门不断变化的需求。在资源有限的情况下，信息部门往往顾此失彼，比如在团队规 模缩减的情况下，信息部门只能疲于应付日常运维，对于业务部门的新需求难以招架，更加 ...

以下文章来源于每日人物 ，作者每人作者 每日人物 . 轻商业，懂生活。 县城职场困境背后是更深的企业转型难题。 文 ｜ 康提 编辑 ｜ 张轻松 来源｜ 每日人物（ID：meirirenwu） 封面来源 ｜ 视觉中国 县城来了大厂专家后，打工人被卡在OA里，每次提财务申请都相当于渡劫，报销7毛钱折腾半个月……从深圳回老家，在县城豪华酒店工作的康提，在过去 一年多，遭遇了最复杂的职场体验：刚适应了县城的人情江湖，又迎来势要把一线先进经验播撒到基层盐碱地的大厂高管。 每任高管都不掩饰自己的雄心，先是系统化、流程化作业，设置各类审批流程，所有节点可追踪可溯源；又是改造人才晋升培养体系，有管理职级一路向上 的M级和专业能力不断资深的P级，要化绩效考核为生产力；互联网黑话，文山会海，搅弄职场风云…… 流水的外聘专家，铁打的打工人。人一走，留下烂摊子一堆。老板仍坚信"科技赋能，企业正经历数字化转型"，而打工人叫苦不迭："为什么高管们来了以 后，咱们公司挣的钱没有变多，我们反而更累了？" 以下是康提的讲述： 县城职场越来越卷了 四年前我刚从深圳回来时，还是我们厂后台唯二的两个本科生之一，那时公司正和市里某二本学院合作"在职学 ...

Core Viewpoint - The digital transformation of traditional enterprises is a challenging and lengthy process, often leading to conflicts between IT and business departments, characterized by misunderstandings and unmet expectations regarding system usability and requirements [1][12]. Group 1: System Usability Issues - Business departments frequently express dissatisfaction with new systems, often stating "the system is not usable," which reflects both genuine usability issues and resistance to change [1][2]. - Factors contributing to system usability problems include outdated software architecture, inadequate implementation capabilities, and a lack of willingness from business departments to adopt new systems due to fears of oversight and job security [1][2][3]. - Companies need to enhance their system selection processes and improve the implementation capabilities of IT departments to better align with the dynamic needs of business departments [2][4]. Group 2: Demand Gathering Challenges - During the digital demand survey, business departments often provide vague requirements, leading to a disconnect between what is needed and what is developed [3][4]. - The lack of digital literacy within business departments hampers their ability to articulate needs effectively, resulting in a reliance on IT to interpret requirements [4][5]. - Successful digital transformation requires a collaborative approach where IT, business departments, and software companies reach a consensus on requirements and implementation paths [5][6]. Group 3: Development and Implementation Issues - Internal development teams often face criticism for delivering subpar software, primarily due to a failure to fully understand and capture business needs [6][7]. - There is a tendency for business departments to assume that IT will inherently understand their needs, leading to misaligned expectations and dissatisfaction with the final product [6][7]. - IT departments must prioritize understanding business requirements and fostering empathy to create software that genuinely meets user needs [7][8]. Group 4: Increased Workload Post-Implementation - After the launch of digital systems, business departments often experience an increase in workload rather than the expected efficiency gains, which can lead to frustration [8][9]. - The initial increase in workload is attributed to the learning curve associated with new systems, data migration, and the need to adjust traditional workflows [8][9]. - Effective change management and support during the transition period are crucial for realizing the long-term benefits of digital systems [9][10]. Group 5: Autonomy of Business Departments - Business departments sometimes choose to bypass IT in digital initiatives due to perceived inefficiencies, leading to fragmented systems and increased risks [9][10]. - This autonomy can result in data silos, increased operational risks, and potential project failures due to a lack of technical expertise [10][11]. - A collaborative approach that integrates IT and business departments is essential to avoid pitfalls associated with isolated digital initiatives [10][11]. Group 6: System Management and Governance - The desire for business departments to take over system management stems from issues related to unclear responsibilities and the need for timely operations [11][12]. - Despite initial intentions, system management often reverts to IT due to the necessity of a cohesive governance structure [11][12]. - Engaging business departments in the entire process from demand gathering to system maintenance can foster a sense of ownership and improve overall system effectiveness [11][12].

Core Viewpoint - The implementation plan for the issuance of data element vouchers in Tai'an aims to support enterprises in digital transformation and the realization of data asset value through a total of 5 million yuan in financial subsidies [1][10]. Group 1: Data Element Voucher Application - Enterprises must register and complete identity verification on the Tai'an Data Element Management Service Platform to apply for data element vouchers [3]. - After successful login, enterprises need to upload their business license to initiate the application process [3]. Group 2: Data Resource Consolidation and Collection - Following the approval of the business license, enterprises must upload required documentation, including business system information, compliance commitments, cost collection forms, and the latest financial statements [4]. Group 3: Data Asset Registration - After the data resource consolidation materials are approved, enterprises can proceed to register their data assets and upload the registration certificate [6]. Group 4: Data Element Voucher Usage - From now until December 31, 2025, enterprises that complete data asset registration with a minimum amount of 200,000 yuan can apply for data element vouchers, with a subsidy covering 50% of costs incurred during the registration process, capped at 50,000 yuan per enterprise [9]. - The application process requires enterprises to submit service contracts and invoices for review by the relevant authorities before funds can be disbursed [9]. Group 5: Supervision and Compliance - The issuance of data element vouchers will be supervised by the Tai'an Big Data Bureau and the Finance Bureau, with strict penalties for any fraudulent activities [10]. - Enterprises are responsible for the authenticity of their submitted materials and must comply with relevant laws and regulations [10].

一、企业级B2B平台的重要性与挑战 1.1 重要性 随着市场竞争的日益激烈和消费者需求的多样化，企业间的交易模式也在不断变化。传统的线下交易方式因信息不对称、交易成本高、效率低 等问题，已难以满足现代企业快速响应市场、高效协同的需求。企业级B2B平台的出现，通过数字化手段整合行业资源，优化供应链流程，提 供一站式交易服务，极大地提升了企业间的交易效率，降低了交易成本，为企业带来了更多的商机和利润。 1.2 挑战 然而，企业级B2B平台的发展并非一帆风顺。一方面，不同行业、不同规模的企业在数字化转型过程中面临着各自独特的挑战，如数据孤岛、 系统兼容性问题、业务流程复杂等；另一方面，随着平台用户的不断增多和交易量的不断增加，如何保证平台的安全性、稳定性以及高效性， 也成为了平台开发者必须面对的重要课题。此外，如何在激烈的市场竞争中脱颖而出，提供差异化、个性化的服务，也是企业级B2B平台需要 思考的问题。 二、数商云：企业级B2B平台开发的领军者 在当今数字化经济高速发展的时代，企业级B2B（Business-to-Business）平台作为连接供应商与采购商、优化供应链流程、提升交易效率的关 键工具，正逐渐成为企 ...