在当前品牌出海竞争日益激烈的环境下，跨国企业如何突破重围、破解品牌困局？影石以实践给出了自己的答案：以产品创新为驱动引擎，以品牌精神凝聚 用户力量。 2016 年，为跳出国内激烈的价格战，影石毅然转向海外市场。那一年，他们推出的 Insta360 Nano 一炮而红，在全球市场掀起热潮。如今，影石在全景 相机市场占有率达到 85% ，连续八年居全球第一。这家 " 生而全球化 " 的公司，用创新打开了世界，也在成长中迎来了新的挑战：全球竞争加剧、跨国 组织管理复杂、技术创新持续投入、供应链稳定性考验，以及更严苛的合规经营环境 …… 继 " 怎么出得去 " 之后，更难的那道题，是 " 怎么走得稳 " 。 为了在全球化的复杂环境中稳健运营，影石选择与 SAP 携手，开启一场从 " 产品全球化 " 到 " 经营全球化 " 的数字化跃迁。 作为一家诞生于 1972 年的德国科技巨头， SAP 早已是全球企业管理和商业 AI 领域的 " 老牌玩家 " 。它为全球 98% 的百强企业提供过系统支持，是跨 国商业网络背后的隐形基建。财务、供应链、业务、人力 —— 在企业运转的每一个关键环节，都能看到 SAP 的身影。如今，这 ...

Core Viewpoint - The restaurant industry is experiencing a price-cutting trend that leads to low-quality competition, disrupting market order and harming overall industry interests and consumer rights. There is a call for the industry to shift focus from price competition to quality and service enhancement [4][5]. Group 1: Industry Trends - Many restaurant brands are lowering prices, while some are promoting waste reduction through signage and integrating conservation concepts into takeaway packaging [4]. - The Chengdu Catering Industry Association advocates for a return to quality and service fundamentals, aligning with the new regulations aimed at reducing food waste and promoting high-quality development [4][5]. Group 2: Regulatory Changes - The new regulations establish a comprehensive supervision system covering the entire dining consumption chain, including precise recommendations based on the number of diners and mandatory labeling of ingredient quantities on menus [5]. - Specific measures target the hot pot industry, which faces higher waste risks due to its self-service model and group dining scenarios [5]. Group 3: Digital Transformation - The digital transformation in the hot pot industry has become essential, with companies like Haidilao implementing management information systems to enhance food safety and inventory management, achieving a 30% increase in ingredient turnover rates [6][7]. - Other companies are adopting centralized kitchen and supply chain models to optimize operations and reduce waste, demonstrating the shift towards data-driven management [6][7]. Group 4: Consumer Behavior and Market Dynamics - The trend towards smaller portion sizes aligns with consumer preferences for value and quality, responding to the rise of the "single economy" and changing consumption structures [8]. - The introduction of centralized kitchens and community micro-warehouses is expected to enhance efficiency and reduce logistics costs, allowing hot pot businesses to expand beyond physical store limitations [8][9]. Group 5: Brand Development and Differentiation - New regulations support the development of local specialty cuisines, providing opportunities for hot pot businesses to innovate and differentiate their offerings [9]. - The industry is transitioning from scale expansion to quality competition, emphasizing the importance of respecting ingredients and innovating processes to thrive in a new normal focused on waste reduction [9].

Core Viewpoint - Digital systems play a crucial role in the digital transformation of enterprises, but many companies invest heavily in these systems only to see minimal or negative results due to misaligned expectations and a lack of systematic planning [1][2] Group 1: Nature of Digital Systems - The essence of digital systems is to optimize business processes, enhance operational efficiency, and support management decisions, rather than to replace business functions [1] - Digital systems should be viewed as tools that assist business operations, not as miraculous solutions that can instantly resolve all management issues [10] Group 2: Misconceptions in Digital Transformation - Many traditional enterprises are confused about digital transformation, often believing that simply introducing a digital system equates to achieving transformation, while neglecting the need for organizational change and process reengineering [5] - The belief in the "omnipotence of technology" leads to unrealistic expectations, where leaders think that advanced systems will quickly solve all management problems without considering their own organizational capabilities [5] - The "speedy effect" misconception results in leaders expecting immediate improvements post-implementation, often leading to disappointment if results are not seen within a short timeframe [6] - Fragmented approaches, where different departments independently adopt their own digital systems, can create inefficiencies and operational burdens rather than enhancing productivity [7] Group 3: Tool vs. Miracle - The distinction between viewing digital systems as tools versus miracles lies in the meaning that enterprises assign to them, rather than the technology itself [3] - The "tool" mindset focuses on achieving specific goals through practical means, while the "miracle" mindset expects revolutionary changes without addressing underlying issues [4] Group 4: Recommendations for Effective Digital Transformation - Digital systems should be seen as tools that support business transformation and organizational upgrades, rather than as panaceas [10] - A strategic approach is necessary, ensuring that digital systems align with the enterprise's overall strategy, business processes, and organizational structure [11] - There should be a deep integration of systems with business processes, requiring active participation from business departments in system design and optimization [12] - Continuous operation, optimization, and iteration are essential post-implementation, as the launch of a system is just the beginning [13] - An agile, iterative approach to digital transformation is recommended, emphasizing pilot programs and gradual scaling rather than large-scale, all-encompassing implementations [14] Group 5: Final Summary - Companies should utilize digital systems as both tools and potential transformative assets, avoiding the mythologization of technology while also recognizing its innovative potential [16]

林学员手机里保留的模拟操作页面截图 不过，学习过程中林学员面临的最大挑战是思维转换。尽管曾经的销售经验在理解业务流程时是一大优 势，但在系统实现层面，他仍需重新建立认知框架。好在科莱特的项目式教学给他提供了很大帮助，通 过模拟 POD 交货证明流程，从创建销售订单、交货过账到差异处理完整走通业务闭环，这种将理论配 置融入真实场景的训练方式，使他逐渐养成了用系统思维反推业务优化的习惯。 如今，林学员收获了一份更有价值、更有意义的顾问工作，月薪稳定在18k。这份经历也让他对转型有 了更深切的感悟：销售人员的价值不应局限于签单能力，还应掌握将商业场景转化为系统语言的能力， 而 SAP SD 正是这样一座桥梁，能帮助他找到机会，去落地，去转变。 林学员在职业生涯的第十个年头，真切感知到了销售行业的局限。那时，他每天要处理大量客户的需 求，还要承受业绩压力，深感前景一片昏暗。而他选择转行SAP SD也并非一时冲动。作为销售，他明 白企业从订单处理、物流配送到财务结算的每个环节都需要高度协同，而SD模块是SAP系统中连接销 售前端与后端供应链的核心，对这一模块的技能掌握可以帮助他拓宽职业的选择。 报名科莱特的系统培训后， ...

Summary of Conference Call Records Company and Industry Overview - The conference call involved **Tian Di Technology** and **Tian Ma Intelligent Control**, both operating in the **coal mining and technology sector**. Tian Di Technology is a state-owned enterprise under the China Coal Technology Group, focusing on coal mining technology innovation. Tian Ma Intelligent Control specializes in unmanned intelligent mining control technology and equipment. Key Points and Arguments Tian Di Technology Performance - **2024 Performance Highlights**: The company reported a basic earnings per share of **0.633 yuan**, an increase of **11.1%** year-on-year [4] - **Market Position**: Ranked **6th** among global mining equipment manufacturers and **1st** among Chinese companies [3] - **Strategic Focus**: Emphasizes market-oriented and customer-centric strategies, with a push towards regional and international development [3] Industry Trends - **Coal's Role**: Coal remains a primary energy source in China's new energy system, with a stable position in energy security [4] - **Technological Advancements**: The focus on coal mine automation and intelligent systems is crucial for high-quality development in the coal industry [4][11] Research and Development - **R&D Investment**: The proportion of R&D personnel increased from **16%** to **25%** from 2020 to 2024, with significant advancements in coal mining technology [6] - **Innovation Achievements**: The company received over **200** awards and established **two national key laboratories** in 2024 [5] Financial Performance and Shareholder Returns - **Dividends**: The company plans to distribute a cash dividend of **3.17 yuan** per ten shares, totaling **1.3 billion yuan**, marking a **50.04%** payout ratio [8] - **Cash Flow Management**: The company has maintained a strong cash flow, with cumulative cash dividends of **5.34 billion yuan** since its listing [8] Tian Ma Intelligent Control Performance - **Company Overview**: Established in 2001, Tian Ma focuses on unmanned intelligent mining control technology and has been listed on the STAR Market since June 2023 [13] - **Market Share**: The company holds a **38.5%** market share in its primary SAC system, leading the industry [15] Future Outlook - **Market Growth**: The coal mining sector is expected to see continued growth, with a focus on intelligent mining solutions [14][15] - **Technological Integration**: The integration of AI and robotics is anticipated to enhance coal mining operations, pushing towards full automation [38][40] Governance and ESG Initiatives - **Corporate Governance**: The company has established a robust governance framework, enhancing transparency and accountability [7] - **ESG Commitment**: The company has initiated an ESG reporting mechanism, addressing stakeholder concerns and promoting sustainable practices [8] Challenges and Risks - **Market Volatility**: Fluctuations in coal prices and demand may impact financial performance, necessitating strategic adjustments [14] - **Regulatory Environment**: Compliance with national policies on energy and environmental standards is critical for operational continuity [44][45] Additional Important Information - **Investor Relations**: The company actively engages with investors, seeking feedback to improve operational performance and market recognition [2] - **Technological Leadership**: Tian Di Technology is recognized as a leader in coal mine automation, driving industry standards and innovations [11][12] This summary encapsulates the key discussions and insights from the conference call, highlighting the performance, strategies, and future outlook of both companies within the coal mining technology sector.