Various international organizations are also accelerating the digital development model. For example, Budweiser, known as the digital “king of beer”, provides consumer insights based on big data in the Asia-Pacific region, its e-commerce team and various departments such as market communication and in-depth distribution work closely and transform the results into marketing actions. Through various trading platforms and B2B electronic orders, the orders for dishes purchased with beer will be analyzed to determine the ideal combination of beer. Deloitte proposes to accelerate the development of digital strategies in 2020 Model, establish a digital champion dimensional model to accelerate digital development from the three dimensions of customers, competition and industry trends, Deutsche Bank’s 2020 strategy also proposes to “build a platform bank in a digital world”, which will build a digital ecosystem. In the future, it plans to invest 1 billion euros in digital innovation, integrate digitalization into its core business, and end-to-end process reengineering and new business models.

This article aims to explore the status quo of digital transformation of enterprises, and from a dynamic perspective, proposesn ideas and suggestions for various stages of digital transformation in the future.

Digital “parallel game” countermeasures

The so-called digital “parallel game” strategy is a mechanism by which companies rely on demonstrations in the industry to take actions and make decisions based on model companies. It is divided into two steps: “learning from the ideas of leading enterprises” and “determining after continuous trial and observation”.

First of all, in the early stage, you can ignore too much differentiation and learn from the ideas of other foreign-funded companies for digital transformation, so as to choose the best digital decision-making inspiration for yourself. For example, in the car-sharing industry, Sidecar first created a “one-person ride, one-stop parking” operation model where private car drivers instead of professional drivers were the drivers, and added electronic payment, online evaluation systems, and Digital mode such as GPS navigation. Soon after, Uber understood the value of this operating model, borrowed from its creativity, increased ride-hailing services for non-professional drivers, and received a good response. Google founders Larry Page and Sergey Brin also used the profit model of GoTo.com, a competitor’s search engine, to launch a new product Adwords in the founding stage. Make it better to charge based on the amount of ad clicks, so as to realize the value of search engines and obtain huge profits.

Second, after choosing a decision that suits you, you can stop and try to observe for a period of time and determine whether the decision is effective. For example, in the initial stage of the digital payment market, PayPal and its competitors eMoney Mail and Billpoint chose completely different expansion models. eMoney Mail and Billpoint restricted their customer channels in the early stage and only established close contacts with banks, although this guarantees Its consumers are trusted and not vulnerable to fraud, but since then they have not stopped to observe whether this decision will restrict the market. And PayPal is constantly observing and trying to investigate users, so as to know that users are more inclined to convenience than strict security, so that it is open to all people, and adopts GIF animation and other verification codes to ensure its security.

Information system simulation study

In the above-mentioned “parallel game” countermeasures, companies can also use information systems for simulated learning. Information systems can promote the learning of leading manufacturing and management experience by enterprises with high efficiency and low cost.

The characteristics of system solidification knowledge in the information system can quickly learn the experience of developed enterprises embedded in the system, and acquire knowledge in data-based processes and management, thereby greatly improving the simulation learning efficiency of “parallel games” and reducing member search Time and cost of external experience. For example, Midea’s intelligent information system optimizes its interactive learning and data utilization methods, so that it can more effectively respond to the rapid changes in the market. International organizations can learn from this approach to reduce innovation costs and risks, and promote intelligent decision-making.

Data-based key business

For the data generated by the business, key data can be summarized and purified, and the key data of each business unit within the organization can be integrated and then specifically divided to form an accurate data set, thereby providing a reserve for the decision-making and adjustment of each department. On this basis, these data sets can be modeled and structured, so that the original customer data can be used as a reference to accurately locate matching customer groups and attract more customer resources.

Specifically, the data generated by mass consumption can be structured and analyzed, and data that can produce value for the enterprise can be extracted from the above data, and consumer portraits can be constructed based on algorithms and models, and the user’s behavior preferences can be multi-dimensionally analyzed. Analyze to strengthen contact with customers and accurately reach customers who adapt to the newly launched brands and products.

By Demi Zhang