Eight modes of distribution channel management in China
First of all, the key to controlling access is the efficient operation of branches.
Channel, also known as distribution channel, refers to the way that an enterprise's products reach most of its users. Generally, the pyramid structure consists of multiple channel nodes. The sales management department of the enterprise is the source node, and all kinds of sales and logistics management branches and channel partners of the enterprise belong to one of the channel nodes; If it is the final consumer goods, the bottom of the channel node is often the retail terminal.
Obviously, access nodes are divided into two categories: one is the branch of the enterprise itself, and the other is the partner of the enterprise. Generally speaking, partners are profit-driven and voluntarily join; Whether it is profitable or not is often the only factor to decide whether to join. If it is profitable, form a partnership, otherwise it may be dissolved. A branch company is a sales executive agency sent by an enterprise abroad, and its purpose is to help the enterprise achieve its sales target. Whether it is profitable or not, it is necessary to carry out all kinds of instructions issued by the enterprise and complete all kinds of tasks issued by the enterprise.
From this, it seems that we can draw a conclusion that the best way to control access is that access is all composed of branches of the enterprise itself. However, this is not the case. For most enterprises, the upfront cost and follow-up management cost of setting up branches in different places are quite high, which will be at least 20% higher than the cost of doing the same thing by local partners. There are many reasons, such as unfamiliarity with the local market and extra expenses (such as rent and travel expenses).
So, how to control these interest-driven partners? Let's first look at how partners are recruited. Enterprises usually have the following methods to recruit partners:
Mobilize relatives and friends, make friends with fellow villagers and become their local partners.
Many domestic enterprises often think of this method first when establishing sales channels. The advantages of this method are obvious: they know each other well, trust and communicate with each other easily, and the recruitment cost is the lowest. However, the advantages of this method are also the direct causes of its shortcomings: it is difficult to implement institutionalized management in the old human feelings, and enterprises cannot optimize their partners according to the principle of survival of the fittest. To a certain extent, the vitality of the channel will be lost.
Open the way by advertising and recruit partners
Many liquor and health care products enterprises adopt this method. The advantage of this method is that the recruitment speed is very fast, and even the best choice can be made. Disadvantages are high cost and lack of long-term stability of channels. These partners may leave at any time once the advertising volume of enterprises drops or they encounter fierce competition.
Rely on product advantages and recruit partners.
This is a typical way of "wine is not afraid of the depth of the alley", and its recruitment speed is relatively slow, but as long as the products can maintain their advantages for a long time, once the channels are established, the stability will be high. At present, the speed of product upgrading is getting faster and faster, and few enterprises can always maintain their dominant position with competitive products for a long time, so this method is becoming less and less common.
Establish branches by region and actively develop partners.
This method started slowly at first, but once the branch is established, it can implement localized partner development and support strategies, which is conducive to establishing a relatively stable partner team. This way is a calm choice for most enterprises' development channels.
It can be seen that if there is no local branch of the enterprise to provide localized support and services, no matter which way to recruit partners, it is difficult to ensure the stability of the channel, let alone control the channel.
On the other hand, even if an enterprise has established its own branches, if there is a lack of good and efficient management methods and the branches are chaotic, it is impossible to ensure that the strategies of the enterprise are seriously implemented, to bring timely and powerful sales support to partners, and to provide accurate and timely logistics supply services to partners, then it is impossible to control the channels.
Two, four criteria to judge the safety and efficiency of branches
To judge whether the branch operation of an enterprise is safe and efficient, we can inspect it from the following aspects:
1. Is the geographical distribution reasonable?
Setting up branches reasonably according to regional market demand is the premise of efficient operation. If there are too few institutions, the support and monitoring of partners will be weak, which will weaken the ability to grasp the local market and give competitors an opportunity; If there are too many organizations, the management cost of the enterprise will be too high, and the management difficulty of the organization itself will also increase. General geographical selection follows the following principles:
2 inventory of eight modes of distribution channel management in China
capacity of the market
If a region has a large market capacity and many channel partners, then no matter how big the actual area of this region is, a special branch should be set up to support and manage the sales and market in this region. On the other hand, if a region has a large actual area, but the market capacity is not large and there are not many channel partners, there is no need to set up a special support management organization.
Intensity of competition
The more competitive the region is, the more branches should be set up to ensure the market share of local enterprises.
2. Strict management and monitoring measures.
Strict management norms are the basis for the efficient operation of branches, and timely and accurate monitoring means are the necessary conditions to ensure that the norms are seriously implemented. The two complement each other and are indispensable.
For most domestic enterprises, management norms are generally strict and complete, but no one knows whether these norms can be strictly implemented in business activities. The reason is simple: these enterprises lack the means to monitor the business activities of their branches in different places. Using traditional means such as telephone and fax, it is difficult to ask branches to submit all business plans to headquarters for approval in advance, while maintaining timely and powerful feedback and support to customers. In this way, enterprises can only rely on various reports of the branch after the event to judge whether the business norms are strictly implemented.
From this point of view, for general enterprises, monitoring measures for branches are more important than management norms. Using ERP system, it is almost the only solution to this problem to put the daily operation behavior of the branch company within the supervision and control scope of the headquarters. Obviously, the stronger the collaborative processing ability of ERP system in different places, the deeper the support for business operation process, the higher the accuracy and timeliness of monitoring, and the greater the value to enterprises.
3. Can retail terminals be managed in a unified way?
Not every region is suitable for enterprises to set up retail terminals directly, and not all industries are suitable for enterprises to set up retail terminals directly. Generally speaking, clothing, cosmetics and other products with high added value and rapid changes in customer demand are suitable for enterprises to set up their own stores or shopping counters directly in areas with large market capacity and fierce competition. On the one hand, as a window for enterprises to know the latest customer needs in time, on the other hand, it directly improves its channel stability in this respect. The characteristics of high added value and large market capacity can ensure that the cost of investing in these retail terminals can be recovered.
If it is simply a window for enterprises to understand the market, the retail terminal can be another form of local warehouse, that is, the local warehouse is located in a bustling area, which is both a warehouse and a specialty store. This form is easier to manage. However, if you want to be a stable retail channel node in the local area, you need to set up multiple retail terminals in the local branch. Each enterprise's direct retail terminal is a window for consumers and represents the brand image of the enterprise, so it is very necessary to carry out unified management and chain operation.
In an efficient branch management system, it should be possible to realize unified retail information management, replenishment and distribution management, as well as unified management of sales prices and promotion measures of all chain retail terminals.
4. Do you have professional product sales support capabilities?
For large enterprises, there are often multiple product lines at the same time. Products of different product lines may have different requirements in terms of sales forms, marketing methods and requirements for channel partners, and the end consumers they face may not be the same. Therefore, each branch is required to set up different sales management teams to provide professional sales support for each product line.
Taking the pharmaceutical industry as an example, the main retail terminal of prescription drugs is hospitals, which need to be sold through doctors' prescriptions, while OTC drugs do not need doctors' prescriptions, and the main retail terminal is pharmacies. A local branch of a pharmaceutical company needs a sales management team of hospitals and doctors. The purpose is to let doctors know the advantages of their products and incorporate their products into the prescriptions for patients. At the same time, aiming at the sales management team of pharmacies, the purpose is to organize various promotional activities to urge patients entering pharmacies to choose their own products.
3 inventory of eight modes of distribution channel management in China
In order to achieve professional support, enterprises generally adopt the following institutional forms:
(1) The management departments of different product lines in the headquarters directly set up different local sales support organizations.
This method means that enterprises need to set up multiple branches in the same area. Its advantages are clear management structure and the highest efficiency of professional support, while its disadvantages are high overall management cost.
(2) Local branches independently support multiple product lines.
This means that enterprises only need to set up 1 branches in the same area. The advantage is that the cost of enterprise management is low, but the disadvantage is that local institutions often can't get the direct support and guidance from the corresponding product line management department at headquarters, and the degree of specialization is low, which may affect the local competitiveness of products.
(3) Matrix management
Enterprises only set up one branch in the same area, and the branch set up different departments for different product lines. Administratively, all departments are managed by local institutions, and professionally, they are directly managed by the corresponding product line management departments at headquarters. This method absorbs the advantages of the first two methods without their disadvantages, which is the goal pursued by many enterprises at present. However, this method has changed the traditional pyramid management structure within the enterprise, and each department will face more than two superior management departments at the same time, which will have an impact on the management concept of the enterprise. If enterprises can't adapt, it may be counterproductive.
Three, the six tasks of the branch
When an enterprise establishes a branch, it will undertake one or more of the following tasks:
Sales support task
Including business negotiation with direct customers, sales training for partners, expansion of sales nodes at all levels, organization and support of promotional activities, direct help to partners' sales, supervision of partners' compliance and punishment of violations.
Logistics supply task
That is, for the partner's product supply task, it is required to deliver the agreed products to the agreed place at the agreed time; If there is any delay, notify the partner in time.
Business settlement task
Supervise direct customer settlement and pay on time; Timely issue invoices to direct customers or urge relevant departments of headquarters to issue invoices in time; Recover the payment in time and immediately transfer it back to the headquarters.
Market support and feedback tasks
Organization and management of local market activities, feedback of sales of partners at all levels, feedback of local product competition, feedback of local consumption habits, etc.
After-sales service task
Complete after-sales service tasks such as maintenance and installation of enterprise products.
Direct selling task
Direct sales to end users. Because the direct sales of branches will seriously impact the sales of partners, and then threaten the stability of the whole channel, general enterprises will have strict restrictions on this, such as: no partners are set up in the direct sales area, direct sales are only for specified types of customers, and the sales price of institutions is higher than that of partners.
Four. Functional classification of branches
It is a relatively simple way to set up a branch in a region to undertake all the above work, and its subsequent management complexity is relatively low. However, with the development of enterprises and the deterioration of the competitive environment, this integration model has increasingly shown its disadvantages:
* The branches have too much power, and the relevant functional departments of the headquarters cannot perform the corresponding supervision and guidance functions. Often lead to the headquarters of the relevant market strategy can not be strictly implemented, new products can not get the support they deserve, as well as false sales forecasts for products. Even if the circumstances are serious, misappropriate the payment for goods and embezzle goods.
* is not conducive to the unified scheduling of enterprise inventory.
* is not conducive to the centralized scheduling of enterprise funds, reduce the capital turnover rate.
* It is not conducive to the relevant departments of the headquarters to take the lead and concentrate all kinds of resources to promote new products.
* Not conducive to the introduction of third-party partners in non-core business links. For example, entrusting a third party to manage the storage or transportation of products.
Therefore, according to the tasks that need to be undertaken, classifying the functions of branches and deciding which functions should be completed by which branch of the enterprise, or entrusting channel partners and third parties, has become the first problem that most enterprises need to solve when building a branch system.
Branches can be roughly divided into the following six aspects, each of which contains various forms of management; A branch can undertake some of these functions, and each function adopts one or more forms of management. Enterprises can set up different branches to complete different functions according to their needs. Of course, the function division method of enterprises to branches is not fixed. With the development of enterprises, enterprises may choose different ways of division of functions in different periods. This means that sometimes new branches may be established due to separation of functions, and sometimes some branches may be merged due to merger of functions.
4 inventory of eight modes of distribution channel management in China
1, sales and market management
Provide professional sales support to channel partners and manage the local market professionally. There are three forms of management, and the advantages and disadvantages of each form have been discussed before, so I won't repeat them here. For the same branch, these three forms are mutually exclusive, and only one can be selected.
* The management departments of different product lines in the headquarters directly set up different sales support institutions in the local area.
* Local branches independently support multiple product lines.
* Matrix management.
2. Commercial settlement
Complete the execution and settlement of sales orders between enterprises and direct customers, including two management forms:
Headquarters unified settlement
In this form, the branch company signs all orders on behalf of the headquarters, and the headquarters issues invoices for settlement, and the customer's payment is directly paid to the headquarters, or directly transferred to the headquarters after being collected by the branch company. This form of capital turnover has the highest efficiency and good capital security, but it conflicts with the current system of "local sales and local tax payment" and is not allowed to be adopted in some areas.
It will be settled by the branch first.
In this form, branches sign bills with customers and settle accounts, and then settle accounts with headquarters on a regular basis. The payment of customers is collected by branches and transferred to headquarters on a regular basis. This form of funds must go through the account of the local branch, which is not convenient for the head office to monitor, affects the turnover rate of funds, and is easy to cause the branch to misappropriate funds. Therefore, many enterprises adopt the management strategy of "two lines of revenue and expenditure" for their branches, and the branches use different bank accounts for payment transactions and daily operating expenses.
3. Warehouse management
Include four forms:
* The headquarters manages the warehouse in a unified way, and the branch company does not need to bear the warehousing responsibility; This form of storage management cost is the lowest, but the transportation and distribution cost may be the highest, and the timeliness of distribution is the most impossible to guarantee;
* The transit warehousing center that keeps the accounts of the headquarters is responsible for the logistics warehousing responsibilities in a larger area, which is uniformly deployed by the headquarters; This form makes a proper balance between storage management cost and transportation and distribution cost, and the timeliness of delivery is also improved compared with the previous form;
* Remember the local warehouse account of the headquarters, which will be uniformly allocated by the headquarters; This distribution form has the best timeliness, and the transportation and distribution cost is relatively easy to control, but the more warehouses, the higher the storage cost;
* The local warehouse where the company account is kept is managed by the branch; This mode is similar to the previous one. Because the headquarters is not responsible for unified deployment, it is easy to cause a backlog in one place and a shortage in another.
4. Transportation and distribution management
In other words, the management of transportation and distribution fleet in traditional enterprises generally bears the responsibility of transportation in different places, and each branch company bears the responsibility of local distribution; The development trend is to hand it over to the third-party logistics company, or the self-owned fleet only guarantees the basic transportation and distribution capacity, and the insufficient part is handed over to the third-party logistics company.
5. Retail and direct sales management
Include four forms:
* Direct selling, but no retail terminal; At this point, the branch only needs to face the direct sales of a few large customers;
* Set up direct retail terminals, including direct retail stores and direct shopping mall counters.
* Establish independent retail terminals; Including franchise stores and shopping malls.
* Joint operation: In the same area, both direct retail terminals and independent retail terminals will be established.
6. After-sales service
Include two forms:
Independent accounting type
In this form, the branch uses the service fee income to pay its normal operating expenses and needs to be responsible for its own profits and losses; The charging standard is generally set by the headquarters, but the distribution of service resources is decided by each branch. This service form is easier to be handed over to the third party, and the after-sales service cost of the enterprise is easier to control, but the timeliness and quality of the service are not easy to control.
Subordinate accounting type
In this form, the expenses of the branches are borne by the headquarters, and the service income is also the income of the headquarters, which has nothing to do with the branches, and the allocation of service resources is decided by the headquarters. The cost of this service form is high, but it is easy to ensure uniform service quality and timely service.
Five or eight modes of distribution channel management in China based on functional division.
UFIDA is a leading distribution management solution provider in China, with hundreds of distribution system users in China, many of whom are leading enterprises in industries such as Yili, Mengniu, Taiji and Bosideng. After years of exploration, UFIDA has conducted in-depth research on the mainstream distribution management modes of domestic enterprises in various industries, and summarized eight modes of domestic distribution channel management according to the functions of enterprise branches. We believe that these eight modes have basically covered the operation modes of existing distribution channels in China.
5 Take stock of eight modes of distribution channel management in China.
1, office mode
Features: remote business, centralized settlement. The office completes the business process and logistics in sales, and customers settle accounts directly with the headquarters.
Advantages: the headquarters strictly controls the inventory, with less funds and lower transportation costs.
Disadvantages: high storage cost, long settlement period, easy to cause tax disputes.
Typical cases: Aucma and Tai Fang.
2. Branch mode
Features: off-site settlement, off-site business, off-site logistics, direct settlement between headquarters and branches, and delivery of branches is regarded as sales, and branches can independently complete the business flow, logistics and capital flow of foreign customers.
Advantages: Efficient regional market and low distribution cost.
Disadvantages: the rights are highly dispersed, it is not easy to form an overall advantage, and the capital turnover is slow.
Typical case: Pan Ling.
3. Branch+office mode
Features: the combination of branch and office modes. Business extends downward; Under the headquarters, branches and offices coexist, and offices are set up under branches, which is a multi-level marketing management model.
Advantages: specific strategies for specific markets, efficient local markets.
Disadvantages: there are many management levels, frequent institutional adjustments and slow withdrawal of funds.
Typical case: dibit
4. Product division model
Features: According to product characteristics, the enterprise divides several business divisions according to product categories. Many business divisions use a set of sales platform throughout the country, that is, the branch is responsible for the business flow, logistics and settlement flow of all business divisions' products, and the relationship between the branch and the business division is internal settlement. Evaluate the performance of the division according to the products, and also evaluate the performance of each branch.
Advantages: Channels are utilized, and personnel and expenses are controlled at a low level.
Disadvantages: the professional service ability of professional products is very high, and the after-sales service pressure is great.
Typical case: grassland development
5. Independent business unit model
Features: Self-built by each channel, independent settlement and unified accounting. In other words, according to their own product characteristics and market characteristics, each business department establishes sales channels in the same area to settle accounts with customers. When two or more business divisions set up branches in the same area, the company will set up branches in the same area to be responsible for managing the financial accounting and commodity accounting of the financial departments and offices of the local business divisions, as well as the daily work of the offices of each business division.
Advantages: clear professional division of labor, accurate implementation of product strategy of a single division.
Disadvantages: large scale of personnel and high sales expenses make it difficult to form a joint force.
Typical case: Yili
6. Monopoly mode of manufacturing chain
Features: Enterprises produce their own products and set up branches by region. Branches are responsible for the development and management of local direct and chain retail institutions. In areas where there are no branches, the professional department of the headquarters is responsible for joining management. Business flow, logistics and capital flow between headquarters and branches and between branches and customers form a complete closed loop. Direct-operated stores and direct-operated counters are equivalent to the dispatched offices of branches, and business flow, logistics and capital flow are all controlled by branches.
Disadvantages: the widespread distribution of inventory leads to backlog, direct selling and joining coexist, and the price strategy is difficult to unify.
Typical cases: Bosideng and Aokang
7. Chain retail model of circulation industry
-Features: medicine chain and communication chain.
Features: Enterprises purchase in a unified way, and carry out logistics distribution to dealers, franchise stores and direct stores all over the country through the regional distribution center of the headquarters. Franchise stores and direct stores are directly managed by the headquarters, and branches or offices are only responsible for the development and management of local channels. Logistics is completed by the distribution center of headquarters, and settlement is carried out by branches and customers. In this mode, retail channels and distribution channels are strictly divided, and the logistics function of branches is greatly weakened.
Advantages: Differentiate channel modes according to business types, ensure the quality of channel expansion, and replace mixed logistics with professional distribution, saving procurement and storage and transportation costs.
Disadvantages: suitable for the management of a small number of franchise stores and chain stores. After reaching a certain level, the distribution capacity of the distribution center and the management capacity of the headquarters will face great challenges.
Typical cases: Jiangyin Medicine and Chongqing Mobile.
8. The office mode of separating business flow from logistics.
Features: Business flow, logistics and capital flow are completely separated. According to different product characteristics, set up sales companies respectively. Each sales company has a local regional sales company to complete business circulation, and the external management department has a local office responsible for logistics, and the settlement with customers is completed by the settlement center at headquarters.
6 Take stock of eight modes of distribution channel management in China.
Advantages: strict monitoring system, high professional division of labor and unified business process.
Disadvantages: the huge scale of institutions and personnel will lead to soaring expenses, and too detailed business division will induce inefficient operation.
Typical case: Taiji medicine
The future development trend of intransitive verbs: the separation of business flow and logistics.
The separation of business flow and logistics generally means that enterprises set up two different branch systems to deal with business flow and logistics business respectively, and at the same time realize unified management from top to bottom; For each sales order, the relevant institutions in the two systems need to cooperate with each other, supervise each other and jointly implement it.
Commercial logistics itself does not include all the processing links of sales business, but only the first two links of sales business. There are also links such as settlement and after-sales service. Generally speaking, when an order, logistics execution and settlement payment are completed, the sales behavior is completed. After commercial logistics management is undertaken by different branches, the subsequent settlement links will be undertaken by commercial logistics institutions and logistics institutions. The typical operation mode is: commercial logistics organizations initiate settlement, and logistics organizations issue invoices to execute settlement; The logistics organization makes dunning, and the logistics organization collects money and transfers it back to the headquarters.
Because logistics management itself is very easy to standardize, there is basically no problem that different product lines need the support of different organizations, and there are few problems involving trade secrets, such as price negotiation. Therefore, many enterprises completely outsource logistics management to third-party logistics companies, allowing their branches to concentrate on key businesses such as sales support and market support. This is a typical embodiment of the internationally popular strategy of "outsourcing non-core business".
What benefits can the separation of business flow and logistics bring to enterprises? At least it can be reflected in the following aspects:
Reduce the risk of illegal occupation
When the business scale of the branch company develops to a certain extent, it is difficult for the headquarters to monitor every business, and of course it is impossible to find out which business each business corresponds to. In this way, some people with ulterior motives can take advantage of the situation and occupy the property of the enterprise. After the separation of business flow and logistics, the execution of any business can only be completed through the joint operation of at least two institutions with different systems. The two institutions are not subordinate to each other, supervise each other and audit accounts regularly, which greatly increases the difficulty of illegal occupation by either party.
Reduce the risk of misappropriation of payment
In the same way, after the separation of commercial flow and logistics, the payment needs the joint participation of two types of institutions, and the result of mutual supervision greatly increases the difficulty for either party to misappropriate the payment.
Improve the inventory turnover rate and reduce the pressure on inventory funds.
After the separation of business flow and logistics, it can realize the decentralized management of business flow and centralized management of logistics, thus optimizing the warehouse setting structure and centralized scheduling of inventory goods, and finally reducing the overall safety inventory of enterprises while ensuring timely delivery.
Reduce invalid transportation
Centralized logistics management can obviously reduce the phenomenon of repeated transportation caused by sales organizations' competition for goods, reduce freight and reduce transportation losses.
Reduce the cost of logistics management
If we outsource the logistics business and take advantage of the specialization and scale of third-party logistics enterprises, the average logistics management cost of a single product can be greatly reduced; This is more obvious for enterprises with obvious off-season products or enterprises with small overall logistics volume.
The separation of business flow and logistics has obvious advantages, but it also poses new challenges to the management of enterprises, mainly in the following aspects:
* Require a very high level of business collaboration between institutions, otherwise it will seriously affect the timeliness of supply. It is difficult to achieve this without the support of information system, or the information system does not support the collaborative business processing mode in different places.
* If logistics outsourcing is selected, it is required that the information system can also exchange data with the system of the third-party logistics company, or use anti-counterfeiting bills as the settlement basis with the third-party logistics company.
* The overall management of an enterprise needs to be standardized and institutionalized, and the responsible person should be clearly defined for everything, so that "someone should be responsible for everything" (Haier's famous assertion), otherwise the establishment of multiple institutions will lead to serious buck passing.
As the saying goes, everything has advantages and disadvantages, and the separation of business flow and logistics also has defects, which are mainly reflected in:
* The need to set up multiple institutions in the same area directly leads to higher management costs.
* The business process becomes longer. Once the coordination between institutions is weak or there is no strong information system support, it will seriously affect the timeliness of delivery, thus endangering the stability of the whole channel.
Seven, five requirements of distribution management information system
Based on the great value and far-reaching influence of information system on distribution channel management, UFIDA believes that an excellent distribution management information system must meet the following conditions at the same time in order to support the rapid expansion and safe operation of enterprises in the current fierce competitive environment.
7 Inventory eight modes of distribution channel management in China.
Business-oriented design, not operation-oriented design
The traditional accounting management software is designed for operators. It is assumed that the operators record the business operation results on paper documents, and then the operators enter these documents into the system. This mode requires the operation of the system to be as convenient as possible for operators, and provides functions such as full keyboard entry of documents and batch processing support for document approval, which is helpful to improve the operation speed. However, for branches distributed all over the country, the statistical data of the model is not accurate and timely, which may be due to operator input errors, repeated input, inability to input in time and other reasons. A better way is to let the business personnel directly handle the relevant business in the information system, so that the information can enter the system at the initial stage, completely avoiding the mistakes caused by subsequent manual secondary entry.
Remote data, centralized management
If all branches need to manage and maintain the database locally, the use cost of this system will be very high. A customer of UFIDA once suffered a big loss: maintaining an IT department with more than a dozen people, whose task is to do system maintenance for nearly 100 branches across the country; Once an institution's system fails, the IT department needs to send someone by plane to solve it immediately. If an enterprise wants to expand a certain system function, IT departments often need to go out to various branches to upgrade the system. If the server hard disk of a branch company is damaged, a considerable amount of original business data will be lost, because no one in the local area will make data backup. After using UFIDA to transform the system, all these problems have been solved, and the system management cost has dropped by nearly 50%: all the business data of branches are stored in the dedicated servers hosted by telecom, and almost all system failures can be solved through remote maintenance. The system upgrade can be completed by one person in one night, the data can be saved by a special disk array, and the data can be backed up every day, without worrying about being scolded by the boss for losing the original business data.
Real-time enterprise management
Real-time management is a necessary condition for enterprises to compete in the future; Competition rules have gradually changed from "big fish eat small fish" to "fast fish eat slow fish". Without real-time monitoring and quick response, enterprises will gradually shrink in the market competition. Whether an information system can bring real-time management to enterprises depends on whether the system can be gradually extended to every business operation link of enterprises, and finally realize timely data exchange with related systems of enterprise supply chain partners.