【CXO观点】海尔COO薛伟：B2B转型要意识、资源、心态都到位才可行

对于B2B领域的传统企业来讲，转型究竟怎么转，需要什么条件，应该注意哪些问题，又如何解决这些问题？海尔COO薛伟给出了务实而接地气的答案，不愧为担任过CTO，统领过乐视云业务，现在又转型为生态管理者的超级大牛！

一、传统B2B转型一般需要一个契机，你觉得满足什么条件才适合转型？

我觉得要从三个点来分析：

第一，是意识。高管团队要有一个生态觉醒的意识，要能在自己所沉淀的传统行业产业链中找到一个与产业链的供应端和消费端相适应的形态作为一个切入点，作为转型的入口。这一点很重要，因为这种做事的方式和管理的思维以及管理思路对传统思维有很大冲击，这种觉醒意识是个纵向发展的过程而不是传统企业的横向发展。

第二，是资源。这个资源很大程度上是指人才的资源，也就是说传统企业想要转型，还需要一些专业互联网人才。一个对互联网有感觉的专业团队能够站在产业资源、生态资源、产业链全流程的角度去思考，能构成完整的生态链；另外一部分是资本和业务合作的资源，这一部分在人才资源到位的情况下，就会很好解决。

第三，做事的心态。传统的行业中在消费和供应链环节的玩家都是我们的竞争对手，而到了互联网环境下，他们就成了我们的合作伙伴和客户，大家共同构成一个生态系统，这种心态是颠覆传统的、开放的、中立的、整合产业链的、平台性质的。这个心态的转化很大也很重要。

二、 转型过程中最应该注意的问题是什么？

首先，是业务节奏与管理策略与IT设施的配合问题；如果三者配合得不好，会直接影响转型的效果和决策者的信心，也会对后续的发展造成影响，这里面有两个常见的误区。

第一个是不做IT或者IT投入很重，花了很多钱但是没效果；

第二个是单纯做业务忽视IT作用，这两个其实是需要结合和匹配的，互相刺激迭代螺旋上升。当然，这里面还有市场因素的考虑，行业中是否有同类选手，大概是什么状态，如果没有，因为什么，然后再制定自己的节奏，循序渐进。这个过程中IT团队的作用很大，不止是技术，还有业务理解、业务设计、业务匹配、业务模型建设，再往上升就是节奏了。

依靠撮合模式的收益是很难的，重要的是有能够够量化的业务指标的产出，产生行业影响力，这与传统行业的尽力而为的考量方式不同，会带来一定的挑战，整个的心态的把握其实都是相当重要。

其次，是资本的问题，所有问题的本质都会涉及资本，如果最开始不能用开放的资本来做，就需要提前规划好财务风险，当然（B2B转型）是个开放的事，自己闷头做效果不见得就好，最好还是用开放的资本来做。

三、解决这些问题有什么好的方法？

整个管理节奏和IT建设的把握，还是找业界成功的团队或有咨询能力的团队或者先进成功案例去学习交流，把握自己的业务特点来制定计划，同时还需要结合IT考虑，系统建设要结合业务发展来考虑，业务传播、系统建设要保持一致的方向和节奏，避免一边发展过快另一边跟不上。

资本的问题，有两条路可以选。一条路是建立产业基金，到产业上下游建立产业，把大家的业务绑在一起，这一办法屡试不爽，同时也是把行业进行产业升级的必要手段；另一条路是跟B2B的产业资本绑在一起。这两个方案，不仅能解决资本的问题、融资的问题，同时还能引入更多的产业资源和开放资源，并带来更高的传播率。

四、 切入B2B电商是传统转型更合适还是从0创业合适？

这个没有定论，两边都走得通。

传统转型强在业务，但是弱在互联网基因。如果传统转型不能做到开放、没有互联网思维、不能聚集互联网团队、不能接受互联网迭代上升的特点，就会很危险。

从0创业，强在互联网环境，但是前期的交易阻力较大。从0创业的好处是整个公司业务聚焦在同一条主线上，但是在前期的撮合等业务阶段，有明显的缺陷，会有很长的奠基过程，这时候能把传统意义上的竞争对手转化为平台伙伴是很重要的

所以说，两者各有优缺点，只要克服了对应的缺点，保持各自的优势，都能成功

五、现在大环境下 最看好哪些行业？

我主要看好两类行业：

重工业和大宗商品，这类行业资金量要求很大，通过开放平台系统和提供供应链金融的方式可以快速切入发展

C端消费旺盛的行业上游的B2B部分，比如服装类，健康医药类。很多B2B交易的下游最终基本都会面向C端，按照目前市场上C端的消费市场的大小和消费能力，上游的B2B生态圈都可以做。

翻译：

For traditional enterprises in the B2B field, how to transform, what conditions are required, what problems should be paid attention to, and how to solve these problems? Xue Wei, COO of Haier gave a pragmatic and down-to-earth answer. He is worthy of being a super bull who once served as a CTO, led the letv Cloud business, and now transformed into an ecological manager!

Traditional B2B transformation generally needs an opportunity. What conditions do you think are suitable for transformation?

I think we should analyze it from three points:

The first is consciousness.

The senior management team should have an awareness of ecological awakening, and be able to find a form in accordance with the supply end and consumption end of the traditional industry chain that they have precipitated as an entry point and an entrance to transformation. This is important because this way of doing things and management thinking and management thinking have a big impact on traditional thinking, this awareness is a vertical development process rather than horizontal development of traditional enterprises.

Second, resources.

To a large extent, this resource refers to the resource of talents. That is to say, if traditional enterprises want to transform, they still need some professional Internet talents. A professional team with a sense of the Internet can think from the perspective of industrial resources, ecological resources and the whole process of the industrial chain to form a complete ecological chain. The other part is capital and business cooperation resources, which can be easily solved when human resources are in place.

Third, the mentality of doing things.

In the traditional industry, the players in the consumption and supply chain are our competitors, but in the Internet environment, they become our partners and customers, and they form an ecosystem together. This kind of mentality is to subvert the traditional, open, neutral, integrated industrial chain and platform nature. This is a big and important change in mindset.

What are the most important issues to pay attention to during the transition process?

First, IT is the business pace and management strategy and IT facilities. If the coordination of the three is not good, it will directly affect the effect of the transformation and the confidence of the decision-makers, but also affect the subsequent development. There are two common misunderstandings in this. The first is not to do IT or IT invested heavily, spent a lot of money but no effect;

The second is simply doing business and ignoring the role of IT. In fact, the two need to be combined and matched to stimulate each other’s iterative spiral. Of course, there are also market factors to consider, whether there are similar players in the industry, what is the state, if not, because what, and then develop their own pace, step by step. The IT team plays a big role in this process, not only in technology, but also in business understanding, business design, business matching, business model building, and then on up to tempo.

It is difficult to rely on the income of matchmaking model. What is important is the output of business indicators that can be quantified enough to generate industry influence, which is different from the traditional industry’s best effort measurement, and will bring certain challenges. In fact, the grasp of the whole mentality is quite important.

Second, is the problem of capital, the nature of all problems will involve capital, if the beginning can not use open capital to do, you need to plan well in advance of the financial risk, of course (B2B transformation) is an open thing, their own head to do the effect is not good, it is best to use open capital to do.

What are some good ways to solve these problems?

Grasp the whole management rhythm and IT construction, or find a successful team in the industry or a team with consulting ability or advanced successful cases to learn and communicate, grasp their own business characteristics to make plans, but also need to combine IT consideration, system construction should be combined with business development to consider, business communication, system construction to maintain the same direction and rhythm. Avoid moving too fast on one side and keeping up with the other.

With capital, there are two options. One way is to set up industrial funds to establish industries upstream and downstream of the industry, so as to tie everyone’s business together. This method has been very successful and is also a necessary means to upgrade the industry. Another way is to tie up with B2B industrial capital. These two schemes can not only solve the problem of capital and financing, but also introduce more industrial resources and open resources, and bring higher transmission rate.

Is it more appropriate to enter into B2B e-commerce through traditional transformation or starting a business from zero?

It’s inconclusive. It works both ways.Traditional transformation is strong in business, but weak in the Internet gene

If the traditional transformation is not open, there is no Internet thinking, can not gather the Internet team, can not accept the characteristics of the Internet iterative rise, it will be very dangerous.

Starting a business from scratch is strong in the Internet environment, but the transaction resistance is relatively large in the early stage

The advantage of starting a business from 0 is that the whole business of the company focuses on the same main line. However, in the early stage of business, such as matchmaking, there are obvious defects and there will be a long process of foundation laying. In this case, it is very important to transform the traditional competitors into platform partners

Therefore, both have advantages and disadvantages, as long as they overcome the corresponding shortcomings, maintain their own advantages, can be successful

What are the most optimistic industries under the current environment?

I’m mainly bullish on two sectors:

Heavy industry and commodities, which require a large amount of capital, can be rapidly developed by means of open platform system and supply chain finance

C end is the upstream B2B part of the industry with high consumption, such as clothing, health and medicine. In the end, the downstream of many B2B transactions will basically face the C-end. According to the size and consumption power of the C-end consumer market in the current market, the upstream B2B ecosystem can do it.

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