【观点】美的集团董事长方洪波的反思：美的数字化转型10年，作为领导者的高瞻远瞩与宽广胸襟！

我们搞数字化现在进入到3.0这个阶段，大概有十年的时间，我就把这十年的一个过程跟大家这个汇报一下，分享一下。那么美的现在有五个业务板块：

第一个板块就是我们大家知道的，我们发家的这个业务，就是家电。后面中间三块是ToB业务，都是跟ToB相关的。第一个是做消费者的ToC。CXO UNION-CXO联盟（cxounion.cn）

那么ToC和ToB这四个板块的业务，在过去十年，都是我们同步数字化转型的。最后一个创新型业务是随着在这十年过程当中，是我们在数字化的实践过程当中孵化和创新的一些业务。

我们现在企业发展的核心是四大主轴。

一朵红花，就是科技领先是最核心的。下面三片绿叶，其中两个都是跟数字化关联度非常大。一个是这个数智驱动，就是刚才讲的“数据驱动，智能运营”。

这个用户直达，是我们现在面临最大的一个挑战，是最后数字化的临门一脚，就跟我们踢足球一样，后场、中场已经倒了很多了，现在的关键是要射门。CXO UNION-CXO联盟（cxounion.cn）

这个用户直达是中国制造业，尤其是做消费类的制造业面临最大的挑战，就是我们离用户太远，你不了解用户的需求，你不知道用户在想什么。也可以说中国消费类企业所有的应用创新的根本在于了解用户。但是我们现在还有漫长的距离。

那么在过去十年当中，这个数字化的转型推动，我们现在整体上会了，但一开始我们并不知道这是数字化转型。我们仅仅是做信息化的一致性等等。那么现在回过头去看，数字化主要是三个方面的的好处：

• 一个就是我们做生意的方法。也就是我们的业务方法改变了，跟过去是彻底的不同。
• 第二个就是我们的商业模式。通俗一点就是我们以前是卖一个单个产品，或者是卖个硬件，那么随着数字化的驱动之后，我们掌握的这些数字化的技术、工具和方法后，我们现在卖的是一个集成式的方案，或者是把几个产品整合起来，提供一个局部的、某一个环节的一些解决方案。
• 第三个是工作模式。也就是我们所有的员工、上下游合作伙伴，他们的工作方法、交互方法都发生了转变，这里面我就不展开了。

那么是2012年，我们第一次真正意义上的开始数字化推动。当初的这个想法不像今天，当时的数字化还是个概念，才刚刚开始。CXO UNION-CXO联盟（cxounion.cn）

我们的核心是要加大对这个集团的管控，因为我们整个 集团的发展，业务的结构越来越多元，差异性很大。然后区域不仅在中国，现在走向全球。那么怎么办？

这么大的一个企业集团，你怎么样让它这个保持一致性？你不能出问题，是吧？

也就是说我们是从管控的角度上去出发的。

所以搞了一个叫“632”系统。

就是6大系统：客户关系、自动排程、供应链、制造执行、ERP，还这个产品生命周期。总共六大核心的业务系统；3大管理平台是人力资源、商业智能和大数据；2大技术平台，一个是自身的信息门户，还有一个开发平台。

这个“632”是我们把所有的业务、管理以及我们企业运营的核心，建成了一个系统，然后进行了统一流程、统一标准、统一系统，这个是从管控的角度上来看。CXO UNION-CXO联盟（cxounion.cn）

那么后来在做这个管控系统一致性之后，我们就尝到了很多的好处，也就是尝到了很多甜头，尝到了甜头怎么办？我们就感觉还要继续投。所以在这个基础上，是在“632”的起点上，我们去推动了整个企业的数字化转型。

在完成一致性之后，我们就感觉到咱们的这些数字化工具，是不是要对我们企业的运作价值链上的各个环节去进行一些尝试？比如说在渠道上，我们就进行了一些对过去模式的调整。

大家都知道中国的这个商业流通以前的链条太长。就是随着现在竞争的激烈、线上的冲击等等，这个商业流程链条太长，是不适应今天的变化的。所以我们要进行这个叫短链的变革，就是你要把你整个的链条要变短，要非常的短。

用通俗的例子来讲，假设我们销售一台电饭煲，这样一个体积大小的电饭煲，在过去我们要通过代理商、分销商到零售商，层层分销，仓库的物理转移了很多次，七次八次这样的，运到各个省，是吧？武汉、长沙甚至哈尔滨，再往下面每个市还有仓库。

但是今天的这个时代很简单，一个电饭煲从工厂，也就是从美的到消费者手中，真正的成本是多少？10块钱人民币，为什么呢？它可以一件10块钱发到全中国各个地方。

我用这个例子就是说我们必须要把整个的链条要变短，所以我们推出了这个美营销平台。基本上现在已经做到了，在全中国任何地方，我们可以做到人不见人的交易。

也就是说任何的零售商要跟美的做生意，他不用认识美的人，也不用打交道，也不用对账，你就在美营销平台上完成所有的这个交易。CXO UNION-CXO联盟（cxounion.cn）

供应链我就不展开了，这个大家都很熟悉了，这个也是发生了天翻地覆的变化。

我们独创的这个“T+3”模式，也构建了自己的MBS这样一个精益系统。

这个是从美国丹纳赫学来了。然后也构建了一些各种自动化、工业互联网的数字化工厂的一些解决方案。这是渠道供应链，这是我们的核心。

最困难的就是这个DTC，就是我刚才讲的现在你怎么样才能够跟用户建立关系？

这个里面有很多这个数据，比如说用户有4.8亿了，会员有一亿多，有这么多的门店，还有这么多的在线设备等等。

那么这个也要一句通俗的话讲，就是在整个跟用户沟通的所有的环节上，未来我们都要做到用户在手机上一键解决所有问题，他不用去说一句话。也不要跟任何一个人去沟通，就是在手机上一键解决。现在我们正在打通这个环节，这是最后的临门一脚。

现在国内有一些企业在做消费品都做得非常好的，在DTC上。比如说这个国外也有，比如这个耐克做得非常好，我们要学习它的一些好的方法。CXO UNION-CXO联盟（cxounion.cn）

国内现在安踏是在这个DTC方面，据我们所知在消费品领域是领先的。我们要学习他们的一些好的做法。核心就是我刚才讲的做消费品，你的一切的应用创新的根本来自于对用户的了解，你跟用户的这个距离，你要真正做到用户中心。

上个月七月份我去了雀巢集团（瑞士）他1000亿美金的销售收入，它是没有什么科技含量的，大家都知道，他就是做这个消费品，咖啡、宠物、水等等。

我就拜访了他的这个CEO，他给我一个小时时间。他给我最深的体会就是他强调的就是对用户的理解。他说他作为CEO他就必须要掌握所有的信息，跟用户的信息必须是第一手的。

也就是说他自己不可能是跟全世界的用户进行交流，但是通过它的这个系统，数字化的这个系统来掌握所有的用户的这个信息。

这是我们十年数字变革的一个成效。

一开始我们讲的就是降本增效，数字化转型核心是降本增效。降低成本最终的效益体现在财务数据上。那么体现出来以后我们感觉，有甜头吃。那尝到的甜头之后，怎么样？要更大的投入。

所以这些年我们在数字化上投了大概有100多亿人民币。今年我们仍然要继续投入接近30亿这个人民币在整个企业的数字化上。CXO UNION-CXO联盟（cxounion.cn）

这里面我介绍一个重要的指标，其他的都是一些结果，什么收入、利润、资金等等。更重要的一个指标就是现金周期。2012年我们的现金周期是26天，到了去年是-2.5天。

-2.5天是什么概念？我们用通俗的语言讲就是美的做了3000多亿的生意，我们没有动用自有资金。全是社会的资金，还要存在银行存2.5天，这是一个非常重要的过程。这个过程指标就是数字化转型带来的非常好的成效。

刚才讲的是做生意的方法发生了变化，那么后来在这个基础上，我们感觉这些数字化工具、思维、方法、创新能力可以向其他方面发展。所以进一步要改变，今天正在发生改变企业的这种商业模式。

比如说这个家电。以前是一个单个的硬件，卖一台硬件，完事。你买完了以后，你千万不要再来找我，离得越远越好，你有问题最好你自己消化。现在我们要把它变成一个真正的这个智能家庭，这我就不展开了。

智慧楼宇。这也是我们一块新的这个业务。那么智慧楼宇他以前这个移动楼宇里面也有很多比如消防、监控、冷水空调、供暖、清风等等各种电力。现在我们用一个数字化的技术开发了一个叫”iBUILDING”这样一个软件平台。

它实际上是一个操作平台，把所有的移动楼宇里面相关的强电、弱电所有的硬件整合在一起，我提供这样一个解决方案。跟你以前卖个暖通、中央空调，它的价值就不一样，所以它带来的是商业模式的改变。

并且这种楼宇用到你这个解决方案，它是永远是不能替代的，并且还会能带来很多的维修服务这种后销售的收入。所以它也是商业模式的这个变化。CXO UNION-CXO联盟（cxounion.cn）

物流。大家知道中国制造企业以前都是要自己搞物流，那么后来随着竞争的加剧，专业化的发展，大家都知道专业化是效率最高的，成本最低的。那么后来我们也运用数字化的技术、思维和方法来孵化的这样一个企业，叫安得智联。

非常荣幸，华润啤酒的侯董，他今天也在下面。他也是我们的非常大的客户，我们给他们提供端到端的物流服务。

那么这样一个物流企业，它就是给制造业提供产品从生产线下来后，延伸到生产过程、到整个所有门店、到消费者端到端的整个的物流服务。CXO UNION-CXO联盟（cxounion.cn）

这个企业它也没有自己的一台车，它也没有自己建的仓库，它全是用社会化的资源，用数字化的工具、思维和方法去孵化的一个企业。那这也是一个新的商业模式。

智能制造。这个我们也提供了一些这个关于智能制造的一些解决方案。

好，刚才讲的是做生意的方法发生了改变，那么在这个基础上，企业的商业模式也发生了一些变化。

那么我们每一个员工他的工作方法也发生了根本性的变化。

比如说现在我们有一个叫驾驶舱，就是每个员工在美的工作他都有驾驶舱，也就是企业内部的叫千人千面。

那么我现在已经有很多年不用手提电脑，也没有平板，我今天只有一个手机，为什么？因为在手机上我可以完成企业所有的事情。CXO UNION-CXO联盟（cxounion.cn）

我看的最多就是这个驾驶舱，因为在驾驶舱里面，因为我是董事长，那肯定是我的权限是最高的，所有的数据都能看到，基本上所有企业经营、管理、业务全部都在这个驾驶舱上，也就是工作方法发生了一些根本性的改变。

刚才王文京董事长也讲的生成式人工智能现在很热，我们也做了大量的工作，也发布了自己的内部大模型，现在每个员工在手机上都可以用这个内部的大模型。那么有一些服务商也已经有非常好的应用。

那么数字化的技术和底座非常重要。在数字化的这个转型过程当中，我刚才讲这么多年投了100多亿，大家可能会问，你投在哪了？核心是投在人上。

现在美的集团实行了统一的数字化底座，成立了两个研究机构，一个是叫集团AI创新中心，它实际上是一个研究机构。另外一个叫软件工程院。

这两个研究机构有非常多的人，它主要是研究开发我们数字化的技术和底座。那么下面列的所有的这些软件都是美的自主开发，然后开发的这些系统运用到家电业务、楼宇业务，智能制造、智慧能源、智能物流、智能医疗等，在不同的行业上都可以应用。

去年年初，就是2022年的年初，我们发布了一个叫数字美的2025的一个规划。我刚才讲我们现在遇到很多的困难，也面临很多的这个挑战，但是这个方向是坚定不移的。

十年过程当中这个数字化转型的体会，一开始我们是为了一致性，但后来发现降本成效的效果非常好，然后尝到了甜头，就进一步加大投入。加大投入后来对做生意的方法发生了改变，对商业的模式也带来了一些变化，我们员工的工作方法发生了根本性的变化。CXO UNION-CXO联盟（cxounion.cn）

所以归纳起来，我们自身的体会，通俗的讲，就是这样一些基本的工具，比如说软件、数据、算力算法，最基本的工具被我们掌握了之后，我们对企业的全价值链进行了系统的改造，就是我们经常讲的这种数字世界。

然后对上游、下游进行了全面的改造。

接下来我们要继续运用这些工具，去发挥更多的这种数字思维创新能力，去改造我们的商业模式。所以空间非常巨大。这也是我们一年要投入接近30亿人民币的原因所在。

那么我们未来衡量数字美的2025的五个标准。

第一个就是业务数字化，就是我们全家战略100%的数字化，就是无缝衔接，全域的端到端，一点缝隙都没有。第二个就是数据的业务化，这会对我们业务的增长与商业模式的改变带来推动。那么数字技术要建立行业领先优势，两大研究机构要进一步加大投入研究数字技术。然后后面就是智能家居和数字创新。

翻译：

Now that we have entered the 3.0 stage of digitization, it will take about ten years, and I will report and share with you the process of this decade. So Midea now has five business segments:

The first sector is what we all know, our business, is home appliances. The middle three blocks in the back are ToB business, all related to ToB. The first is the ToC of being a consumer.

So ToC and ToB, these four sectors of business, in the past decade, are our synchronous digital transformation. The last innovative business is some of the businesses that have been incubated and innovated by our digital practices over the course of the decade.

The core of our enterprise development is the four main axes.

A red flower is the core of scientific and technological leadership. The following three green leaves, two of which are very closely related to digitalization. One is this number intelligence drive, that is, the “data-driven, intelligent operation” just mentioned.

This user direct, is one of the biggest challenges we now face, is the final digital door kick, just like we play football, the back field, the midfield has fallen a lot, now the key is to shoot.

This user direct is the biggest challenge facing China’s manufacturing industry, especially the consumer manufacturing industry, is that we are too far away from the user, you do not understand the user’s needs, you do not know what the user is thinking. It can also be said that the fundamental of all application innovation of Chinese consumer enterprises is to understand the user. But we still have a long way to go.CXO UNION-CXO联盟（cxounion.cn）

So in the last decade, this digital transformation drive, we are now on the whole, but at the beginning we didn’t know it was digital transformation. We just do information consistency and so on.

Looking back, there are three main benefits of digitalization:

One is the way we do business. That is, our approach to business has changed, completely different from the past.

The second is our business model. Popular point is that we used to sell a single product, or sell a hardware, then with the digital drive, we master these digital technologies, tools and methods, we now sell an integrated solution, or integrate several products to provide a local, a certain link of some solutions.

The third is the mode of work. That is, all our employees, upstream and downstream partners, their working methods, interaction methods have changed, which I will not expand.

So 2012 was the first time we really started a digital push. The idea was not like today, when digitization was still a concept and just getting started.

Our core is to increase the control of this group, because the development of our entire group, the structure of the business is more and more diversified, and the difference is very big. And then the region is not only in China, it’s now going global. So what to do?

How do you keep this consistent for such a big conglomerate? You can’t have a problem, can you?

That is to say, we approach it from a control perspective.

So we created a system called “632.”

There are six systems: customer relations, automated scheduling, supply chain, manufacturing execution, ERP, and the product life cycle. A total of six core business systems; The three management platforms are human resources, business intelligence and big data. Two technology platforms, one is its own information portal, and the other is a development platform.

This “632” is the core of all our business, management and enterprise operations, built a system, and then carried out a unified process, unified standards, and unified system, which is from the perspective of control.CXO UNION-CXO联盟（cxounion.cn）

Then, after doing the consistency of this control system, we have tasted a lot of benefits, that is, we have tasted a lot of sweetness. What should we do when we have tasted sweetness? We just feel like we’re gonna keep voting. So on this basis, at the starting point of “632”, we went to promote the digital transformation of the entire enterprise.

After the completion of the consistency, we feel that these digital tools of our company, do not have to make some attempts on the various links of the value chain of our business operations? For example, in the channel, we have made some adjustments to the past model.

We all know that the chain of commercial circulation in China was too long. With the fierce competition and online impact, this business process chain is too long and cannot adapt to today’s changes.

So we’re going to do this short chain change, which is you’re going to make your whole chain shorter, very short.

To use a popular example, suppose we sell a rice cooker, such a size of rice cooker, in the past we have to through agents, distributors to retailers, layers of distribution, warehouse physical transfer many times, seven times eight times, shipped to various provinces, right? There are warehouses in Wuhan, Changsha and even Harbin, and in every city below.

But today’s era is very simple, a rice cooker from the factory, that is, from the United States to the hands of consumers, how much is the real cost? Ten yuan, why? It can be shipped all over China for 10 yuan a piece.CXO UNION-CXO联盟（cxounion.cn）

I used this example to say that we had to make the whole chain shorter, so we launched this beautiful marketing platform. Basically, it has been done now, and we can do person-to-person transactions anywhere in China.

That is to say, any retailer to do business with the United States, he does not have to know the United States, do not have to deal with, do not have to reconcile, you will complete all this transaction on the United States marketing platform.

I will not expand the supply chain, which is familiar to everyone, and this has also undergone tremendous changes.

We created this “T+3” model, and also built our own MBS such a lean system.

I learned this from Danaher in the United States. Then we also built some solutions for various automated, industrial Internet digital factories. It’s the channel supply chain. It’s our core.

The most difficult thing is this DTC, which I just talked about how do you now build a relationship with users?

There are a lot of data in this, for example, there are 480 million users, there are more than 100 million members, there are so many stores, there are so many online devices and so on.

Then this also has to be said in a popular word, that is, in all the links of communication with users, in the future, we have to do that the user solves all the problems on the mobile phone with one click, he does not have to say a word. Do not communicate with anyone, it is a one-click solution on the phone. Now we’re getting through this. This is the final touch.

Now there are some domestic enterprises in the consumer goods are doing very well, in the DTC. For example, there are also foreign countries, such as this Nike is doing very well, we have to learn some good ways of it.CXO UNION-CXO联盟（cxounion.cn）

China now Anta is in this DTC, as far as we know in the field of consumer goods is a leader.

We need to learn some of their good practices. The core is what I just said to do consumer goods, all of your application innovation comes from the understanding of the user, you and the user of this distance, you have to really do the user center.

Last month and July I went to Nestle (Switzerland), which has $100 billion in sales revenue, it is not a technology content, everyone knows, it is a consumer product, coffee, pets, water and so on.

I visited this CEO of his, and he gave me an hour. His deepest experience to me is that he emphasizes the understanding of the user. He said that as CEO he had to have all the information, and the information with the users had to be first-hand.

That is to say, it is impossible for him to communicate with users all over the world, but through this system, this digital system, he can grasp the information of all users.

This is one result of our decade of digital transformation.

At the beginning, we talked about cost reduction and efficiency increase, and the core of digital transformation is cost reduction and efficiency increase.

The ultimate benefit of lower costs shows up in the financial data. So when we embody it, we feel that we have something sweet to eat. So after the taste, what about it? Greater commitment.

So in recent years, we have invested more than 10 billion yuan in digitization. This year, we will continue to invest nearly 3 billion yuan in the digitalization of the entire enterprise.

Here I introduce an important indicator, the others are some results, what income, profit, capital and so on. A more important indicator is the cash cycle. In 2012, our cash cycle was 26 days, and last year it was -2.5 days.CXO UNION-CXO联盟（cxounion.cn）

What’s -2.5 days? In popular language, we say that Midea has done more than 300 billion yuan of business, and we have not used our own funds. All the funds of the society, but also deposit in the bank for 2.5 days, which is a very important process. This process indicator is the very good results of digital transformation.

What we just talked about is that the way of doing business has changed, so later on, on this basis, we feel that these digital tools, thinking, methods, and innovation capabilities can be developed in other aspects. So further to change, what is happening today is changing the business model of enterprises.

Take this appliance, for example. It used to be a single piece of hardware, sell one piece of hardware, and that’s it. After you buy it, you must not come to me again, as far away as possible, you have a problem you’d better digest yourself. Now we’re going to turn it into a real smart home, which I’m not going to expand on.

Smart building.

This is also a new piece of this business for us. Then the smart building he used to this mobile building there are a lot of such as fire, monitoring, cold water air conditioning, heating, wind and other kinds of electricity. Now we use a digital technology to develop a software platform called “iBUILDING”.

It is actually an operating platform that integrates all the hardware related to strong and weak electricity in all mobile buildings, and I provide such a solution. As you used to sell a HVAC, central air conditioning, its value is not the same, so it brings a change in the business model.

And this kind of building uses your solution, which can never be replaced, and will also bring a lot of maintenance services after the sale of income. So it’s also a change in the business model.

Logistics.

We all know that Chinese manufacturing enterprises used to engage in logistics by themselves, then with the intensification of competition and the development of specialization, we all know that specialization is the most efficient and the lowest cost. Then later, we also used digital technology, thinking and methods to incubate such a company, called Ander Zhailian.

It’s a great pleasure to have Dong Hou from China Resources Beer, who’s here with us today. He is also a very big customer of ours and we provide them with end-to-end logistics services.

Then such a logistics enterprise, it is to provide the manufacturing industry with products from the production line down, extended to the production process, to the entire store, to the consumer end-to-end logistics services.CXO UNION-CXO联盟（cxounion.cn）

This enterprise does not have its own car, nor does it have a warehouse built by itself. It is an enterprise incubated with social resources and digital tools, thinking and methods. Then this is a new business model.

Intelligent manufacturing.

We also provide some solutions about intelligent manufacturing.

Well, what we just talked about is that the way of doing business has changed, so on this basis, the business model of enterprises has also changed.

So every one of our employees has a fundamental change in his way of working.

For example, now we have a cockpit, that is, every employee in the United States work he has a cockpit, that is, the enterprise is called thousands of thousands of faces.

So I haven’t used a laptop in years, I don’t own a tablet, I only have a phone today, why? Because I can do all the business on my mobile phone.

The most I see is this cockpit, because in the cockpit, because I am the chairman of the board, it must be my authority is the highest, all the data can be seen, basically all the business operation, management, business are all in this cockpit, that is, the working method has undergone some fundamental changes.CXO UNION-CXO联盟（cxounion.cn）

Just now Chairman Wang Wenjing also talked about generative artificial intelligence is very hot, we have done a lot of work, but also released their own internal model, now every employee can use this internal model on the mobile phone. Then there are some service providers already have very good applications.

So the digital technology and the base is very important. In this process of digital transformation, I have just said that over the years, we have invested more than 10 billion yuan, and you may ask, where did you invest? The core is to invest in people.

Now Midea Group has implemented a unified digital base and set up two research institutions,

one is called the Group AI Innovation Center, which is actually a research institution. The other is called the Software Engineering Academy.

These two research institutes have a very large number of people, and it is mainly research and development of our digital technology and base. Then all these software listed below are self-developed by Midea, and then the development of these systems applied to home appliance business, building business, intelligent manufacturing, intelligent energy, intelligent logistics, intelligent medical care, etc., can be applied in different industries.CXO UNION-CXO联盟（cxounion.cn）

At the beginning of last year, at the beginning of 2022, we released a plan called Digital Beauty 2025. As I said just now, we are facing many difficulties and challenges, but this direction is firm.

The experience of this digital transformation in the course of ten years, at the beginning we were for consistency, but later found that the cost reduction effect was very good, and then tasted the sweetness, and further increased the investment. The increased investment has since changed the way we do business, brought some changes to the business model, and fundamentally changed the way our employees work.

So to sum up, our own experience, generally speaking, is such a number of basic tools, such as software, data, computing algorithms, the most basic tools are mastered by us, we have carried out a systematic transformation of the whole value chain of the enterprise, is we often talk about this digital world.

Then the upstream and downstream of the comprehensive transformation.

And then we’re going to continue to use these tools to leverage more of this digital thinking innovation to transform our business model. So the space is huge. That’s why we spend nearly 3 billion yuan a year.

So here are five criteria for measuring digital beauty in the future: 2025.数字化转型网www.szhzxw.cn

The first is the digitalization of the business, which is 100% digitalization of our family strategy, which is seamless, end-to-end in the whole domain, there is no gap at all. The second is the business of data, which will promote the growth of our business and the change of business model. So digital technology to establish industry leading advantages, the two major research institutions to further increase investment in digital technology research. Then there’s the smart home and digital innovation.

本文由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于数字化转型战略指南；编辑/翻译：CXO UNIONCXO联盟小O。

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