【CXO观点】沃尔玛中国科技部副总裁韩路：数字化转型，“人”是核心要素

消费者需求的变迁驱动着中国零售行业的变革，零售巨头需要“大象起舞”，通过数字化转型实现精细化的运营和服务。沃尔玛中国在数字化转型方面有着精细的布局，在全渠道、新业态、差异化商品和服务等方面，通过自身技术创新与外部合作，持续带给客户领先的服务和顺畅的购物体验。

作为连续六年蝉联《财富》世界500强榜首的全球领军零售企业，沃尔玛能够长时间保持行业领导地位，与其前瞻性的创新视野和实践息息相关。

1996年，沃尔玛在深圳开设了中国市场第一家购物广场和山姆会员商店，从此迈出了在中国市场的步伐。CXO UNION-CXO联盟（cxounion.cn）

二十多年以来，沃尔玛经历了中国零售行业一波又一波的革新浪潮。随着互联网和电商的高速发展，中国消费者的需求特点、消费习惯发生了巨大的变化，随之对线下传统零售商的商品、渠道、服务都提出了更高的要求。

为了敏捷地拥抱市场变化，支撑服务创新，沃尔玛中国将数字化转型和零售科技应用提升到公司的战略层面。根据中国消费者的需求特点，沃尔玛中国重点将战略重点落在了三个方面。

第一，将全渠道战略作为重中之重。为了顺应顾客全渠道消费的习惯，沃尔玛在实体门店渠道之外作了相应布局。在电商平台方面，沃尔玛布局了京东商城上的沃尔玛旗舰店、全球购旗舰店等，以及山姆会员商店APP和官网。在O2O渠道方面，沃尔玛以门店为依托，提供配送到家的服务。

第二，拓展更多样化的新型业态，满足消费者多元化需求。在大型卖场之外，沃尔玛中国开设了社区店、紧凑型卖场等不同规格的门店形式。

第三，打造差异化的商品和服务。沃尔玛中国坚持在生鲜、进口商品、自有品牌商品等方面，夯实在价格和服务质量上的竞争壁垒。CXO UNION-CXO联盟（cxounion.cn）

为了实现这些目标，沃尔玛中国通过自主创新以及和外部合作伙伴共创，推进数字化转型的落地。其中，科技部作为沃尔玛中国推进数字化转型战略的重要部门，承担了非常关键的职责。2016年，沃尔玛中国的 “信息系统部”更名为“科技部”，在名称变化的背后，更是组织角色、思维方式、工作流程等方面的全方位转变。

一、全渠道实践已见成效

爱分析：对比沃尔玛的全球实践，中国的零售市场呈现哪些特点？

韩路：中国市场的特点充分体现在中国顾客的消费行为上，顾客的消费习惯在发生快速的变迁。以前顾客在门店或者电商消费，是单一渠道，现在是门店、电商、到家的全渠道、全链路。以前顾客对配送的期望可能是隔天、当天，现在是1小时、30分钟，顾客的消费习惯在不断变化。

顾客对商品的要求也在不断变化，现在商品的选择是更个性化的。我们为了适应顾客的需要和变迁，无论从技术上还是业务上，都需要不断地调整。

除了门店外，沃尔玛在京东平台上开设了沃尔玛官方旗舰店、沃尔玛全球购官方旗舰店、山姆会员商店官方旗舰店、山姆会员商店全球购官方旗舰店、沃尔玛自有品牌官方旗舰店，为海淘顾客提供来自世界各地的好商品。同时，以门店为依托，提供O2O配送到家的服务，最快1小时，满足门店周围3到5公里的即时消费需求。我们还有云仓履单模式，通过前置仓，覆盖更多门店不能触达的顾客。CXO UNION-CXO联盟（cxounion.cn）

爱分析：在推进零售数字化落地的过程中，从前端的门店、顾客和会员，到后端供应链，是一条很复杂的链条。沃尔玛进行数字化转型主要关注哪些方向？

韩路：作为零售企业，沃尔玛为顾客服务的模式，必然需要按照顾客的需求去发展。从科技部的角度，关键是看怎么能够通过技术手段、数字化手段，助推这种发展，支撑新业态的发展。比如我们的社区店、以及紧凑型大卖场，怎么能够凸显我们在生鲜商品、进口商品、自有品牌方面的优势；怎么能让运营流程更简单，更高效率。这些都是我们关注的。

爱分析：随着全渠道战略的落地，哪些新渠道带来了明显的增量？

韩路：从业务的角度，我们不去分各个不同的渠道，全渠道的关键就是做到随时随地。包括我们一些机制的设计，营运的设计，流程的设计，我们其实是看顾客在哪，以及我们与顾客的触点在哪？顾客在不同的触点与我们的交流方式以及需求可能是不一样的，会在不同的场景、不同的时间点与我们接触。无论在什么渠道，我们都向顾客提供无缝链接的便捷服务、高品质商品。

比如说顾客在用“到家”服务的时候，往往是因为他一直是门店忠实的顾客，选择“到家”服务更多的是购买生鲜商品；如果到门店，因为门店有2万到3万的SKU，顾客一站式购买的东西可能会更多。CXO UNION-CXO联盟（cxounion.cn）

沃尔玛根据顾客在不同的场景需求，也会提供不同的商品，比如在京东到家的SKU与沃尔玛到家的SKU是有所区别的。京东到家大概是2000多，沃尔玛到家是7000多。所以我们是根据不同的触点，全渠道去满足顾客在不同时间、不同情景下的需求。

爱分析：沃尔玛中国的数字化创新实践中，有哪些比较经典的案例？

韩路：小程序“扫玛购”是一个很好的案例。它做到了快速地规模化，并且是顾客行为习惯发生变迁后想要的一种服务方式。CXO UNION-CXO联盟（cxounion.cn）

我们刚开始推出的时候，倾听了很多顾客的反馈。在产品设计的时候，产品开发人员会去门店倾听，去收集数据，来打磨这个产品。在完成产品打磨后，快速落地过程当中，离不开我们门店的同事，很快就在所有的400多家门店落地，顾客的接受度也很高。这让我们成为中国第一个用户过千万的零售商超小程序。

今天我们已经有接近5000万的“扫玛购”用户，还有我们的“沃尔玛到家”服务，在同一个小程序上。所以现在顾客打开小程序，不管是在门店，还是在家里，都可以享受到沃尔玛的服务。

其实之前我们的小程序是分不同功能入口，有扫玛购，有沃尔玛到家，后来我们不断地优化，这在一定程度上降低了顾客的信息迁移成本，把多个功能合并到一个平台。当我们发现下载APP不是一个顾客愿意主动愿意做的，那我们就会很快很坚定地把重点转移到顾客需要的方向。在某些方面我们会比大多数同行做得更快。CXO UNION-CXO联盟（cxounion.cn）

爱分析：全渠道战略是沃尔玛中国现阶段的主要战略核心点吗？

韩路：为了落地全渠道战略，沃尔玛先后打出组合拳，包括：与京东合作，上线多家旗舰店强化电子商务板块业务，并推出门店、用户、库存互通的“三通”战略，实现线上线下无缝链接；与达达-京东到家合作，解决“零售最后一公里”，提升沃尔玛全国门店O2O业务实力，并联手实践零售商超首个仓配一体化“云仓”；与腾讯合作，通过小程序解决顾客痛点，并成为首家零售商超拥有突破千万级用户的小程序。成功试水智能门店，大力推进门店数字化转型。

二、开放心态，与合作伙伴共创

爱分析：前端像“扫玛购”这样的新应用不断开发出来，是如何与沃尔玛原有的IT架构融合的？

韩路：我们自主研发了中台，只有中台更强大，才能让前端更灵活，更快地接入和响应前端的需求。

在中台里，我们也抽象出全渠道的订单服务、商品服务、库存服务、定价服务、促销服务等，以及大数据中台，做数据规整和人工智能运算，整合这些场景的数据。系统平台和大数据中台，二者结合能够更好地快速帮助我们的前端应用落地。CXO UNION-CXO联盟（cxounion.cn）

爱分析：沃尔玛如何考虑内部创新和外部合作的关系？

韩路：沃尔玛2016年投资京东、京东到家并与之进行一系列深度战略合作，2018年正式与腾讯战略合作，我们与合作伙伴之间的交流非常紧密，在业务层面和技术层面，也互相学习。我们的心态是开放的，在各个领域愿意去学习，和创新者进行合作。

爱分析：在创新应用的落地选择上，沃尔玛关注哪些关键的考量标准？

韩路：我们考虑的点在于创新模式是否可规模化应用。因为我们有400多家门店，还有线上多个平台的服务，我们会有很多POC测试，哪些可以真正被大规模使用，这是我们关注的。只有能够大规模的使用和推广，才能给我们的顾客带来一致性的体验。零售的数字化创新，只有规模化才能更好地创造商业价值。如果我们只应用在某一个地方，某一个领域，就无法让所有的顾客、所有的会员体验。CXO UNION-CXO联盟（cxounion.cn）

从业务角度来说，如果新技术能够有助于快速提升我们在相关业务里的表现，我们会很快速地去拥抱新技术，以及快速地把它规模化。这也是为什么我们把微信小程序发展起来，因为毕竟现在我们中国的顾客一天有很多的时间都是花在微信上面。

爱分析：在线下数据采集和门店数字化方面，沃尔玛中国有哪些应用？

韩路：我们现在已经通过数字化、移动化支付，对全渠道顾客数据进行抓取。所以我们在这方面的数据积累非常快。我们现在也有一些与供货商合作的案例，我们会给他们提供全渠道的营销数据。

从品牌商的角度来说，他们也会看到加了线下数据之后，业务模型数据更真实更全面，比以往达成的一些ROI指标会更好。而且，丰富了线上数据的维度。

通过沃尔玛中国Omega 8创新平台，我们也积极地与更多的创新创业型企业开展合作。在顾客购物路径特征、门店动线等领域，也都有尝试和探索。CXO UNION-CXO联盟（cxounion.cn）

爱分析：与外部科技创新服务商的合作方式是怎样的？

韩路：我们很多时候，不是简单的甲乙方合作的方式。因为大部分的科技服务商，其实很不了解零售公司从供应链到门店运营管理的各个环节，需要双方深入到业务痛点中共同创造解决方案。

以Omega 8项目的合作模式为例，沃尔玛会先邀请创新企业到我们的门店去看，再看它的技术和我们的运营实际痛点会有哪些结合点，有哪些潜在机会点之后，我们内部的创新技术团队和外部的伙伴一起共创，合作的方式有很多种。

因为需要结合业务的痛点，沃尔玛在各个领域举行“沃尔玛创客行”，会花一、两天的时间把相关领域的创新公司聚在一起，带领他们走进我们的门店、走进零售的世界。如果是门店的场景，就去看门店的前区、后仓，了解我们的商品管理、货仓流程，让他们去观察和了解我们的实际作业场景，让这些创新公司帮我们一起想有什么更聪明的零售解决方案，或者是在市面上已有的解决方案，来引发我们的思考。这是一个相互激励的碰撞。CXO UNION-CXO联盟（cxounion.cn）

三、创新转型，以人为本

爱分析：沃尔玛在内部数字化转型中有一个“70-20-10”的定律，70%是要靠“人”来推动，而对人的掌控总是有挑战的。沃尔玛是怎样解决“人”的问题的？

韩路：我们今天在全世界有超过220万员工，在中国有约10万名员工，大部分都是在门店一线。我们在全世界有一万多家门店及电子商务网站，在中国有400多家店和众多的电商平台。这些一线的同事是我们的宝贵资产，只有调动他们的积极性，他们才能更好地服务到顾客。

从我们内部效率效能提升的角度，我们也关注内部员工的体验和流程。在我们的技术团队内部有一个小团队叫“员工数字化体验”，我们把自己的员工也当成我们的顾客一样对待，把他们的体验也作为科技部的考核的指标。只有让员工在工作当中效率更高，参与度更高，我们的产品更有温度，他们才能把这种体验传递给顾客，更好地服务好顾客。CXO UNION-CXO联盟（cxounion.cn）

除了赋予员工战略方面的思考，刷新他们的观念，同时我们也赋予员工强大的工具。比如在中国，我们通过企业微信平台，将很多工作流程简化、门店执行效率从而得到提升。前两个月，我们刚刚上线了一个任务管理应用。之前门店在做特卖陈列调整的时候，员工需要通过总部支持中心指令下达，通过邮件或电话来反馈执行。执行出了问题也只能通过邮件或电话反馈，传递效率相对不高。

今天我们把这个产品做在了移动端微信上，每个员工都可以打开企业微信，收到个性定制化的角色和任务。比如说他是一个鲜食区的主管，收到的任务就是围绕着鲜食区特卖需要做的工作。在他做完以后，他可以及时通过企业微信手机端拍照上传通知支持中心。如果遇到缺货、商品价格调整，或者是商品问题，也能够通过这个平台及时反馈到我们的采购部门，这样就让我们的沟通和执行效率更高，并且后台都有大数据的监控，很多定制化和自动化的任务，未来就可以被更高效的方式执行。CXO UNION-CXO联盟（cxounion.cn）

爱分析：从之前的为适应业务端需求，到现在驱动业务的创新，科技部自身会做一些怎样的调整？

韩路：目前我们是一个去中心化的组织。为了更好地符合业务的发展，驱动业务的战略执行落地，我们每一个大的业务部门后面都有技术团队的支持。譬如说我们有山姆会员商店的技术团队和负责人，支持山姆会员店的全渠道端到端技术。

我们不光从组织上人员上去中心化，技术投资也去中心化。这样技术团队就可以和我们购物广场、山姆会员店、社区店业态的业务负责人一起决策，去落地支持业务发展的技术系统。而且决策是端到端的，可以从顾客和会员接触的全渠道、产品应用的全生命周期角度去思考。

爱分析：未来1到3年，沃尔玛中国在数字化转型上会重点考虑哪些方向的投入和布局？

韩路：从技术角度，我们必然紧随着公司未来1到3年业务的主要发展方向。我们坚定不移地加强全渠道，提升新业态，服务小型卖场、社区店，并坚定不移地通过创新帮助驱动差异化的商品和服务，包括生鲜、自有品牌、进口商品等。CXO UNION-CXO联盟（cxounion.cn）

具体到技术应用层面，我们要不断地简化流程，不断完善中台建设，用大数据来支持业务决策，用人工智能、区块链等技术手段来解决业务的痛点。我们的战略重点是围绕这些领域，科技部也会帮助公司驱动这些变革和创新。

翻译：

Changes in consumer demand are driving the transformation of China’s retail industry, and retail giants need to “dance the elephant” to achieve refined operations and services through digital transformation. Walmart China has a detailed layout in digital transformation, in the omni-channel, new formats, differentiated goods and services and other aspects, through its own technological innovation and external cooperation, continue to bring customers leading service and smooth shopping experience.CXO UNION-CXO联盟（cxounion.cn）

As the world’s leading retail company that has topped the Fortune Global 500 for six consecutive years, Walmart has been able to maintain its industry leadership for a long time, which is closely related to its forward-looking innovation vision and practice.

In 1996, Walmart opened its first shopping mall and Sam’s Club store in Shenzhen, and has since made its first step in the Chinese market.

For more than two decades, Walmart has experienced wave after wave of innovation in China’s retail industry. With the rapid development of the Internet and e-commerce, the demand characteristics and consumption habits of Chinese consumers have undergone great changes, and higher requirements have been put forward for the goods, channels and services of traditional offline retailers.

In order to flexibly embrace market changes and support service innovation, Walmart China elevates digital transformation and retail technology application to the strategic level of the company. CXO UNION-CXO联盟（cxounion.cn）

According to the demand characteristics of Chinese consumers, Walmart China focuses on three aspects of strategic focus.

First, make omni-channel strategy a top priority. In order to comply with the habit of omni-channel consumption of customers, Walmart has made corresponding layout outside the physical store channel. In terms of e-commerce platforms, Walmart has laid out the Walmart flagship store and global purchase flagship store on Jingdong Mall, as well as the Sam’s Club store APP and the official website. In terms of O2O channels, Walmart relies on stores to provide home delivery services.

Second, expand more diversified new business forms to meet the diversified needs of consumers. In addition to large stores, Walmart China has opened community stores, compact stores and other stores of different specifications.

Third, create differentiated goods and services. Walmart China insists on strengthening the competitive barriers in price and service quality in fresh, imported and private brand goods.CXO UNION-CXO联盟（cxounion.cn）

To achieve these goals, Walmart China promotes the implementation of digital transformation through independent innovation and co-creation with external partners. Among them, the Ministry of Science and Technology, as an important department of Walmart China to promote the digital transformation strategy, has assumed a very key responsibility. In 2016, the “Information System Department” of Walmart China was renamed “Department of Science and Technology”, and behind the name change, it is a comprehensive transformation in organizational roles, ways of thinking, and work processes.

Recently, Love analysis interviewed Wal-Mart China’s vice president of science and technology Han Lu, he explained the Ministry of Science and Technology in Wal-Mart China’s digital transformation process, thinking and practice, now share some wonderful content as follows.

First, the practice of omni-channel has yielded results

Analysis: Compared with Wal-Mart’s global practice, what are the characteristics of China’s retail market?

Han Lu: The characteristics of the Chinese market are fully reflected in the consumption behavior of Chinese customers, and their consumption habits are changing rapidly. In the past, customers consumed in stores or e-commerce, which was a single channel, and now it is a full channel and full link of stores, e-commerce, and home. In the past, customers’ expectations for delivery may be the next day or the same day, but now it is an hour or 30 minutes, and customers’ consumption habits are constantly changing.CXO UNION-CXO联盟（cxounion.cn）

Customer requirements for goods are also changing, and the selection of goods is now more personalized. In order to adapt to the needs and changes of our customers, we need to constantly adjust both in terms of technology and business.

In addition to stores, Walmart has opened Walmart official flagship store, Walmart Global Purchase official flagship store, Sam’s Club official flagship store, Sam’s Club Global Purchase official flagship store, and Walmart private brand official flagship store on the Jingdong platform to provide overseas Taobao customers with good goods from around the world. At the same time, relying on the store, we provide O2O delivery service to the home, the fastest 1 hour, to meet the immediate consumer demand of 3 to 5 kilometers around the store. We also have the cloud warehouse single performance mode, through the pre-warehouse, covering more customers who can not be reached by the store.CXO UNION-CXO联盟（cxounion.cn）

Love analysis: In the process of promoting the digital landing of retail, from the front end of the store, customers and members to the back-end supply chain, it is a very complex chain. What are the main directions of Walmart’s digital transformation?

Han Lu: As a retail enterprise, Walmart’s customer service model must be developed according to the needs of customers. From the perspective of the Ministry of Science and Technology, the key is to see how we can promote this development and support the development of new business forms through technological means and digital means. For example, how can our neighborhood stores and compact hypermarkets highlight our strengths in fresh goods, imported goods and private brands? How can we make the operation process simpler and more efficient. Those are the things we’re focused on.

Love analysis: With the implementation of the omni-channel strategy, which new channels have brought significant increments?

Han Lu: From the business point of view, we do not separate different channels, the key to omni-channel is to do anytime, anywhere. Including the design of some of our mechanisms, the design of our operations, the design of our processes, we actually look at where the customer is and where the contact point between us and the customer is. Customers may communicate with us in different touch points and their needs may be different, and they will contact us in different scenes and at different points in time. No matter what channel, we provide customers with convenient services and high-quality products with seamless links.

For example, when a customer uses “home” service, it is often because he has been a loyal customer of the store, and he chooses “home” service more to buy fresh goods; If you go to a store, because the store has 20,000 to 30,000 SKUs, customers can buy more in one stop.

Walmart will also provide different products according to the needs of customers in different scenarios. For example, SKU in Jingdong Home is different from SKU in Walmart Home. Jd Home is about 2,000, Walmart home is more than 7,000. Therefore, we are based on different contact points, omni-channel to meet the needs of customers at different times and under different scenarios.CXO UNION-CXO联盟（cxounion.cn）

Analysis: Walmart China’s digital innovation practice, what are the more classic cases?

Han Lu: The small program “sweep Ma purchase” is a good case. It has achieved rapid scale, and is a service mode that customers want after the change of behavior habits.

When we first launched, we listened to a lot of customer feedback. During product design, product developers go to the store to listen, to collect data, to polish the product. After finishing the product polishing, in the process of rapid landing, we cannot leave our store colleagues, and soon landed in all more than 400 stores, and the customer acceptance is also very high. This made us the first retailer to have over 10 million users in China.

Today we have close to 50 million users of our “Shama.com” and our “Walmart-Home” service on the same applet. So now customers open the mini program, whether in the store, or at home, can enjoy Wal-Mart services.CXO UNION-CXO联盟（cxounion.cn）

In fact, before our small program is divided into different function entrances, there are sweep Ma purchase, Walmart home, and then we continue to optimize, which reduces the customer’s information migration cost to a certain extent, and combines multiple functions into one platform. When we find that downloading apps is not something that customers are willing to do, we quickly and firmly shift our focus to what customers want. In some ways we can do it faster than most of our peers.

Analysis: Is omni-channel strategy the main strategic core of Walmart China at this stage?

Han Lu: In order to land the omni-channel strategy, Walmart has played a combination of fists, including: cooperation with Jingdong, the launch of a number of flagship stores to strengthen the e-commerce sector business, and the launch of stores, users, inventory interoperability of the “three” strategy to achieve seamless online and offline links; Cooperate with Dada – Jingdong Home to solve the “last kilometer of retail”, enhance the O2O business strength of Walmart nationwide stores, and jointly practice the first warehouse integration “cloud warehouse” of retailers; Cooperated with Tencent to solve customer pain points through small programs, and became the first retailer to have more than 10 million users of small programs. Successfully tested the water of smart stores and vigorously promoted the digital transformation of stores.

Second, open mind and co-create with partners

Love analysis: How do new applications like “Shaomao” continue to be developed at the front end and integrate with Walmart’s original IT architecture?

Hanlu: We independently developed the middle platform, only the middle platform is more powerful, in order to make the front-end more flexible, faster access and response to the needs of the front-end.CXO UNION-CXO联盟（cxounion.cn）

In the middle desk, we also abstract the omni-channel order service, commodity service, inventory service, pricing service, promotion service, etc., as well as the big data center, do data normalization and artificial intelligence operations, and integrate the data of these scenarios. The combination of the system platform and the big data center can better help our front-end applications land quickly.

Analysis: How does Walmart consider the relationship between internal innovation and external cooperation?

Han Lu: Walmart invested in JD and JD Home in 2016 and conducted a series of in-depth strategic cooperation with them, and officially cooperated with Tencent in 2018. We have very close exchanges with our partners, and also learn from each other at the business and technical levels. We are open minded and willing to learn and collaborate with innovators in all fields.CXO UNION-CXO联盟（cxounion.cn）

Analytica: What key considerations does Walmart pay attention to in the landing choice of innovative applications?

Han Lu: The point we consider is whether the innovation model can be applied at scale. Because we have more than 400 stores and multiple platforms online, we will have a lot of POC testing, which can really be used on a large scale, which is what we focus on. Only when it can be used and promoted on a large scale can it bring a consistent experience to our customers. The digital innovation of retail, only the scale can better create business value. If we only apply in a certain place, a certain area, we can not let all customers, all members experience.

From a business perspective, if a new technology can help us quickly improve our performance in the relevant business, we will be very quick to embrace the new technology and quickly scale it. That’s why we developed the wechat mini program, because after all, our customers in China now spend a lot of time a day on wechat.

Aianalytica: In terms of offline data collection and store digitization, what are the applications of Walmart China?

Han Lu: We have now captured omnichannel customer data through digital and mobile payments. So we’re accumulating data on this very quickly. We now have cases where we work with suppliers and we give them omnichannel marketing data.

From the perspective of brand owners, they will also see that after adding offline data, the business model data is more real and comprehensive, and will be better than some ROI indicators achieved in the past. Moreover, it enriches the dimension of online data.

Through the Walmart China Omega 8 Innovation platform, we are also actively cooperating with more innovative and entrepreneurial enterprises. In the areas of customer shopping path characteristics, store lines, etc., there are also attempts and exploration.CXO UNION-CXO联盟（cxounion.cn）

Love Analysis: What is the way of cooperation with external technology innovation service providers?

Han Lu: Most of the time, we are not a simple way to cooperate with Party B. Because most technology service providers actually do not understand all aspects of retail companies from supply chain to store operation and management, both sides need to go deep into the business pain points to jointly create solutions.

Take the cooperation model of Omega 8 project as an example, Walmart will first invite innovative enterprises to our stores to see, and then see what will be the combination of its technology and our actual operating pain points, and what potential opportunity points, after our internal innovation and technology team and external partners to create together, there are many ways to cooperate.

Because of the need to combine the pain points of the business, Walmart holds “Walmart Maker walks” in various fields, and will spend one or two days to bring together innovative companies in related fields and lead them into our stores and into the world of retail. If it is the scene of the store, go to the front area of the store, after the warehouse, understand our commodity management, warehouse process, let them observe and understand our actual operation scenario, let these innovative companies help us to think about what smarter retail solutions, or existing solutions in the market, to trigger our thinking. It’s a mutually stimulating collision.CXO UNION-CXO联盟（cxounion.cn）

Third, innovation and transformation, people-oriented

Love analysis: Walmart has a “70-20-10” law in internal digital transformation, 70% is to rely on “people” to promote, and the control of people is always challenging. How does Walmart solve its “people” problem?

Han Lu: We have more than 2.2 million employees around the world today. And about 100,000 employees in China, most of which are on the front line of stores. We have more than 10,000 stores and e-commerce sites worldwide. And more than 400 stores and numerous e-commerce platforms in China. These front-line colleagues are our valuable assets, only by mobilizing their enthusiasm, they can better serve our customers.

From the perspective of our internal efficiency improvement, we also focus on the internal employee experience and process. Within our technology team, we have a small group called Employee Digital Experience. And we treat our employees like our customers. And use their experiences as indicators for the Department of Science and Technology. Only by making employees more efficient at work, more engaged, and our products more warm, can they pass on this experience to customers and better serve customers.

In addition to empowering our employees to think strategically and refresh their minds, we also empower them with powerful tools.

For example, in China, we have simplified many work processes and improved store execution efficiency through the enterprise wechat platform. We just launched a task management app two months ago. Before, when the store made the adjustment of special sale display. The staff needed to give instructions through the headquarters support center. And feedback and implementation through email or phone. If there is a problem with the implementation. It can only be reported by email or phone, and the transmission efficiency is relatively low.CXO UNION-CXO联盟（cxounion.cn）

Today, we have made this product on the mobile wechat. Every employee can open the enterprise wechat, receive personalized customized roles and tasks. For example, he is the director of a fresh food district. And the task he receives is to do the work that needs to be done around the fresh food district special sale. After he finished. He can take photos and upload notifications to the support center through the enterprise’s wechat mobile phone in time. In case of out of stock, commodity price adjustment, or commodity problems. We can also timely feedback to our procurement department through this platform. So that our communication and execution efficiency is higher. And there are big data monitoring in the background. Many customized and automated tasks can be executed in a more efficient way in the future.

Love analysis: From the previous to adapt to the needs of the business side, to now drive business innovation, the Ministry of Science and Technology itself will do some adjustments?

Han Lu: Right now we’re a decentralized organization. In order to better conform to the development of the business and drive the implementation of the business strategy. Each of our large business departments has the support of a technical team. For example, we have Sam’s Club’s technical team and leaders who support Sam’s Club’s omnichannel end-to-end technology.CXO UNION-CXO联盟（cxounion.cn）

Not only do we centralize people organizationally, but we also decentralize technology investment. In this way, the technical team can make decisions together with the business leaders of our shopping plaza, Sam’s Club. And community store formats to implement technical systems to support business development. And the decision is end-to-end. You can think from the perspective of omnichannel customer and member contact, the full life cycle of product application.

Analysis: In the next 1 to 3 years, what direction of investment and layout will Walmart China focus on in digital transformation?

Han Lu: From the technical point of view. We must follow the main development direction of the company’s business in the next 1 to 3 years. We are committed to strengthening omnichannel, promoting new formats, serving small stores and community stores. And are committed to helping drive differentiated goods and services through innovation, including fresh, private label, imported goods and more.

Specific to the technical application level. We must constantly simplify the process, constantly improve the construction of the middle desk, use big data to support business decisions. And use artificial intelligence, blockchain and other technical means to solve the pain points of the business. Our strategic focus is around these areas. And the Department of Science and Technology helps the company drive these changes and innovations.CXO UNION-CXO联盟（cxounion.cn）

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