未来的企业信息化

1. 未来的企业信息化 何经华 用友软件股份有限公司 总裁 (CEO)

2. Volatility - Fortune 500 1970 - 80 32% Gone 1980 - 90 47% Gone 1990 - 98 54% Gone The Facts & Figures --Build to Last -- The GE Way

3. Competitive Strategy Is To Create A Non-Replaceable Position

4. Intelligence Knowledge Facts Information Driven Enterprise • Faster Information • Exception Information • Comparative Information • Access from Anywhere • Information Visibility & • Intelligence

5. Backend Frontend “No-end” Just-In-Time (JIT) Time efficiency Cost optimization Built-To-Order (BTO) Mass customization Negative DSO/inventory Lifetime Value Mgmt (LVM) Recurring relationships Loyalty/Retention Distribution Service Manufacturing Out-sourcing Ideal Corporate in 21st Century + + Self-Service Portals Anything • Anyone • Anytime • Anywhere • Any touchpoint

6. e IVC: B2b2e Workplace: B2e b IVC: b2B2b B b Demand: B2b IVC: B2b2c Demand: B2c Supply: b2B c IVC: b2B2c IVC — Integrated Value Chain What Is Business Ecosystem? How do you e-enable all your key relationships?

7. What’s Your Position? 信息化企业 优势的企业 信息化 弱势的企业 全球化企业 全球化

8. Success Stories Walmart MS GE SchWab Fedex Dell 信息化 Cisco IBM 全球化

9. Competitive Advantage is based on the Speed of Changes 证券 银行 信息化 保险 电信 零售 服装 医药 电子 电力 汽车 房地产 钢铁 全球化

10. Financial Enterprise Product Management B2C Products Brokerage Credit card Deposits Loans …… Insurance Mortgage Mutual funds Clearing Houses B2B Products …… Cash management Investments LC Settlement Marketing Investment Providers Product marketing Risk management Trading Channels ATM Branch Call Center Web Agents Consumers Information Providers Information aggregation Back office Control/Compliance Indirect procurement Businesses MRO Providers Selling Customer care Administration Financial Services Ecosystem

11. Reasons to Computerize/Go Online Banks Insurance companies Brokers and diversified financial services Reasons for undertaking online initiatives % % Cost reduction Customer service/retention Sales Information distribution Customer acquisition Competitive pressures Customer demand Source: Ernst & Young/ Midspring, 1999; 29 banks, 22 insurance companies, and 10 brokers

12. Cost Per Transaction

13. Cost Saving Productivity Improving Knowledge/Information Sharing Competitive Advantage Gaining Customer Retention/Satisfaction Critical Survival Factors Services become the key differentiator

14. Global Competition Strategy Change Mgmt. Knowledge Mgmt. Supply Chain Info. Value Chain Best People Best Practices Enterprise Vision Techn- ology Innovation Management Business Drivers vs. Business Model

15. ERP Definition • ERP was defined by the Gartner Group as • Enterprise Resource Planning • Derived from 70’s MRP (Material Requirement Processing) and 80’s MRPII (Manufacturing Request Planning) • A new way to look at business • To capitalize on emerging information technology

16. ERP True Value • Seamlessly integrate all your internal and external processes • The system can really reflect your business strategies, tactics and processes - Management • Enable your 4 key relationship (corporate, customers, employees and suppliers) at information level • In the long run, you can create your own best practices & re-define industry

17. The Way Business Competes Has Changed

18. The market, the customers and the competition have changed 企业信息化后, the traditional services have been re-defined IT technology will be a key differentiator What changed?

19. The Computing Environment - First generation: the mainframe Automation Closed Batch Fragmented User hostile Mainframe

20. The Computing Environment - Second generation: client-server User friendly Streamlined processes Open & On-line But Complexity Deployment costs Internal focus PC Mainframe

21. The Computing Environment - And now: the Networked Society Universal access Easy deployment External focus Internet PC Mainframe

22. To compete you must fundamentally change how you do business Change how you manage customers Streamline your business processes Improve how you use information

23. Manual Entry Manual re-entry Paper Print Approve Today’s Business • Today’s business will not be competitive • Inefficient Administrative Processes • Internally focused, not customer/supplier focused • Limited Business Intelligence • Local implementations, not global

24. Tomorrow’s e-business Self Service Self Service Online Approvals • Streamlined business processes • Lower Cost • Superior Customer Service • Tomorrow’s e-business will compete differently • Streamlined Self-Service Processes • Customer and supplier focused • Complete Business Intelligence • Global Implementations

25. 1,000-10,000X 100-1,000X 10-100X X B2E B2B Employees Partners Business Customers B2C Consumers 信息化 Enterprise 0.1X Specialists

26. The Dot.com has been internalized Where did Dot.com go?

27. e b B b Demand: B2b IVC: B2b2c Demand: B2c c Sears Benefit #1 Increased online AND offline sales Benefit #2 Enhanced Customer relationships Stores = 1,000+ Consumers = Millions Establishing our thriving e-business ecosystem so as to become the leading “click-and-mortar” company is all we’re going to do in the next few years. Jerry Miller, CIO, Sears Roebuck & Co.

28. e b IVC: b2B2b B b Demand: B2b IVC: B2b2c Demand: B2c Supply: b2B c BuildNet Benefit #1 Reduce $100B excess inventory Benefit #2 Enhance pre/post sales relationships Builders = 100,000+ Consumers = Millions Distributors = 10,000+ Manufacturers = 1,000+ Our mission is to become the “Dell Computer” for the building industry. Keith Brown, Chairman, BuildNet

29. Finally … 用友is committed to provide the ERP solutions & services that fit Chinese enterprises needs so you can compete globally !!!

30. Enable Enterprise Thank You !!