Abstracts from the Electronics Industry Publishing House "Digital Butterfly - transformation of the business figures of the Road" with Zhaoxing Feng
From the industrial age to the age of the Internet, as well as from changes in the Internet era to the digital age currently experiencing, the old model is broken, the new model is created.
In this new era, all the people and things are things, everything is recorded, the data become the property of this era. The establishment of digital vision, embracing data technology, as a leader to enjoy the bonus data technology brings, the achievements of a new generation of corporate wealth, but also the achievements of a new generation of people to create wealth.
1.1 homeopathy and development
Currently, we already live in a digital world, the internal and external environments have changed dramatically. If the impact of the Internet business, so this wave of big data technology wave will have a direct impact human mode of production, therefore, mankind has entered an era of great change.
Comply with the development, upgrading the company's products and services, production, management, business model is the only way out, stick to the traditional bound to be abandoned by the times. Therefore, the need to embrace the trend to grasp the five main points: first, the flow; second, to seize the opportunity; third, insight into the nature; fourth Tactics may be; fifth, efficient management.
The flow, follow the trend of digital intelligence
Innovation is a constant topic. The original business model has been abandoned, new business models are creating the myth of capital. Some of these companies because there is no certainty the nature of the business model, was eliminated in the round of market "shuffle" in.
After the market to competition the electricity supplier in the field of consumer classification depth, you can see the new electricity supplier integration is eroding the traditional electricity supplier market. Based on more precise location services, following the US group, and Baidu has gradually become high German electricity supplier portal service with the physical electricity supplier. Entrance future battle will continue, because no master of the house "key", who is the home of the "masters", the title may be unrelated to housing "property."
Electricity supplier in the field of market structure shown in Figure 1-1.
Recognize the nature, grasp the trend is one of the basic leadership entrepreneurs. See the market structure, to know how to locate, understand who is the real competition is particularly important.
1. Trend: To take advantage, do not violate potential, unstoppable
Times have changed, we must follow the development of the times, we could not resist the "potential" rather than "things" to do things easily, homeopathy difficult. We are very easy to perceive "Black Swan," a small probability event, but easy to overlook the "gray rhinoceros," the high probability event. For example, when the per capita standard of living over 4,000 US dollars, national well-off, we will enhance the level of consumption, the pursuit of material from a basic function is bound to pursue - to meet the fullness cover themselves, rising to pursue aesthetic life. This is a sure thing.
In the future, intelligent mass customization manufacturing is bound to replace the current large-scale industrial production, as industrial production is bound to replace production machinery, and machinery production is bound to replace hand-crafted same. But many entrepreneurs are still skeptical, hesitant, wait and see the face of "gray rhinoceros" high probability event, we often unconsciously, while the small probability of the event occurring by chance are curious about.
Future production must be man-machine cooperation mode of production; various positions duplication of alternative future is bound to be a machine; the future management will inevitably become increasingly dependent on the machine algorithm; future data intelligent decision-making system will inevitably replace the existing vast most of the information system. A new smart era is opening, this trend will not who will.
2. Advantage: To advance, not succeeding, the forerunner of sustained advantage
And traditional techniques exist "after Walker advantage" different, some technical data "first-mover advantage." For example, coal-fired power generation, the original equipment by 600,000 kilowatts coal-fired units below the low-power electricity generation, unless the equipment has a useful life to aging or otherwise does not directly use more than one million kilowatts of coal-fired units directly replace it. Poor early establishment of power plant efficiency and environmental conditions, and a more powerful coal-fired units of new investment with high efficiency, "the Departed" has a higher efficiency advantages.
A set of information technology will continue to introduce new software version, the pioneer of the use of the previous version, until less than restrict business, not just uninstall the old version to the new version upgrades; in the era of electrification, once the 1.0 version of electrical equipment unless totally obsolete, they will not consider replacement version 2.0, version 2.0 has even higher efficiency. So, this is the "after Walker advantage."
However, in the era of intelligent, this "after Walker advantage" no longer exists, and the pioneer will have more advantages. That is the essence of intelligent data base of continuous generation of new algorithms and program management, accumulation and precipitation patterns and knowledge to form a new "business and management know-how" and constantly upgrade themselves through an iterative way. This internal self-promotion way, with external technical and product upgrades in different ways, it is the "brain" of the upgrade, just as eager to learn, like, two people have the same intelligence-based, always ahead of the older young age, in no next life and the "organization" constraints of physical condition, "the elderly" will generally lead "epigenetic" in the "wisdom."
In the past, technology pioneer will get a temporary advantage, when the entrants using more advanced technology, "the monk advantage" began to appear, "first-mover advantage" can not continue to maintain. In the era of smart, "first-mover advantage" will be easier to maintain, and even harder to be exceeded, but only if "intelligent pioneer" must be fast enough to keep upgrading and iteration speed.
Future competitive advantage among enterprises will be mainly in the iterative algorithm speed and computing power. Someone once said that the future of competitive advantage is equal to "Algorithms + Data + count force." The author believes that this formula should be multiplication, that future competitive advantage equal to "data count × × algorithms force." No data, competitive equal 0; no precise algorithm, competition is equal to 0; not superior computing power, competitiveness is equal to 0 (see FIG. 1-2).
Three future competitive advantage is the data, algorithms and calculation power, the former two have "sustained first-mover advantage." As long as data is constantly being accumulated assets will continue to be accumulated, then companies can do more data analysis and mining; iterative algorithm constantly upgrade, also have a growing number of business and management know-how; and calculate the force, along with the hardware continuous optimization of escalating and software, and traditional information and electrification have similar "pioneer disadvantage" ( "after Walker advantage"). With the development of cloud computing services, upgrade the force can be considered "pioneer disadvantage" reduced to very low use of "rents purchasing" approach.
Trends can not be countered, the flow is not "Yes" and "No" choice, not "when to start" proposition, but "how to start" proposition. For businesses, the integration and accumulation of data, the introduction of talent, iterative algorithm, the first step towards the "digital transition" is particularly important.
Seize the opportunity to turn the digital transformation
It was the worst of times, it was the best of times. Data technology to create more and more opportunities to seize a good opportunity to be able to quickly enter and become a "unicorn." This era lasted all kinds of innovative thinking mode of the Internet age, the only adverse fast. This is an era of "Capital decided to speed", with a quick push of the capital, many companies can reach one million subscribers in just a few months, the number of investment valuation of $ 1 billion.
From the beginning of 2017, more and more companies on the road to upgrade the digital transition, more and more enterprises begin to practice excellent way digital transformation. Enterprise digital transformation has become the trend of the times, and more and more urgent. Many companies have turned to racing mode.
In the process of contact with these companies, you can see a lot of companies in the process of promoting digital transformation in because not law, detours, wasted money, wasted time. After all, digital transformation from 2017 is just emerging, we are in the exploration, trial and error, detours, wrong way, are normal, because we all can learn from the successful experience of lack, lack of best practices can be imitation, lack of cutting-edge theory can give guidance.
Even so, the digital transition is now not doing it or not, but how to do the problem is that, regardless of the size of any enterprise, regardless of the industry, competition has nothing to do with the market, now we have huge social resources the central enterprises and state-owned enterprises have already started to move, private enterprises but also to take action, seize the opportunity, seize the opportunity of this technology bonus.
Typical problems I found in the customer service business process is confusing the concepts of IT and DT. Many companies believe that as long as through system upgrades, will be able to build a large data system, it is possible to realize the digital transition. In fact, this is a misunderstanding, many companies make is digital transformation. But still responsible for doing the planning by the IT department, and finally made the IT planning, instead of DT plan.
IT and DT are different. Planning to IT infrastructure and information systems as the core, to serve the company's business processes, improve the efficiency of the process; and DT data-centric plan will have to manage the core data, data development and data applications to content , data analysis and mining as a means to serve the company's operations and management decisions, improve the quality and efficiency of decision-making, which has the essential difference (see Figure 1-3) and process-centric and efficient iT planning.
(Left) to "business process" as the core of traditional IT planning (the right) to "data" as the core of DT Plan
Insight into the nature, use of cognitive data technology upgrade
"Everything will make sense, everything must be methods." From the "me too" to "with reality" is a completely different method to grasp the opportunity. If others do a shared bicycle business model innovation, you have to follow a shared copy charge treasure, sharing an umbrella mode, and can not penetrate the business logic behind this innovation, then your copy is a failure.
Practice in the Internet era, with the capital's drive, by copying other people's models, quickly capture the market gradually began to become obsolete, the capital began to "smart" it is more prudent to examine the business logic of a business model behind it, rather than blindly " me too "investments.
After studying the application of big data technologies, as well as promoting business practices after, we are aware that, if 20 years ago, the Internet technology can miss, so now the technical data is not to be missed. Because the Internet as a channel for dissemination of information to enhance the efficiency of communication, not only changed the trading and business model, but also changed people's way of life (Figure 1-4).
However, data technology, is the perception of the world, understand the world and change the world of technology, human learning, technical thinking and decision-making, will completely change the human brain, change people's decision-making, decision-making more accurate, more efficient, and thus completely changed people's mode of production and way of life. So, every business, no matter what it does, can not escape the impact of technical data and subversion (see Figure 1-5).
Development of data technology touches the human brain. The essential difference between humans and other animals is the mind, the essential difference between people is also the brain. If technology has changed the human brain, it will be more profoundly changed humanity itself. The data technology is one such technology, both changed the way the world of human cognition, perception of the way things change, also changed the way of thinking of mankind, learning, decision-making mode, thus a profound impact on human evolution.
Ability to use data technology not only determine the cognitive ability of an enterprise, but also determines the level of a business decision. From the long-period point of view, whether a company can be sustained, it is necessary to see if this company can continue to make better decisions. The vast majority of business failures are caused by policy mistakes. If we can use technology to improve data cognitive ability, thinking ability, decision-making level, then the business will be more competitive.
Tactics may be, layout data technology
企业家必须高瞻远瞩，重视未来，确保企业能够常青，所以他必须洞察趋势， 布局未来。
战略是在趋势下的谋局。数字时代来临，我们需要在各个方面做好布局。布 局未来需要注意以下几方面。
1．观局：数据即未来
在数字化的世界、数字化的时代中，一切皆数字。没有在数据上的布局，就 不会有数据资产的积累， 不会有数据应用的经验沉淀， 也不会有能够游刃有余地 处理数据的关键人才，更不会在未来有竞争力。这个道理就像农民在春天不播种， 在秋天就不会有粮食收割一样简单。
如果认可数据是未来的核心战略资源，那么现在就需要注意以下几点：建立 采集数据的触角；建立管理数据的平台；提升数据质量的制度和流程；找到能深 度分析和挖掘数据价值的算法与模型； 培养数据技术人才；建立重视数据的文化 体系。这个逻辑推理起来比较简单，但做起来却充满了挑战性。
既然如此，那么企业必须把采集数据、管理数据和分析应用数据“武装”到 每个领域、每个流程与每个细节。早在大街小巷开起各种各样的便利店和超市时， 7-11 便利店就已经开始用传统的方法布局数据战略。对比 7-11 便利店的收银机 键盘，可以发现它仅仅多出的两列按键（见图 1-6），就使 7-11 便利店能够清楚 地回答如下问题。
（1）都是什么样的人经常光顾这家门店？
（2）不同年龄和性别的人都喜欢买什么？
（3）在这家门店卖什么才能使收益最大化？
2．开局：第一推动
在传统生产制造企业推广数据化管理时，它们遇到的最大障碍就是“嫌麻烦”。 辛苦劳动之后还要敲着不熟悉的键盘，一个字母、一个数字地录入数据。而班组 长也在工人的抱怨中逐步放弃了数据的录入，因为他们也感受不到数据的价值， 然后到车间主任，再到生产厂长。
短期的数据化普及，带来的是生产效率的下降和员工积极性的降低。很多数 据化管理落地措施在初期遇到的阻力下便失去了动力。企业花费巨资上线的信息 系统，因为录入数据不准确无法进行分析，很多管理问题则无法发现、无法解决， 最后这个系统只能以下线告终。
数据录入只是起点，不是价值创出的原点。如果采集的数据得不到分析和应 用，则无法发挥其应有的价值，而数据采集就成了繁重而多余的工作，数据就会 不准确。因为没有准确的数据，所以不需要为员工提供数据分析培训以提升其数 据分析技能，而没有数据分析能力的管理者仍然习惯于“经验式决策”，忽视数 据的价值和意义，就不会重视数据采集和对数据质量的管理。在“没有鸡就不会 有蛋，没有蛋就不会有鸡”的循环中，数据体系一直无法搭建起来。
而打破这个僵局的，只有“上帝之手”。所谓的“上帝之手”，就是事物的“第一推动力”。企业数据体系的建立，必须有“一把手”的“第一推动”，也就是 企业家在这个过程中的布局和坚持，企业家要“相信”数据最终会发挥价值，相 信数据的力量。
数字化技术的渗透正遵循库兹韦尔的“加速回报定律”，呈指数级增长，库 兹韦尔在《人工智能的未来》中大胆地提出，到 2030 年，计算机的智能将超过人类， 到 2045 年，人类的大脑和计算机的大脑将实现“通信”，到时候，机器是人还 是人是机器将分不清楚，进入人类学的“奇点”。
现在很多企业家感到“ 焦虑”， 他们知道数据技术将改变他们所处的行业和 产业，也会深刻地改变他们的企业，但他们不知道这个方向和方式是什么，未来 处在一片未知和变数中。
“怕”由“心”和“白”组成，其含义是“心里一片空白”。当我们心中一 片空白时，就会感到“恐惧”“彷徨”“焦虑”。
要数字化谋局，企业家必须要有前瞻性，能够正确地看到未来的趋势，并在 数字化领域做出布局。数字化的潮流越来越明显，从新零售开启的数字化升级， 到日常生活中越来越多的事情通过移动互联网和手机解决，由此可以看出数据技 术所发挥的作用，而这些转变会逐步渗透到日常的管理工作和生产工作中。
3．布局：幅度与深度
如何布局数字化技术应用，既是很多企业家关心的，也是各层级管理者未来 要思考的。
企业家需要思考以下几点：
未来什么东西可以用数据技术替代？
能否在工厂 生产、管理和运营上实现无人化？
未来的管理决策会不会由机器做出？
未来的优化改善是否可以由机器算法完成？
未来的企业组织应该是一种什么样的形态？
未来的市场格局将会是什么样的？
而企业管理者需要思考以下几点：
我的工作岗位是否会被机器人取代？
未来我需要从事什么样的工作才能够保证不会失业？
为了不失业， 我应该储备什么样 的技能， 以及提升哪些方面的能力？
如果有一天， 机器人成为我的同事， 我将如 何与其协作创造更大的价值？
在企业数字化转型过程中，我应该承担什么样的角 色？
我是否会成为阻力？
我如何用数据技术增强个人能力，并完成自我的进化和升级？
在数字化布局上，企业要考虑的不仅仅是点状的升级，还需要在幅度和深度上思考（见图 1-7）。
在幅度上
需要从企业全部业务流程的视角进行思考，从采购到生产再到销售的所有环 节，能否采用数据技术，能否采用智能硬件缩短流程、提高效率、改变方式、取 消人工、取消纸质文档，是否能够利用数据分析和人工智能做出更好的角色判断。
在互联网时代， 只考虑流程的优化， 利用互联网技术优化流程、 提升效率。 未来 则需要思考用数据技术实现决策的优化和升级，靠人指挥的事情能否变成靠系统 指挥和管理。过去人们开车依靠地图，现在则依靠智能导航指引。企业的管理能否也用类似的方法，使智能数据系统指引业务员、操作员和作业人员工作。由人完成的事情，哪些可以用智能系统 + 智能设备完成。
在深度上
我们是否实现从优化到完全替代？数据技术还处在发展阶段，或者说才刚刚起步，现在采用的数据技术有可能在短短的几个月内就会过时，现在的技术创新特别快，选择跟随这个创新迭代优化流程，还是采取一步到位，用更加先进的技术一次性替代现有的技术，这是一个策略选择的问题。过去，人们可以刷卡或者 购票乘坐地铁；
2017 年年底北京市地铁采用了远程购票的方式，到站内刷卡即可取票， 大幅度减少了售票窗口的压力， 大家也不用排队了， 当时觉得很先进， 但这个方法还没有经过半年就已经过时了，因为又推出了更加简便的扫描二维码乘车服务，只要下载“易通行”App 并绑定支付宝账号，就可以打开“易通行”App， 可以扫描二维码进出地铁站，十分方便。这就是迭代升级，当有了一个新技术或者新方法之后， 就及时跟进， 当有新的方法替代原有的方法后， 再及时跟进， 并替代原有的技术。如果在深度上选择一步到位的创新升级模式，那么就需要自行创新或者等待新的技术应用方案出现。
4．定局：不仅仅只是技术因素
现在很多企业都面临数字化转型的挑战，甚至包括社会责任的挑战。
例如，一家国有能源企业，员工人数超过两万人，数据技术创新为该企业 提供了非常多的创新点，但它在应用数字化技术进行生产和管理转型时却不得 不面临一个很大的社会问题：当数据技术取代人工之后 ，原有的工人如何安置。 这家企业拥有 10 个发电厂，每个发电厂有 4 个厂门，每个厂门派驻 4 名门卫轮班执勤 ，加上其他负责治安和管理的门卫约有 200 人 。当采用数字化门禁之后， 厂区门口不需要那么多的门卫， 只需要几个在监控屏幕前轮班执勤的门卫以应 对 门 口 的 治 安 问 题 即 可， 10 个 发 电 厂 累 计 需 要 20 个 门 卫， 那 么 剩 余 的 180 多 个门卫怎么办？如何为这些人安排其他的工作 ，以保证他们在不下岗的情况下，能够有机会就业并获得收入？一个数字化变革的创新点变成了一个社会保障的问题。 这就是转型之痛。
企业在布局数字化转型的过程中需要考量的因素不仅仅是技术因素，也不仅 仅是管理因素，还有社会责任、政府政策和劳动保障等各种因素。
企业的数字化转型必然会触动一些人的利益 ，这种利益的触动是深刻的， 有些企业不得不在转型过程中考虑如何利用闲置的资源和劳动力创造新的营 收 。在上文中 ，如果能够开设一家新的工厂 ，解决这 180 多人的就业问题 ， 这个数据技术应用点或许可以得到推广 。但如果不能处理好闲置劳动力问题， 则看似很好的商业解决方案，往往很难推行。
高效管理，升级管理 4.0 模式
高效管理是把战略落地的根本性保障。在顺应时代发展且制定了正确的战 略布局之后，如果不能快速地将战略落地实现，就会被后起者赶超。在数字时 代，赢者“通吃”的现象越来越普遍，激烈竞争后剩余的少数竞争者往往都以 被并购收场。
高效管理的手段是数字化。如果能够让数据“跑”的业务就不要让人和物“跑”； 如果能够远程实现的问题就不要面对面解决；如果能够电子化的流程就不要纸质 的； 如果能够超越时空进行沟通， 就不要非要在一起开会。 越来越多的经营、 管 理和生产的场景正在被电子化、数字化、智能化与自动化。
我们身边时时刻刻都在被数据技术改变着，我们习惯的各种流程都在发生 数字化的蝶变：坐地铁不用买票，用手机扫描二维码可以自动计费；飞机票不 需要纸质机票了，值机不用现场办理，使用二维码可以直接登机；小区的停车 场可以直接通过二维码支付停车费；企业的考勤机也变成了人脸自动识别，财 务报销也不用贴纸质发票；在餐馆里点餐也不用看菜单、手写订单，扫描二维码直接点餐就可以了。这一切的变化都是数据技术应用的结果，在提升效率的 同时，整个环节还会沉淀更多的数据。
业务流程的数字化是提升运营效率的保证。应用最先进的数据技术（包括 更快速的信息系统、智能硬件设备、生物识别技术、人工智能技术、自动控制 技术等），结合算子算法，可以提高流程中各环节的效率，实现智能化控制， 去人工化。
为了提高效率，必须利用最先进的数据技术改造业务流程的各个环节，同 时需要利用数据技术改造管理，这就衍生了两条主线：一条主线是以智能设备 为主的工业智能的升级路线，另外一条主线就是以经营和管理决策为主的智能 升级路线 。目前 ，在工业智能上已经有比较成熟的模型 ，以德国提出的工业 4.0 的概念为基础，很多国家制定了在工业智能上的升级路线，包括美国的工业互 联网、中国的智能制造等。这些是在空间和设备上的智能化改造与升级；而另 外一条线还没有人提出，如果工业智能需要升级到 4.0 ，那么经营和管理决策 线也必然需要一个匹配的体系，所以我们在实践中总结出管理升级路线：从管 理 1.0 到管理 4.0 （即智能化管理升级，见图 1-8 ）。
管理的升级比空间和设备的升级更难，但会更有价值。这是由人力管理的弹 性高于设备的弹性所决定的。
智能化管理，即管理 4.0，是未来企业高效管理的必需品，也是企业在运营 管理效率上进行竞争的核心。没有高效的管理体系，企业的竞争力就会大打折扣。 在相同的技术条件下，谁的管理效率更高，谁的利润空间就更大，谁的存续时间 就更久，谁就能够打败对手（见图 1-9）。
1．管理 1.0——传统的科学管理
在机械生产时代，企业的核心竞争力或者经营诀窍就是科学管理。科学管理 兴起于 1911 年泰勒的《科学管理原理》，从此管理学有了突飞猛进的发展，对 组织和管理的研究一直在不断创新，但基本上都是围绕对组织和人的管理的深度 创新研究。这些理论在 MBA 课堂上被广泛教授。
2．管理 2.0——信息化支撑的管理方式
随着工业化的发展，企业组织的规模越来越大，沟通成本不断增加，信息技 术在企业管理中的作用越来越重要，电子化办公、无纸化办公、自动化办公等逐 渐普及，信息化建设随着信息技术的发展而快速发展，一家有上百人的企业如 果没有信息系统作为支撑，其管理效率完全跟不上市场的需求，会深刻影响企业的规模化发展。 各种 ERP 系统得到普及和应用，常见的信息系统包括 ERP（ 企 业资源规划信息系统）、CRM（客户关系管理信息系统）、HRM（人力资源管 理信息系统）、SRM（供应商管理信息系统）、FIMS（财务信息管理系统）、 MES（生产制造执行管理信息系统）等，这些信息系统的使用大幅度提升了管理 的效率，企业管理方式升级到 2.0 时代。
3．管理 3.0——利用数据进行决策的管理
数据化管理是智能化管理 4.0 的序章，是积累和沉淀管理方法并通过算法智 能化的基础。 数据化管理也是信息化管理的升级， 当我们拥有了丰富的信息系统 并且记录了大量的经营和管理活动的数据之后，就能够在这些数据的基础上进行 分析和挖掘，就能够利用数据发现问题，发现事物发生和发展的规律，能够在复 杂的信息中总结出知识，从而为管理决策提供正确的指导，使管理决策更加准确， 提高经营和管理决策的确定性。
在经营和管理决策确定性的基础上，随着数据体系的建设和完善，以及数学 模型的不断建立和优化， 数据体系能够提供即时的数据分析和挖掘， 为做出决策 提供更加快速的反馈，决策的效率得到大幅度提升：从传统信息化管理模式下的 定期决策升级到瞬时决策。
数据化管理金字塔模型如图 1-10 所示。
4．管理 4.0——基于算法的智能化管理（智能化管理导航系统）
智能化管理，即系统代替人决策的管理体系。当积累了丰富的模型，通过引 入人工智能、机器学习、深度学习等各种算法，在不断培养数据算法精准性的同 时，系统能够实现自学习、自优化，逐步具备管理思想，从而成为智能的决策系统、 自动调优的决策系统，这时系统就能够指挥人类采取行动，从而实现系统指挥人 决策的体系，这个时期就是管理 4.0，即智能化管理。
在管理实践中，某些场景已经出现智能化管理的案例，我们也在打造一些初 步的智能化管理的案例。例如，现在绝大多数人开车出门都会打开导航系统，包 括百度导航、 腾讯导航或者高德导航，这些导航系统都有自动计算最短时间并随 时调整行车路线的功能。 这个系统在大城市中被使用的概率越来越高，这是因为 系统的智能导航系统可以帮助躲避拥堵，并提供最佳线路，节省时间。这个智能 导航系统就是系统指挥人的一个典型应用，这个系统是由一系列算法自动计算和 自动调整，根据数据的反馈及时调整各个路段的拥堵和用时情况，从而计算出最 佳路径，这个系统的背后没有人为的参与，是系统在“思考”并做出决策后指挥 司机调整路线的。
在路径导航上，不仅仅有出行的智能导航，还可以看到一些系统指挥人而不 是人指挥人的平台， 如滴滴。 滴滴是一个数据平台， 有算法、 用户， 也有司机， 通过这个平台系统自动匹配司机和用车用户需求，指挥司机去接乘客，并指挥司 机按照导航路线将乘客送达目的地。这就是“系统指挥人”的智能管理模式的场景。 未来，这种场景越来越多地应用在企业生产、经营和管理活动的决策中，出现越 来越多的“智能管理”系统。
Currently, the author is also developing an algorithm for a client, according to the customer's actual purchases, to help customers manage business schedule personnel, according to the customer's shopping complex cases, business people need to maintain client calculated daily, based on the value of customers height prioritize, business people go to work every day after the decision by the system which he will need to contact a customer, to ensure high-quality customer has not been ignored, about the loss of customers to be effectively preserved. Currently the customer management navigation system version 1.0 has been on line, and was well received business people, because now they do not need to do it yourself check data, which do not need to study the management of customers, saving them time and increasing their maintenance customers efficiency, not to worry because he had neglected to maintain high-value customers in a timely manner and cause loss of customers.
The author of these algorithms are now being upgraded, will be more customer-related information and data into the system, the establishment of customer intelligence analysis, according to the customer's demands and information exchange with customers to develop the model of a Thousand Faces of thousands of people, in order to be able to guide the future of business people when you contact strategies and methods which should be used, as well as maintaining customer skills and then surgery.
Taken Electronic Industry Press "Digital Butterfly - transformation of the business figures of the Road" with Zhaoxing Feng
This paper has obtained the permission of the release, so stay tuned follow-up content
