Chapter 21 Chapter 7 Informatization and Enterprise Management Philosophy

The changes brought by informatization to Suning are in all aspects, including not only the various business processes on the surface, but also the internal management methods and corporate culture. Soon to enter the ranks of the world's top 500, Suning's breakthroughs in management are more interesting, that is, how Suning solved the management problems of hundreds of billions of enterprises, how to transform the use of power in the organization, and how to make the enterprise become Simpler, unified, transparent and standardized. ——Small enterprises have the difficulties of small enterprises, and large enterprises have the confusion of large enterprises.How to achieve cross-regional and centralized management?From hierarchical management to professional services, Suning's informatization has resolved the balance between the scope of management and the level of management in enterprise management.From "physical centralization and logical decentralization" to "physical centralization and logical centralization", Suning has realized centralization in the true sense.Informatization also enables a unified, transparent, and standardized system and process to be implemented realistically.

On August 29, 2010, the All-China Federation of Industry and Commerce's "2010 China's 500 Private Enterprises" list was released, and Suning Appliance ranked second with 117 billion yuan.In the list of China's top 500 private enterprises, most of them are manufacturing companies and real estate companies. Suning, as a wholesale and retail company, is ranked second, which is worthy of deep consideration. In just 20 years, Suning has created a 100 billion-level enterprise.In the words of Zhang Jindong, Suning is still a company that relies entirely on market competition.Compared with many central enterprises and state-owned enterprises, Suning's growth path is not easy, but it is also more worthy of the pride of Suning people.

The situation has changed in the past 20 years, and Suning can be said to have created a "miracle" in the history of Chinese business.It is not an exaggeration to describe Suning as a "miracle".In fact, too many business legends have happened in this magical land of China.Many enterprises grew explosively, became big quickly, and became famous, but they could not last long. After a while, they dissipated like fireworks. There are even surveys that the average life expectancy of Chinese private enterprises is only 3 years, so the so-called century-old enterprises and century-old brands are more like an unrealistic dream.This phenomenon can be attributed to the turbulent competition environment in the Chinese market, but it is more due to the choice of the company's own development philosophy, development path and development pace.

Taking these enterprises as a reference, in the process of gradually developing from small to large, from weak to strong, Suning made several difficult and even dangerous turns and constantly adjusted its own pace. Only then did it truly achieve the stable, long-lasting, operate on an ongoing basis. After experiencing too many ups and downs in the market, many entrepreneurs I have come into contact with have their own understanding: they would rather be a century-old company than a top 100 company.In their view, it is more desirable to have a long-term foundation. Only when the enterprise is alive can it have a better future.From this point of view, Suning is even more enviable-it has achieved a scale of 100 billion, and with 20 years of development and accumulation, the company has gradually separated from entrepreneurs like Zhang Jindong and replaced its direct control with the operation of the system.As long as there are no major changes, Suning's large-scale development and stable development within the next ten years are expected.

Large scale, stable development, and long-term success, these characteristics are all concentrated in a private enterprise like Suning. Suning is now a big company. For the retail industry it is in, a large scale can help Suning reduce costs, increase negotiation weight, and allow Suning to use its own ideas to organize the supply chain.Cost advantage is actually one of the most important advantages of large enterprises, and it can be easily converted into benefits.But, like two sides of the same coin, when you enjoy the big benefits, you also have to bear the big troubles. For a large enterprise with hundreds of billions of dollars like Suning, its management is much more difficult than that of small and medium-sized enterprises.Zhang Jindong said frankly that in the daily operation of enterprises, he often encounters the problem of "big enterprise disease".If Suning, including himself, cannot look at this issue vigilantly, it will be very dangerous.

Large enterprises seem to be perfect, but after a closer look, there are generally "big enterprise diseases", which in turn affects efficiency and hedges the cost advantage. The term "big enterprise disease" was first proposed by Kazuma Tateishi of Japan's Tateishi Electric Co., Ltd. On New Year's Day in 1983, Kazuma Tateishi used the term "big business disease" for the first time when he attended a routine joint meeting of entrepreneurs and the press hosted by the Tokyo Federation of Economic Organizations. In 1979, when he resigned as the general manager, he found that when summarizing the current operating conditions of his company, on the surface, there were no problems in the company, because various business activities were carried out relatively smoothly, and the sales and profits of the company were also on the rise. , But if you look at the internal management of the enterprise, you will find that there are indeed obvious problems.He noticed that his company was slow to respond to many actions. For example, it was difficult to fulfill the order of "reducing inventory" immediately; Give a satisfactory answer; as another example, the connection between production and sales of the company is seriously not in place, the market is in short supply of products that are selling well, production cannot be replenished in time, and slow-moving products are still being produced continuously and sent to the market continuously.

From the perspective of a doctor, Tateishi Kazuma thought that the company suffered from a strange "disease".He summed up such phenomena as "big enterprise disease".The disease of large enterprises is a painless and chronic disease. Kazuma Tateishi classified the diseases of large enterprises into three "diseases": "development stagnation" disease, "low efficiency" disease and "benefit growth with unknown reasons" disease. Simply put, "big enterprise disease" refers to the attenuation and distortion of information transmitted in the organization, the discount and deviation of decision-making in execution, the cumbersome system, and the process Slow, bureaucratic organization and other issues.And these organizational problems will eventually affect the market, making the ability of enterprises to respond to the market continuously reduced.

In fact, this is ultimately a question of whether the management subject and the management object match.Perhaps, a management mode is only suitable for one type of enterprise scale, and when the enterprise expands beyond the limit of the original management mode, the original well-run mode no longer works.When the system, structure, and system of the management subject gradually fail to adapt to the management objects that become more complex in quantity and content, the "big enterprise disease" is born. To a certain extent, Suning also faces the common problems of large enterprises.For example, the passion and impulse to start a business and the corresponding vigor and vitality are slowly fading.Due to the large organization and numerous departments, certain barriers have also been formed within the enterprise.Although the system helps enterprises solve many problems, it also makes the system and process a shield.Procedures have become complicated, bureaucratic habits have grown, and some things have been slow to move, and companies have lost the ability to act vigorously.For example, emphasizing process-based management is prone to the phenomenon that some departments and personnel are only responsible for the process, but not the results.

However, fortunately, Suning has chosen the right direction and adjusted the organizational process in time in order to face more complex management objects.Suning first used the means of informatization to carry out a complete transformation of retail, and gradually freed people from the cumbersome process of logistics circulation, information circulation, and capital circulation. Not only can the original work be done better, but also more Put more energy into improving the feelings of consumers and partners, that is, into brand building. Then, in the face of the problem of large regional span, Suning realized centralized management by using informatization, and constantly upgraded and transformed its own information system, making it change from "physically centralized and logically dispersed" to "physically centralized and logically centralized". ", to achieve a real sense of centralization.Suning has gradually transformed from the previous hierarchical management to professional shared services, completely solving the balance between the management scope and management level in the management of large enterprises.

The solution of informatization to management problems can be clearly reflected in Zhang Jindong.Zhang Jindong is very good at the operation and management of enterprises. His views on some things are different from ordinary people, but they are very suitable for the things themselves.During the interview, the author found that Zhang Jindong is now gradually getting rid of specific things, and is focusing more on the company's overall strategic direction and consideration of the company's development in the next ten or one hundred years.However, the business is not out of his control.Zhang Jindong is more like a spiritual leader for Suning.He instilled his business ideas in his subordinates, and then the management team below implemented them, and continued to instill them in the lower levels. In this way, he maintained the spiritual consistency of the entire enterprise.

The enterprise is getting bigger and bigger, and Suning now has more than 100,000 employees.In such a large enterprise, ordinary workers and managers can easily be overwhelmed.They may feel that they are unknown, hard work is difficult to be reflected, and the quality of the company has little to do with them, so they are not very motivated.In particular, when the management level increases and the turnover of personnel accelerates, their feelings for the enterprise will also become weak. "Employees only know that the direct leader is good to me, but if there is no enterprise, how can it be possible? We need to let employees know that the enterprise is a platform, which will play an important role in its own development." Zhang Jindong hopes that every employee of the enterprise Every employee can feel his concern and concern.In Suning, he even opened up a special channel for the students of "Project 1200" to communicate directly with him. However, this channel alone is not enough. It is also necessary to rely on information technology to solve the problem of information transmission within the enterprise, so that effective communication can be formed between the upper and lower levels within the enterprise, especially between the high-level and the grass-roots. The management of large enterprises actually needs to solve two problems: one is how to make the enterprise "big but not scattered"; the other is how to solve the problem of loss of management efficiency caused by the large management scope, complicated content and increased management levels.The former can be achieved through systems, processes, and strong centralized management, while the latter can only be achieved with the help of information technology. How to make an elephant dance? Although Suning has solved some difficult problems in the management of large enterprises by means of informatization to a certain extent, how to balance the power of large enterprises with the efficiency and flexibility of small enterprises, and how to balance the two, is the key to almost all enterprises that are becoming bigger and stronger. Questions everyone is thinking about. As the management guru Drucker said: The unshirkable responsibility of leaders is to destroy the established system when the strategic direction changes.Through such destruction and establishment, Suning is constantly sublimating itself.And Zhang Jindong's description of this sublimation process is: change with change, change with change, change with change, change without change. ——Informatization first changed people's perception of power.The information system only recognizes processes and systems, and power is internalized into processes and systems, emphasizing standardization and normativeness, and changing arbitrariness.Only when an enterprise achieves informatization can it be transparent and transparent.In the past, the constraints on power came from higher powers, essentially from power itself, but now power is constrained by processes and systems. Suning has always been known for its strict institutionalized management.In Suning's view, to achieve institutionalized management, two major problems need to be resolved: one is how to view the system and what position the system should be placed in; the other is how to formulate and implement the system so that it can truly function and produce results. Regarding the first question, Zhang Jindong solemnly stated in Suning that "the system is more important than power. Our Suning is not selecting people, but selecting people by the system." In order to ensure that everyone is equal before the system, it also achieves the effect of upward and downward effects. The information system mainly solves the problem of "the system is greater than the power" in the following ways: First, institutionalize and streamline power.As long as you comply with the system and process, you have full and complete power; and once you exceed the process and system, the information system will refuse to perform or close your power.In fact, the system is used to form a barrier against unauthorized access. Second, make the use of power transparent and realize open supervision. Third, the adjustment of power is either due to the adjustment of positions or levels, or because of the adjustment of the system process itself, but the new power is still endowed by the system process and still needs to be realized through the system.In this way, no one has the right to expand their power privately without the approval of the organization. Information system is a tool, but this tool contains many management ideas.If you rely on the system to work every day, people's thinking will gradually change. Informatization first changed people's perception of power.Information systems can be successfully built and run well, which requires standardized operations through reengineering of processes.And when the system replaces manpower and most of the business of the enterprise runs on the system, the system only recognizes the process and system.In the past, the power contained in people's positions and positions has been internalized into processes and systems, and more emphasis has been placed on standardization and normativeness, changing arbitrariness. Informatization has also changed the situation where human relationship interference management can be seen everywhere in domestic enterprises.The normal operation of many enterprises under the system, rules and procedures is often disturbed by human relationship.But in Suning, because the system only recognizes processes and systems, not human relations, it is absolutely impartial.In this way, the human barrier in management is completely removed, and the relationship between people becomes simpler. Suning has completely reinvented power.Especially on the basis of information systems, hierarchical management has been transformed into specialized services, and the concept of power has also changed accordingly. In the past, a matter may have to be decided by a person with a higher rank than oneself in the organizational system, which is an inevitable thing in hierarchical management.But now this boundary is broken.When things are processed in the system in accordance with procedures and standards, no matter what level of person the matter is proposed by, it may be approved by a clerk in the end.Clerks do not look at the level when doing this, but look at the system, and do things according to the system and process.This is an assembly line operation, transforming power into the operation of the system. In the past, power was attached to the system and was given by the system.But more often the two are often disconnected.The system gives power, but the power does not serve the system, but the holder of the power.Now the process of using power is the process of implementing the system, and the two are combined into one. In the past, the constraints on power came from higher powers, essentially from power itself, but now power is constrained by processes and systems.The system is more important than power, many companies are mentioning it, but why can't they do it?It is because their informatization foundation has not been built well.Awareness, character, and commitment alone cannot guarantee it. Related to power is the issue of corporate transparency and transparency.From Suning's practice, we can see that only when an enterprise achieves informatization can it be transparent and transparent. Take expense reimbursement, which is particularly prone to gray areas, as an example.In the past, the supervision on the reimbursement of business trip expenses was a headache.Business hospitality has level regulations, but when the level is exceeded, it often happens that the invoice is divided into two for reimbursement.Now that kind of thing is very difficult to happen.Because one expense reimbursement corresponds to only one document and one event.Bills must correspond one-to-one. In addition, there is another situation where the general manager's consumption is obviously the one to be reviewed, but he himself approves his own things, which cannot be justified in terms of procedure, so he asks someone else to replace it.This approach can be carried out in the past paper operations, and only when the company is audited and spot-checked can the problems be discovered.But now these problems are eliminated. Because, if a general manager has entertainment activities, he signs and agrees in the name of others, but if that person's position and level are different from his, he will have trouble in the expense reimbursement system.Even if it passes, he can only enjoy the standard of the person in charge.So, in the end, he could only be the manager himself. In this way, Suning has solved many management problems that were difficult to solve in the past through the system. - Simplicity is power.The highest state of management is not for perfection, but for the harmony of fairness and efficiency; management is not for management's sake, but for effectiveness.Even with its huge organization now, Suning still maintains a simple culture. Although Suning has a complex organizational structure and as many as 140,000 employees, the internal interpersonal relationship of Suning is relatively simple, and it is not like some large companies, where there are many mountains and each is king.On the whole, under the leadership of Zhang Jindong, Suning still maintains the spiritual consistency during the entrepreneurial period, and everyone works hard under the common vision of enterprise development.The establishment of the information system has strengthened this point. Suning hopes to realize the refinement of management, but also hopes to realize the simplification of management.Because management has been transplanted into the system, most of Suning's business can be handled on the system, and most of the power has been internalized into a system.In Suning, whether the work is smooth and handy does not depend on the extensive human relationship and closeness to the authoritative leaders, but on the ability to work in the process and system. Simplified work style and management style have become a culture of Suning.Suning does not see too much red tape, and some of them try to reduce the process of handling things as much as possible, and respond to the needs of the market and consumers efficiently.Management guru Michael Porter said: For a long time, the level of management has often been linked to whether it is complicated or not.Aside from occasional necessity, many underlying factors often come from the manager's need to manage complexity itself: complexity can make work seem more important, it can be used to justify the investment of money, time, and other resources, it can Finding excuses for delayed timing and delays in doing things can provide reasons for evading responsibility and so on. In Suning, the above situation is rejected by its management system, and the antonym of complexity - simplification is precisely the inherent requirement of Suning's management institutionalization and standardization.In Suning's view, good standards are always simple and efficient.It avoids tediousness, always facing the goal, showing cause and effect.This is also the goal of Suning's institutionalization and standardization. Today, the operating system of Suning Appliance is quite complicated, with a wide variety of products, including several business categories, hundreds of brands, and tens of thousands of specifications and models; Suning chain stores are spread all over the country, and different regions have different cultures, different consumption habits, and different Moreover, Suning's service chain is very long, including procurement, store sales, distribution, installation, maintenance, etc. These complex operational processes must be simplified. Suning's "simplification" is to refine the "commonness" of all complex issues and find the main line in the logical chain.By "factoring" the "key contact points" of complex problems, implementing "fixed-point blasting", and organically combining qualitative analysis, positioning analysis and quantitative analysis, a simplified system with Suning's characteristics has been established, and it has also formed Suning's characteristics simplified management. In Suning, people's understanding of management simplification is: under the premise of ensuring the achievement of management goals, use the least time and resources to invest in the most convenient methods and means to complete the management work.Once someone innovates in a certain management work and realizes the above-mentioned simplification, the company will summarize and refine its working methods and methods, and finally form a standard.Others can make the same work easier with the implementation of this standard. In practice, Suning people have summed up a set of management simplification methods: decompose them on the basis of clear objectives and requirements to make them as concise as possible; accurately define the content, clarify the key points, difficulties and nodes of the work; Decompose the content into simple content and solve it with the simplest method; adopt standardized operations for routine matters, and advocate creative solutions for exceptional matters according to local conditions; use machines to replace labor and use electronics to achieve simplification. We have entered the information age, which means: simplicity is power.The highest state of management is not for perfection, but for the harmony of fairness and efficiency; management is not for management's sake, but for effectiveness.The purpose of simple management is efficiency first and quick response.What it tries to break is the original management system that hinders efficiency improvement and resource waste, makes everything concise, reasonable, and efficient, and encourages people in it to think creatively.Warren Bennis, a master of leadership art, said: "The task of leadership is to stimulate the creative behavior of the team." Therefore, simplification is also based on human nature, trying to return to the concept of "people-oriented"-these are applied to Suning: complicated things are simple Simplify complex processes, simplify complex systems, simplify complex structures, and simplify complex execution.In this regard, Zhang Jindong summed it up in one word: the avenue is as simple as it is. Suning's simplicity can be seen from Zhang Jindong.Although he has a huge net worth, Zhang Jindong still maintains a simple life.Zhang Jindong's work style is plain, he doesn't pay much attention to ostentation, and his work is vigorous and vigorous. Behind this is a simple core. Simplicity is also a requirement for Suning's organizational operations.Suning's huge organization requires a simplistic culture.If it cannot be simplified, Suning will fall into the abyss of big enterprise disease sooner or later.With the increase of various system standards and the strengthening of enforcement, the complexity of management will also increase accordingly.However, Suning needs to keep things simple.Because Suning is a chain enterprise, only a simplified organization can replicate more conveniently and easily. Simplicity and complexity are a big problem in Suning, because the essence of the chain is copying.For example, if a certain item in store management is unreasonable and too complicated, it will mean that thousands of stores are copying and repeating the same problem.Conversely, if the management content is simple, then thousands of stores will do the same.This is the opposite, very different. In fact, there is a "habit" in Suning, a good method or a small innovation in management. If it can be simplified, this method and innovation will be quickly summarized and refined, and then form a standard, so that a large number of The same or similar work becomes easier.If the standard can be built into the system, it will be digested by the system, manifested as the optimization of the system, and thus pass through the whole country. Under this mechanism, a large amount of effective personal experience has been deposited in Suning's system, system, and standards, which has enabled Suning to get rid of the situation that some companies still rely too much on personal experience to a certain extent.The system makes Suning's management easier, and also makes Suning's cultural genes have simple elements. ——The time unit of agriculture is month, industry is day, and informatization is second.Through this large-scale information construction, Suning has made up for the compulsory courses from agricultural society to industrial society, and brought itself into a brand new era in one step.The level of informatization actually determines the commercial era in which retail enterprises live. No rules, no standards.Chain operation emphasizes copying, only copying can expand the scale, and another meaning of copying is standard.Because only standardized things are possible and easy to be copied. This type of chain business has spread to China, and everyone is not very familiar with it.As the earliest home appliance chain enterprise in China, Suning has also explored all the way.It can be seen from Suning's business history that informatization has fundamentally changed Suning's "internal temperament".In the process of vigorously developing the chain, Suning discovered the importance of standards and the need for a tool to help itself break through the limit.Therefore, Suning is even willing to sacrifice its temporary market position and devote itself to vigorously developing its "internal strength".After the large-scale informatization construction came to an end and the system suitable for Suning's enterprise scale and chain business was launched, a huge "nuclear explosion" immediately occurred and was quickly transmitted to the market.It only took Suning a few years to win the first place in the home appliance chain market. This is the power of information systems, the power of chains, and the power of standards.In fact, one of the notable signs of the transition from traditional agricultural civilization to modern industrial civilization is the standardized management of enterprise production and business operations.In Suning, standardized management is to formulate detailed scientific and quantitative standards for every link, every department, and every position in the operation and management of the entire management system, with people as the smallest management element, and to set It runs through an interlocking process, and then carries out process operation and management according to the standard.This kind of management has been refined to every detail that determines success or failure, and pays attention to the direction and coherence between each standard. The goal is to standardize, process, standardize and program every detail that determines success or failure. The standardization of Suning's management is mainly achieved through the development of standardized processes.For the already defined process, Suning's approach is to solidify it through various work instructions and work forms.In this way, no matter who it is, as long as they operate according to the process, the final result will be the same, regardless of personal ability, experience, power and status; "block".Not only that, the process also makes the results of each work traceable, that is, who is at fault, where the fault is, and how it is wrong can all be traced. In this way, the process makes Suning's various tasks more and more refined .In addition, the process also makes the work of various departments and positions more predictable and planned. It is worth emphasizing that Suning often does process optimization before solidifying a process.The relevant departments and personnel in the process should discuss together whether there are omissions or unreasonable links and contents in the whole process, and whether they can create value for customers.Here, customers not only refer to customers outside the enterprise, but also include related departments and positions within the enterprise. We all know that the most essential and core problem of chain operation is standardized operation and management, and it is constantly copied and extended on this basis.In Suning's view, this is the extension, replication and re-innovation of scientific management theory in the management practice of the circulation field. During the Industrial Revolution, the widespread promotion and use of steam engines made automated production a reality, and social productivity was greatly improved.However, what does not match it is that a large number of workers are unskilled in the use of advanced tools due to lack of standardized training and scientific operation methods, and thus appear to be unsuitable for management.Inefficiency and wasteful costs were typical of the production world of that period. In this context, an American named Alfred Taylor continued to conduct experiments in the factory, systematically researched and analyzed the operation methods and time spent by workers, and summarized them into the general principles of efficient production. Law - this is the source of scientific management.Scientific management emphasizes standardized operation methods, standardized training, and standardized process procedures, and implements a piece-rate wage system, separation of management and labor.These basic management principles brought about high efficiency and low labor costs, and finally expanded reproduction, creating an era of large-scale industrial production.However, looking at Taylor's scientific management from the current point of view, we can easily find that the standardized management thinking in the scientific management system has great limitations.First of all, he believed that the main motivation of workers was economic, and what workers were most concerned about was to increase their money income, that is, the assumption of "economic man"; secondly, Taylor's scientific management only paid attention to technical factors, and did not pay attention to crowd social factors; more importantly Yes, the "Taylor system" only solves the problem of the operational efficiency of individual specific tasks, but does not solve the problem of how the enterprise operates and manages as a whole system. The standardized management pursued by Suning is obviously not a simple copy of the standardized management ideas in the period of large-scale industrial production, but to implant the standardized and "people-oriented" management spirit into Suning's home appliance chain operation system, that is, on the premise of chain standardized management Under this circumstance, every employee of Suning must establish a sense of responsibility for their work and colleagues; they must have a strong sense of professionalism and dedication; both the company and the individual employees must shift their attention from profit distribution to value creation. .In this way, through the efforts of both parties, the enterprise can create greater value than in the past, so that employees and the company can share benefits together, and a relationship between employees and the company can be established. Suning will put strict rules into the system, but considering the complexity of reality, sometimes manual intervention will be carried out.For example, in dispatching workers, Suning automatically dispatches workers by setting standards such as workers' qualifications, grades, service scope, operating capabilities, and time, but sometimes manual intervention is required according to special circumstances. Especially in the management of employees, through a powerful OA system, employees can rely on the system to achieve self-help.Ordinary employees can use the corresponding account to log in to the system to meet their office needs through the system.Taking leave as an example, the process in the system is to enter "My Leave" to make a request, then enter "My Department" for approval, and then enter the personnel department for filing.Managers can also use "manager self-help" to understand and control the status of department employees. When employees need training, the E-Learning (electronic learning) system will automatically assign courses developed by their own trainers according to their identities.After employees take the exam, the record of their performance will automatically generate a report to feed back to the supervisor. There are also archives and knowledge bases on the system, and employees can also learn independently.In the state of systematic survival, new employees do not need too much special training at all, do not need to spend a lot of energy to understand the company's rules and regulations, and do not have to worry about the difficulty in obtaining relevant information.Under the rules of the system, things become standard, simple, and transparent. Even when an employee leaves or joins the job, the system will automatically freeze or assign corresponding permissions based on their identity, position, and established rules.Employees can only do what they should do within their authority, and it is difficult to move without authority. It can be seen that in Suning's management system, standardization is not a simple word expression, nor is it a concept or slogan, nor is it a simple management idea of ​​the assembly line in the era of large industries, but strictly enforces these standards according to the needs of the work. Institutionalize and solidify into the business process, and at the same time select the right person in a humanized way to do the right thing at the right time and in the right way.Of course, the chain means that there needs to be a system that can be implemented nationwide, and even in Suning branches all over the world in the future, but the standard does not mean not paying attention to various differentiated things.Suning respects the fact that there are differences. In many cases, the problems that the system and standards are not applicable are solved through communication and some special approvals during the entire operation process. In the agricultural era, there was no large-scale division of labor in society. Farmers worked at sunrise and rested at sunset, and did not have a particularly precise concept of time.In that era, there was no need for special intelligence, and there was no strong drive to innovate, and life passed very slowly. In the industrial age, there was a large-scale division of labor in society. Under the requirements of industrialized mass production, the division of labor became more and more detailed, and standards became more and more important. Time, as a measure of standards, became more and more accurate.In the field of industrial manufacturing, represented by Ford-style assembly line production, it best embodies the spirit of the industrial age.In the field of commercial circulation, the embodiment of the industrial age is the chain format represented by Wal-Mart. Its standardized replication wins by scale, and it inherits the spirit of the industrial age. However, after entering the information age, the rapid development of the Internet and information technology brings many possibilities, so some things in the original industrialization era must be transformed.In the field of industrial manufacturing, customized production is a breakthrough.In the field of commercial circulation, a breakthrough refers to the use of information technology to transform the chain business, and even when the era develops to a certain level, the industrial chain model will be completely abandoned. The time unit of agriculture is month, industry is day, and informatization is second.Through this large-scale information construction, Suning has made up for the compulsory courses from agricultural society to industrial society, and brought itself into a brand new era in one step.In fact, the level of informatization determines the commercial era in which retail enterprises live.With its system that is still being optimized, Suning has truly entered the information-based business era and the era of smart retail.