近日，美的集团公布2021上半年财报，说实话，对于美的这一份成绩单，我一点都不意外。
从2012年开始，美的就一直处于上升的阶段——2012年负增长23.46%、2015年负增长2.28%，到了2016年负增长正式转为增长。时间来到2021年，美的从1000多亿增长到2800亿，净利润从33亿增长到270亿。
你可能会以为，这都美的家电业务的功劳。然而实际上，这只是美的五大事业群里的其中之一，美的集团还有机电、暖通与楼宇、机器人与自动化、数字化创新业务四大板块。美的并不是一个“传统”的制造企业，相反，美的走得很前，玩的很“新”。
其实，从上面的数据也可以看出端倪，2012年之后，美的一直都在“狂奔”，这一年发生了什么？
美的集团美云数字营销专家顾问吴玉龙表示：2012年，美的开始数字化转型。
例如，当时的美的做了在数字化领域最重要的举措——全面重构、打通了集团的IT系统，也即信息系统一致化，内部数字化转型成功。
又例如，2016年，美的内部全面推行C2M，从传统的“以产定销”转型为“以销定产”，让消费者数据驱动企业的经营生产。该模式极大地减少了库存，比如，美的洗衣机的仓库面积在巅峰时期有120万平方米，后来逐渐缩减至10万平方米，最短3天即可完成物流周转。
在完成了5个数字化转型阶段之后，现在美的的订单预测、自动补货、生产排产、物流路径规划等等，都已经靠算法和数据实现了智能化运营。
内部提效、外部降本，甚至毛利、现金流都有大幅度提升。
值得一提的是，2016年的时候，美的的数字化事业部还独立出去成了美云智数，为大中型企业提供IT战略咨询、智能制造、共享云平台、数字营销、人力财务、创新研发等领域的云产品与解决方案——没错，就是美的数字化转型那一套。
历经9年（2012-2021），前后投入120亿元，三言两语确实讲不清，所以我们请来美的集团美云数字营销专家顾问 吴玉龙 给我们细数美的数字化的那些关键，希望提供一个美的全面的数字化布局视角。
作为美的对外输出数字化服务的载体，美云智数成功结合在美的营销端构建了自有的业务生态，而吴玉龙基于多年来深耕营销领域数字化方案及业务所积累的丰富实战经验，助力美云智数将数字化转型等成功经验输送给更多企业。
今天这一篇，吴玉龙将从传统渠道的批发向电商向零售升级、用户&新零售体系建设两大方面进行详细分析。
以下。
美的集团从一开始自嘲为“风扇厂”的传统家电企业，逐步成为现在的千亿级企业，给在座的企业一个建议：付出实践。
在2012年，美的集团开启了数字化转型的历程，并取得了不错的成果：
第一，企业整体利润可观。集团营业收入从2011年到现在虽然只翻了一倍，但是整体利润翻了三倍多。这是企业效率和价值的体现。
第二，现金流能力强。美的做完数字化转型之后，做了整个全价值链的效率优化，以至于我们现在手上有一千多亿的现金。
秘诀是什么？——基于业务进行数字化转型。其实，美的在整个公司发展的过程中，面临过各种各样的问题。
首先，在营销端最典型的一个问题就是：营业额增长大于利润增长。相信很多企业会有此感触：生意规模做大了，但是利润为什么没有增长？这背后的逻辑原因是什么？三点：
1、渠道的销售结构。其实就是我们自己设定的考核指标所导致的，会决定我们前端的销售人员是要卖量，还是要卖价，还是要利润。
2、商品的结构性缺货和结构性滞销。一种现象是市场上销的东西我没货，市场上不销的东西我库存还一大堆，同时工厂还在生产。背后的逻辑原因都是因为我们的产品不是用户真实需要的。因而，我认为基于用户的场景设计出来的产品比之营销更重要。
3、电商与线下发展不均衡。或许，现在的企业不存在这样的问题。但对美的这样的传统企业来说，常常面临着渠道与品牌商的博弈。
举个之前美的与经销商的例子。以前没有做数字化的时候，端到端的信息不透明，所以我们对渠道掌控力不足，经销商往往手上掌握了渠道资源后，反过来要挟我们，便出现了营销部门的总经理一天最高记录七次请经销商洗桑拿这种私下讨好经销商的现象。那我们该怎么去解决呢？
因为此前美的没有做数字化，导致整个企业的资源和内耗非常严重，所以美的急需做全方位的数字化转型来解决这些问题。
首先业务模式上。在2014年-2015年我们由原来传统的批发模式转型为零售模式，并且为了掌控全渠道的库存、货物，实现全渠道“一盘货”，我们将零售模式升级为T+3模式，（即以销定产模式，客户订单自3天下单周期开始，即T周期;经过3天物料备料周期，即T+1周期;成品3天生产周期，即T+2周期;物流3天发货周期,即T+3周期，完成客户订单的交付）。
简单来说：比如只有在用户确认下单买冰箱的时候，我们才开始准备原材料、制造成品，并保证在9天之内将产品送到用户手上。
这也可以解释前面讲到我们手上有1千多亿现金的原因：通过T+3模式缩短订单下达周期，美的目前现金周转周期是负七天。
其次在组织架构上：
针对业务模式做调整，集成后端生产、制造、物流的能力，统一服务，并灵活优化前端，支持多平台经营。再升级考核体系以匹配组织架构。最后在IT系统里做一站式运营。这也是我今天分享的最核心的内容。纵观美的整个业务发展过程，经过非常多的一些镇痛期和痛苦期。
美的有一句话是：“永远不变的就是变”，所以我们一直在不停地做新的尝试、新的玩法，从原来的批发模式，升级为电商及新零售模式。
在尝试的过程中也经历过“阵痛”，踩过一些坑，像我们进行渠道大变革的时候，方洪波老板的一台宝马车在顺德美的公司的门口被经销商砸了。
如何协调品牌方与经销商的利益关系是个很重要的问题。我相信现在想升级传统批发模式的企业业会碰到这些坑，后面可以一起做深入的交流。
其次，受累于传统模式、传统经销商的制约，着手做电商对于美的来说也是十分困难。
美的刚开始做自营电商平台的时候，需要通过一些列的促销活动来提高销售额，但是线上做促销活动会触及线下的利益，就这样放弃吗？不，电商一定要搞，零售一定要做。
在2014年我们成立了电商公司，同时在2018年进行基于线下的新零售转型。我们发现最终的产品不是到经销商手里，而是卖给一个个用户。所以在2015年美的开始运营用户，通过这几年的发展，我们已经有4亿多用户、8千多万会员，同时还设置了PLUS会员。
一开始在讨论PLUS会员体系的设计时，产品经理提议采取收费会员的形式，当时我们认为家电本来就属于高客单价低频次的行业，设置收费会员不合理。但是后来还是听从了产品经理的建议，发现营销效果出奇地好。
美的数字化转型还包含了搭建营销体系的数字化能力。
实现从研发生产端、营销总部、电商平台、传统渠道、用户中心整个端到端的拉通；同时融合全渠道会员，实现“全景在线”。美的作为一家传统企业，目前至少在行业内是处于相对领先的地位。
站在美的的角度，营销重构就是定义批发、分销、零售三个阶段：
在批发阶段，我们只能直接接触到经销商；到深度分销阶段，从端到端打通所有商品、订单、资金、用户的流向；再到零售阶段，我们发现，既然所有数据信息已经打通了，那么经销商也应该做转型了。
这里就要提一下数字化转型过程非常大的坑：做零售，我就不需要代理商，不需要经销商。那么，美的是怎么做的？
我们直接把它作为一个服务化转型，它就变成了我们的服务商。这样，考虑了经销商的利益，也就会降低我们的经营风险。
其次是分销，也即美的“一盘货”。我们把经销商的库存、美的自有的库存全部都安置在安德物流体系里面。作为美的“一盘货”的主体，从计划到订单的履行，到最终的落地执行层面，都由安得统一对所有的物流服务商进行管理。
以前厂家为了完成KPI，就经常请经销商洗桑拿，请求他们打款压货。而现在全渠道一盘货，统仓统配的模式不允许经销商压货。现在美的将库存周期压缩在10天左右。当然今年也吃了原材料涨价的亏，导致现在美的股票一直涨不上来。
在做完渠道的数字化转型之后，我们在新零售端以及用户端也做了各种各样的投入。
首先在新零售端：
线上渠道。我们体系里大概有上千个经营主体，各经营主体卖完货后有自己的收益。而运营平台只有一个，即中台，将事业部、能力中心和经营主体的能力集中在此中台上。并且我们建设中台不仅仅是为了把IT系统中台化，更是为了将所有的业务能力全面转移到中台。
比如我们接入了京东、天猫、淘宝等等电商平台，并打通京东仓和菜鸟仓的数据信息，仓库数据随时可查，以此实时监控商品供应链。
线下渠道。我们原先以为打通线上、线下是一件很简单的事情，无非就是拉通系统与业务。后来在建设新零售体系时我们发现了一个大问题：如何处理好品牌与经销商的利益关系？
在新零售模式下，品牌直接将产品销售给消费者，这无疑会分走经销商的“蛋糕”，导致利益冲突。所以既然升级了业务模式，也要完善相应的利益分配模型与机制。
品牌销售量越大，赚的钱越多，理应分配更多的利益给经销商，这样才能促进整个生态圈的共融。所以美的把所有的线下门店线上化，实行“一店一商城模式”。融合线上线下创造的价值远远超乎我们的想象。
在去年疫情期间，大概在6个多月的时间里，我们所有线下门店的线上订单量超过50亿，同时我们所有门店超过1600亿的生意都是在线上达成的。
在用户端：我们把所有能够接触到的用户全部集中在一起，称为“大用户”。
针对线上会员：矩阵式会员运营。
以前每个渠道独自管理自己的会员，后来由于进行数字化转型的需要，我们整合所有渠道的用户，发现整体用户超过4个亿，会员总数超过8千万（数据未更新）。
去年双11，美的销售额是118亿，其中会员的复购率超过20%、贡献的金额总量占总销售额的40%，这个数远远超出我们的想象。
在会员体系的建设上，美的是一个集团型的企业，追求多元化经营。所以非常愿意放权给不同品牌的事业部运营自己的会员体系。
同时我们设置“矩阵式会员运营系统”来确保集团的统一管控、品牌的个性化运营，以此还能共享数据资源、降本增效。
针对线下用户：赋能导购。
基于用户整个生命周期对品牌认知的不同，我们首先在体系里做全景布局：围绕家电生命周期的用户服务。接着再做落地——建设线下会员触达体系，权力下放并赋能BA导购（即新零售顾问），使他们具备独自开展营销活动的能力，导购不但为集团执行日常任务，还可以自主推出营销活动。目前我们有超过10万个导购，也即超过十万个触点。
在数字化转型过程中，我们不断沉淀全链路、全流程的数据，形成自己的数据资产辅助决策，以此提升效率、降低成本，实现对数据资产的高效应用。
美的营销数字化体系的建立是统一在线上、线下端以及用户端进行布局的，以真正地打通人、货、场的闭环，为集团的经营赋能，提升效率。
翻译：
Recently, Midea Group announced the first half of 2021 financial results, to tell the truth, for the United States this report card, I am not surprised.
Midea has been on the rise since 2012, with a negative growth of 23.46% in 2012, 2.28% in 2015, and officially turning negative growth into growth in 2016. In 2021, Midea grew from more than 100 billion yuan to 280 billion yuan, and its net profit grew from 3.3 billion yuan to 27 billion yuan.
You might think that Midea’s home appliances business is to blame. However, in fact, this is only one of the five business groups of Midea Group, which also includes mechanical and electrical, HVAC and building, robotics and automation, and digital innovation business. Midea is not a “traditional” manufacturing company, on the contrary, Midea is going ahead and playing very “new”.
In fact, from the above data can also see the clue, after 2012, Midea has been “running”, what happened in this year?
Wu Yulong, digital marketing expert consultant of Midea Group, said: In 2012, Midea began its digital transformation.
For example, at that time, Midea took the most important measure in the digital field — comprehensive reconstruction and opening up the IT system of the group, that is, the consistency of the information system, and the internal digital transformation was successful.
For another example, in 2016, Midea fully implemented C2M internally, transforming from the traditional “production and sales” to “sales and production”, so that the operation and production of the enterprise is driven by consumer data. This model greatly reduced inventory. For example, Midea’s washing machine warehouse area was 1.2 million square meters at its peak, but gradually reduced to 100,000 square meters, and the minimum three days to complete the logistics turnover.
After completing the five digital transformation stages, Midea’s order prediction, automatic replenishment, production scheduling, logistics route planning and so on have been realized by algorithms and data intelligent operation.
Internal efficiency improvement, external cost reduction, even gross profit, cash flow have been greatly improved.
IT is worth mentioning that in 2016, the digital division of Midea also independently became the United States cloud intelligence number, for large and medium-sized enterprises to provide IT strategic consulting, intelligent manufacturing, sharing cloud platform, digital marketing, human finance, innovation and research and development in the field of cloud products and solutions — yes, that is the digital transformation of Midea.
After 9 years (2012-2021), before and after the investment of 12 billion yuan, a few words is really not clear, so we invited the beauty group beauty cloud digital marketing expert consultant Wu Yulong to give us a detailed number of the key to the digital beauty, hoping to provide a comprehensive perspective of the digital layout of the beauty.
As the carrier of the export of digital services, the United States cloud intelligence data successfully combined with the United States in the marketing end of the construction of its own business ecology, and Wu Yulong based on years of deep digitization in the field of marketing and business accumulated rich practical experience, help the United States cloud intelligence data will be digital transformation and other successful experience to more enterprises.
In today’s article, Wu Yulong will make a detailed analysis from the traditional channel wholesale to e-commerce to retail upgrade, and the construction of the user & new retail system.
The following.
Midea Group from the beginning of the self-deprecating “fan factory” of the traditional household appliances enterprise, gradually become now hundreds of billions of enterprises, to the present enterprises a suggestion: pay practice.
In 2012, Midea Group started the process of digital transformation, and achieved good results:
First, the overall profits of the enterprise are considerable. Group revenues have only doubled since 2011, but overall profits have more than tripled. This is the embodiment of enterprise efficiency and value.
Second, strong cash flow capacity. After the digital transformation, Midea has optimized the efficiency of the whole value chain, so that we now have more than $100 billion in cash on hand.
What’s the secret? — Digital transformation based on business. In fact, Midea in the whole process of the development of the company, faced a variety of problems.
First, the most typical problem in marketing is that turnover growth is greater than profit growth. I believe that many enterprises will have this feeling: the business scale has become larger, but why the profit has not increased? What is the logical reason behind this? Three points
The business scale has become larger, but why the profit has not increased? What is the logical reason behind this? Three points:
1, Sales structure of channels. In fact, it is caused by our own assessment indicators, which will determine whether our front end sales personnel want to sell quantity, or to sell price, or to profit.
2, the structural shortage of goods and structural unsalable. One is that I don’t have the stuff that’s on the market, and I have a lot of stuff that’s not on the market, and the factory is still producing it. The logical reason behind this is that our product is not what users really want. Therefore, I believe that designing products based on user scenarios is more important than marketing.
3, Imbalance between e-commerce and offline development. Perhaps, today’s enterprise does not have such a problem. But for traditional enterprises like Midea, they are often faced with the game between channels and brand owners.
Take the previous example of Midea and its distributors. Before the digitalization, the end-to-end information was not transparent, so we lack control over the channel, dealers often have the channel resources in hand, in turn threaten us, there is a Marketing Department of the general manager of the highest record seven times a day to please dealers in the sauna phenomenon. So how do we solve this?
Because Midea has not done digitalization before, the resources and internal consumption of the whole enterprise are very serious, so it is urgent for Midea to do an all-round digital transformation to solve these problems.
So it is urgent for Midea to do an all-round digital transformation to solve these problems.
First, the business model.
From 2014 to 2015, we changed from the traditional wholesale model to the retail model. In order to control the omni-channel inventory and goods and realize the omni-channel “one plate of goods”, we upgraded the retail model to T+3 model (i.e., the product-for-sale model, customer orders start from 3-day single cycle, i.e., T cycle; After 3 days of material preparation cycle, that is T+1 cycle; 3 days production cycle of finished products, namely T+2 cycle; Logistics 3 days delivery cycle, namely T+3 cycle, to complete the delivery of customer orders).
To put it simply: for example, only when a customer confirms an order to buy a refrigerator, we begin to prepare the raw materials, manufacture the finished product, and guarantee to deliver the product to the customer within 9 days.
This can also explain the reason why we have more than 100 billion cash on hand as mentioned above: Through T+3 mode to shorten the order delivery cycle, Midea’s current cash turnover cycle is negative seven days.
Secondly, in terms of organizational structure:
Adjust the business model, integrate the back-end production, manufacturing, logistics capabilities, unified services, and optimize the front-end flexibly to support multi-platform operation. Then upgrade the appraisal system to match the organizational structure. Finally, I will do one-stop operation in the IT system. This is the core of what I want to share today. Throughout the whole business development process of Midea, after a lot of pain and pain periods.
Midea has a saying that “what never changes is change”, so we have been constantly doing new attempts, new ways of play, from the original wholesale model, upgrade to e-commerce and new retail model.
In the process of trying, I also experienced “pains” and stepped on some pits. For example, when we carried out the channel reform, a BMW owned by Fang Hongbo’s boss was smashed by dealers at the gate of Shundemei’s company.
How to coordinate the interest relationship between the brand and the distributor is a very important issue. I believe that enterprises that want to upgrade the traditional wholesale model will encounter these pits, and we can have in-depth communication together later.
Thirdly, it is very difficult for Midea to start doing e-commerce due to the constraints of traditional models and traditional distributors.
When Midea started to run its own e-commerce platform, it needed to increase sales through a series of promotional activities. However, online promotion activities would touch offline interests, so should it be given up? No, e-commerce must be done, retail must be done.
In 2014, we set up an e-commerce company, and in 2018, we carried out a new retail transformation based on offline. We found that the final product was not sold to distributors, but to individual users. So in 2015, Midea started to operate users. Through the development of these years, we have more than 400 million users, more than 80 million members, and also set up PLUS members.
At the beginning, when discussing the design of PLUS membership system, the product manager proposed to adopt the form of paid membership. At that time, we believed that household appliances belong to the industry with high unit price and low frequency, so it was unreasonable to set paid membership. But then I followed the advice of the product manager and found that the marketing effect was surprisingly good.
The digital transformation of Midea also includes the digital ability to build the marketing system.
To achieve end-to-end connectivity from R&D and production end, marketing headquarters, e-commerce platform, traditional channels and user center; At the same time, omni-channel members are integrated to realize “panoramic online”. Midea as a traditional enterprise, at least in the industry is in a relatively leading position.
From Midea’s point of view, marketing restructuring is to define the three stages of wholesale, distribution and retail:
In the wholesale stage, we can only contact dealers directly; To the deep distribution stage, from end to end through the flow of all goods, orders, funds, users; When it comes to retail, we find that now that all the data is available, dealers should also make the transition.
Here comes the big hole in the digital transformation process: in retail, I don’t need an agent, I don’t need a dealer. So, what does beauty do?
We took it directly as a service transformation, and it became our service provider. In this way, considering the interests of dealers, we will reduce the risk of our business.
The second is distribution, or Midea “a pallet of goods.” We put all the dealer’s inventory and Midea’s own inventory in the Ender logistics system. As the main body of Midea’s “one plate of goods”, Ande manages all logistics service providers from the plan to the fulfillment of orders to the final landing and implementation.
In the past, in order to complete KPI, manufacturers often ask dealers to wash sauna and ask them to pay for goods. And now the full channel one inventory, warehouse distribution model does not allow dealers to press goods. Now Midea has reduced the inventory cycle to about 10 days. Of course, this year also eat the raw material price loss, resulting in the United States stock has been rising.
After the digital transformation of the channel, we also made various investments in the new retail and client side.
First up at the new retail end:
Online channels. We have about a thousand business entities in our system, and each business entity has its own profit after the sale. And there is only one operation platform, namely the middle platform, which concentrates the capabilities of business divisions, capability centers and business entities. And we build the middle Taiwan not only to centralize IT systems, but also to fully transfer all business capabilities to the middle Taiwan.
For example, we access Jingdong, Tmall, Taobao and other e-commerce platforms, and get through the data information of Jingdong warehouse and Cainiao warehouse. The warehouse data can be checked at any time, so as to monitor the commodity supply chain in real time.
Offline channels.
Offline channels. We used to think that connecting online and offline is a very simple thing, nothing more than to connect the system and business. Later, when building the new retail system, we found a big problem: how to deal with the interests of the brand and dealers?
Under the new retail model, brands sell products directly to consumers, which will undoubtedly take away the “cake” of dealers and lead to conflicts of interest. Therefore, since upgrading the business model, we should also improve the corresponding profit distribution model and mechanism.
The larger the sales volume of the brand, the more money it makes, the more profits should be allocated to the dealers, so as to promote the integration of the whole ecosystem. So Midea put all the offline stores online, the implementation of the “one store, one mall model.” Merging online and offline creates value far beyond our imagination.
During the pandemic last year, over a period of more than six months, online orders from all of our offline stores exceeded 5 billion, and more than 160 billion of our business was done online from all of our stores.
On the client side: We gather all the users we can reach together, called “big users”.
For online members: matrix member operation.
In the past, each channel managed its own members independently. Later, due to the need of digital transformation, we integrated the users of all channels and found that the total number of users exceeded 400 million and the total number of members exceeded 80 million (data has not been updated).
Last year, the sales volume of Midea was 11.8 billion yuan, of which the repurchase rate of members was more than 20%, and the total amount of money contributed accounted for 40% of the total sales, which is far beyond our imagination.
In the member system construction, Midea is a group type enterprise, the pursuit of diversification. Therefore, we are willing to give the business division of different brands the right to operate their own membership system.
At the same time, we set the “matrix member operation system” to ensure the unified management and control of the group and the personalized operation of the brand, so as to share data resources, reduce costs and increase efficiency.
For offline users: enable shopping guide.
Based on the different brand cognition of users in the whole life cycle. We first do a panoramic layout in the system: customer service around the life cycle of household appliances. The next step is to build offline member access system, delegate power and empower BA shopping guides (namely new retail consultants), so that they have the ability to carry out marketing activities on their own. Shopping guides not only perform daily tasks for the group, but also independently launch marketing activities. Right now we have over 100,000 guides, which means over 100,000 contacts.
In the process of digital transformation, we continue to precipitate the data of the whole link and the whole process. And form our own data assets to assist decision-making. So as to improve efficiency, reduce costs, and realize the efficient application of data assets.
The establishment of Midea marketing digital system is unified online, offline and user end layout. In order to really open up the closed loop of people, goods, field, for the group’s operation, improve efficiency.
本文由数字化转型网（www.szhzxw.cn）转载而成，来源：行走的吃货妹；编辑/翻译：数字化转型网宁檬树。
免责声明: 本网站(http://www.szhzxw.cn/)内容主要来自原创、合作媒体供稿和第三方投稿，凡在本网站出现的信息，均仅供参考。本网站将尽力确保所提供信息的准确性及可靠性，但不保证有关资料的准确性及可靠性，读者在使用前请进一步核实，并对任何自主决定的行为负责。本网站对有关资料所引致的错误、不确或遗漏，概不负任何法律责任。
本网站刊载的所有内容(包括但不仅限文字、图片、LOGO、音频、视频、软件、程序等) 版权归原作者所有。任何单位或个人认为本网站中的内容可能涉嫌侵犯其知识产权或存在不实内容时，请及时通知本站，予以删除。
