最近有一篇关于央企数科的文章火了，在各种软件从业者的群里引起了热议。
《央企成立大量数科公司-传统软件企业路在何方？》，下图引用于这篇文章。
| 1 | 中国核工业集团有限公司 | 中国核电数字化创新中心 |
| 2 | 中国航天科技集团有限公司 | 北京神州航天软件技术股份有限公司 |
| 3 | 中国航天科工集团有限公司 | 航天云网科技发展有限责任公司 |
| 4 | 中国航空工业集团有限公司 | 金航数码科技有限责任公司 |
| 5 | 中国船舶集团有限公司 | 中国船舶科学研究中心 |
| 6 | 中国兵器工业集团有限公司 | |
| 7 | 中国兵器装备集团有限公司 | 中国兵器装备集团信息中心有限责任公司 |
| 8 | 中国电子科技集团有限公司 | 中电科数字科技(集团)有限公司 |
| 9 | 中国航空发动机集团有限公司 | |
| 10 | 中国融通资产管理集团有限公司 | 中国融通科学研究院集团有限公司 |
| 11 | 中国石油天然气集团有限公司 | 昆仑数智科技有限责任公司 |
| 12 | 中国石油化工集团有限公司 | 石化盈科信息技术有限公司 |
| 13 | 中国海洋石油集团有限公司 | 中海油信息科技有限公司 |
| 14 | 国家石油天然气管网集团有限公司 | 北京智网数科技术有限公司 |
| 15 | 国家电网有限公司 | 国网数字科技控股有限公司|国家电网有限公司大数据中心 |
| 16 | 中国南方电网有限责任公司 | 南方电网数字电网集团有限公司 |
| 17 | 中国华能集团有限公司 | 华能信息技术有限公司 |
| 18 | 中国大唐集团有限公司 | 中国大唐集团科学技术研究总院有限公司 |
| 19 | 中国华电集团有限公司 | 国电南京自动化股份有限公司 |
| 20 | 国家电力投资集团有限公司 | 国家电投集团数字科技有限公司 |
| 21 | 中国长江三峡集团有限公司 | 三峡科技有限责任公司 |
| 22 | 国家能源投资集团有限责任公司 | 国能数智科技开发(北京)有限公司 |
| 23 | 中国电信集团有限公司 | 中国电信数字智能科技分公司 |
| 24 | 中国联合网络通信集团有限公司 | 联通数字科技有限公司 |
| 25 | 中国移动通信集团有限公司 | 中移数智科技有限公司 |
| 26 | 中国电子信息产业集团有限公司 | 中国电子数据产业集团 |
| 27 | 中国卫星网络集团有限公司 | |
| 28 | 中国第一汽车集团有限公司 | 启明信息技术股份有限公司 |
| 29 | 东风汽车集团有限公司 | 深圳联友科技有限公司 |
| 30 | 中国一重集团有限公司 | |
| 31 | 中国机械工业集团有限公司 | 国机智能科技有限公司 |
| 32 | 哈尔滨电气集团有限公司 | 哈尔滨能创数字科技有限公司 |
| 33 | 中国东方电气集团有限公司 | 东方电气集团科学技术研究院有限公司 |
| 34 | 鞍钢集团有限公司 | |
| 35 | 中国宝武钢铁集团有限公司 | 上海宝信软件股份有限公司 |
| 36 | 中国矿产资源集团有限公司 | |
| 37 | 中国铝业集团有限公司 | 中铝智能科技发展有限公司 |
| 38 | 中国远洋海运集团有限公司 | 天津中远海运散运数字科技有限公司 |
| 39 | 中国航空集团有限公司 | |
| 40 | 中国东方航空集团有限公司 | |
| 41 | 中国南方航空集团有限公司 | |
| 42 | 中国中化控股有限责任公司 | 中化信息技术有限公司 |
| 43 | 中粮集团有限公司 | 中粮资本科技有限责任公司 |
| 44 | 中国五矿集团有限公司 | 龙腾数科技术有限公司 |
| 45 | 中国通用技术(集团)控股有限责任公 司 | 通用技术集团数字智能科技有限公司 |
| 46 | 中国建筑集团有限公司 | 中建数字科技有限公司 |
| 47 | 中国储备粮管理集团有限公司 | |
| 48 | 中国南水北调集团有限公司 | |
| 49 | 国家开发投资集团有限公司 | 国投智能科技有限公司 |
| 50 | 招商局集团有限公司 | 招商局集团数字化中心 |
| 51 | 华润(集团)有限公司 | 华润数科控股有限公司 |
| 52 | 中国旅游集团有限公司[香港中旅(集 团)有限公司] | |
| 53 | 中国商用飞机有限责任公司 | 中国商飞公司数据管理中心 |
| 54 | 中国节能环保集团有限公司 | 中节能大数据有限公司 |
| 55 | 中国国际工程咨询有限公司 | |
| 56 | 中国诚通控股集团有限公司 | |
| 57 | 中国中煤能源集团有限公司 | 中煤信息技术(北京)有限公司 |
| 58 | 中国煤炭科工集团有限公司 | 北京天玛智控科技股份有限公司 |
| 59 | 中国机械科学研究总院集团有限公司 | |
| 60 | 中国钢研科技集团有限公司 | |
| 61 | 中国化学工程集团有限公司 | 中化学数智科技有限公司 |
| 62 | 中国盐业集团有限公司 | |
| 63 | 中国建材集团有限公司 | 中建材智能自动化研究院有限公司 |
| 64 | 中国有色矿业集团有限公司 | |
| 65 | 中国稀土集团有限公司 | |
| 66 | 中国有研科技集团有限公司 | |
| 67 | 矿冶科技集团有限公司 | |
| 68 | 中国国际技术智力合作集团有限公司 | 中智关爱通(上海)科技股份有限公司 |
| 69 | 中国建筑科学研究院有限公司 | 中建研科技股份有限公司 |
| 70 | 中国中车集团有限公司 | 江苏中车数字科技有限公司 |
| 71 | 中国铁路通信信号集团有限公司 | |
| 72 | 中国铁路工程集团有限公司 | |
| 73 | 中国铁道建筑集团有限公司 | 中铁物资数科公司 |
| 74 | 中国交通建设集团有限公司 | 中国交通信息科技集团有限公司 |
| 75 | 中国信息通信科技集团有限公司 | 武汉众智数字技术有限公司 |
| 76 | 中国农业发展集团有限公司 | |
| 77 | 中国林业集团有限公司 | 中林数科有限公司 |
| 78 | 中国医药集团有限公司 | 国药控股数字科技(上海)有限公司 |
| 79 | 中国保利集团有限公司 | 中国华信邮电科技有限公司 |
| 80 | 中国建设科技有限公司 | 中设数字技术股份有限公司 |
| 81 | 中国冶金地质总局 | |
| 82 | 中国煤炭地质总局 | 中煤数字科技(广州)有限公司 |
| 83 | 新兴际华集团有限公司 | |
| 84 | 中国民航信息集团有限公司 | 中国民航信息网络股份有限公司 |
| 85 | 中国航空油料集团有限公司 | |
| 86 | 中国航空器材集团有限公司 | |
| 87 | 中国电力建设集团有限公司 | 北京华科软件科技有限公司 |
| 88 | 中国能源建设集团有限公司 | 中能建数字科技集团有限公司 |
| 89 | 中国安能建设集团有限公司 | |
| 90 | 中国黄金集团有限公司 | |
| 91 | 中国广核集团有限公司 | 北京广利核系统工程有限公司 |
| 92 | 中国华录集团有限公司 | 北京易华录信息技术股份有限公司 |
| 93 | 华侨城集团有限公司 | |
| 94 | 南光(集团)有限公司[中国南光集团有 限公司] | |
| 95 | 中国电气装备集团有限公司 | |
| 96 | 中国物流集团有限公司 | 中国物流集团数字科技有限公司(拟成立) |
| 97 | 中国国新控股有限责任公司 | 国新久其数字科技(北京)有限公司 |
| 98 | 中国检验认证(集团)有限公司 |
很多CIO们也对数科公司感到疑惑，担心将之前的集团内部IT团队剥离成为数科公司后会导致集团的IT管理范畴缩小，可能只剩下预算、IT架构规划和安全等职责。一些企业的CIO可能还需要兼任数科公司总经理或董事长的职责，以确保管理上不会发生冲突。但也有些企业会在内部IT和数科公司之间形成两套班子，这让CIO们面临着如何选择的问题：是留在原地，承担管理职能成为纯粹的“甲方”，还是加入数科公司，虽然以“乙方”的身份工作，但拥有更大的规模和机会？
以前对于软件企业来讲，一个央企下面有几十家甚至几百家子公司，每一家子公司都是潜在的客户，很多产品和方案可以做到一鱼多吃，稍微修改下就可以用在同一个集团下的其他子公司。这些子公司的IT能力一般并不是很强，在数字化建设上也非常依赖第三方公司的产品和服务。软件厂商可能会认为这些数科公司的成立是甲方为了“肥水不流外人田”，集团希望通过数科公司的各种自主开发来抢专业软件的生意，未来几年留给软件厂商的生意盘子可能会越来越小。 数字化转型网（www.szhzxw.cn）
这些数科公司成立之初，通常会承担集团提出的业绩增长目标，有些不仅服务内部，还会利用自身行业优势向外扩张，希望成为行业内的专业软件企业。大型企业在开展新业务时，可以不太计较短期内的成本，甚至利用内部服务的盈利来支持外部业务扩张，这给传统软件企业带来了巨大的竞争压力。
例如宝钢集团孵化出来的数科公司”宝信软件“，成了数科公司成长的典范。宝信软件一年的营收约130亿，市值却高达千亿，曾经市值还一度超过主营业务的宝钢股份，而宝钢股份一年的营收高达3600亿。市场对科技公司的估值一般是按照PS（市值/销售额）估值，而对钢铁行业一般是按照PB(市值/净资产)估值，可见科技的魅力。
从短期来看，这些数科公司的兴起似乎对软件行业和CIO们都带来了不少不确定性。但从长远来看呢？
数科公司的出现有效解决了之前国有企业和央企在编制限制方面的问题，使得数字化建设能够更快地推进。当集团与其子公司，或不同子公司间在数字化建设方面产生分歧时，通过设立一个共同的’乙方’平台，可以促进更有效的沟通与协作。同时，由于数科公司与集团之间交易成本较低，那些长期需关注、复杂性高、协作难度大的项目更容易得到批准和实施。
通过数科公司为集团下属各级子公司提供服务，表面上看是做了“乙方”，但实际上可以很快地将整个集团影子IT体系快速梳理出来，形成数字资产的全景图，有利于做出未来的整体规划设计。之前各个子公司里可能有各种复杂的定制软件，时间长了，这些软件的维护和升级成本非常高，数科公司可以见缝插针地对这些软件进行替换、升级和统一，可能会使用数科公司自研的软件，也可能会统一采购标准软件来降低成本。 数字化转型网（www.szhzxw.cn）
在大型企业里，每个子公司或者部门都会有自己的数字化预算，小的公司从几百万到几千万不等，这样的预算可能很难建设一个完整的数字化体系，无法形成规模效应。但将所有子公司的预算汇总起来，一个大型企业的数字化预算可能达到数十亿甚至上百亿，这样的规模足以建设优秀的数字化系统和采购专业软件。
200人左右团队规模，可能是一个数科企业的规模化起点。如果团队合理分工和组合，以大约一两亿的总预算，在能力上完全可以媲美小型互联网科技公司；不仅仅能很好地完成企业的数字化建设工作，也有希望孵化出行业的标准解决方案。然而，如果将这些技术人才分散配置，其潜在的协同效应和创新能力可能就无法得到充分发挥，这可能导致技术资源的浪费和创新效率的降低。
当然，数科公司也不可能什么软件都会选择自研，最终还是要看自己的实力与专业软件厂商的竞合关系。例如中国最大的BI报表软件企业帆软已经有千人的规模，其功能复杂度和设计都已经有了不错的沉淀，大部分数科公司也无法在这种细分领域积攒这么多的资源。如果在这种软件上，数科公司强行使用自研系统去替代原来的子公司的专业软件，反而可能会遭到很多用户的吐槽，数字化的工作成效就会受到很大的影响。
从CIO转向数科公司的CEO，管理者的身份和角色其实发生了很大的变化。CIO的边界主要是在数字化的预算，纯甲方的团队往往比较稳定，业务和项目的弹性可以通过乙方和外包来解决，有多少预算干多少活。很多大型企业的CIO都是在内部成长起来的，可能对主营业务更加熟悉，但是却缺乏科技服务行业的经营经验。从职业发展上来讲，很多大型企业的CIO即使是想往业务转型，可能会更希望靠自己的数字化背景轮岗到公司的主营业务中。 数字化转型网（www.szhzxw.cn）
而数科公司的CEO的边界主要是在公司损益和客户满意度，有了更多的发展机遇，但是也有更大的挑战。长期来看，数科公司可以积累自己的技术、方案，并形成规模效应。对内需要养活自己的团队，对外还需要在企业内外寻求商机，推动公司的业务增长和市场扩张。这要求数科公司CEO具备更强的商业洞察力和市场开拓能力，同时也意味着需要处理更复杂的利益相关者关系和市场竞争。
央企成立大量的数科公司，未来可能会发生哪些变化呢？数科CEO需要重点关注哪些内容呢？
一、从甲方角色转为专业的服务角色
从甲方CIO转向做乙方数科公司CEO后，更需要在经营管理上下功夫，在经营效率上要能够媲美市场化的专业公司。数科公司的CEO不仅要负责内部团队的运营和管理，包括面向前线的销售、售前、方案与交付体系，以及面向后台的人力，法务，财务，还需要考虑组织的不断优化和迭代。一旦转向专业服务公司，就需要更清晰的激励机制来引领团队，怎么制定管理的KPI体系，怎么做内部的核算，财务制度是否跟主营业务一致，怎样实现业务和财务的一体化。这个转变无论是在意识上，还是在方法论上都需要补充很多新的知识，在这里大家可以参考陈果的公众号系列文章。
《专业服务项目型公司的运营管理》
二、面向现代服务业的数字化支撑体系
那些大型的软件企业由于长期积累，往往已经自建了非常完善的各种系统，包括商机，成本预估，报价，项目管控，报工派工，项目核算，费控和内部绩效系统，很多还是软件企业定制的系统。虽然在每个模块中都有很多的专业软件可以选择，但是对于刚建立体系还没那么成熟的数科公司，可能很难在短时间内建设好整个体系。一个百亿收入的大型企业可能会有几个亿的数字化预算，但是一个200人的数科公司也许只有几百万的数字化预算用于内部运营体系的建设，对自身的数字化建设上采取更敏捷的办法。
在这里，推荐大家可以关注下专门面对现代服务业打造的一体化管理平台“企企管理云，https://www.77hub.com/”，利用SaaS的平台快速将部门转型为专业的服务角色。
三、内部报价体系和坏账处理机制
逐渐形成服务企业内部的报价体系，例如标准IT的运营计费体系，定制人天服务体系，标准的软件模块功能计价体系，用于项目效果和费用评估的流程和体系，用于内外部审计的透明机制，从而降低内部的交易成本。数科公司在内部营销的时候，也需要注意一些内部管控制度的约束，例如用于外部客户的餐饮接待政策也许不适合内部客户。下面这篇文章可以很好地回答大家的一些常见问题：
《CIO还在为每年的预算发愁吗？小平同志早就给我们指了一条明路》
由于数科公司在成立之初的时候还是集团的一个子公司，在对内收费和催款上可能没法做到像第三方公司那么标准清晰，很难为了内部的坏账而对簿公堂。数科公司既要讲究企业内部的“政治正确”，把数字化建设工作执行后，又要满足自己的经营管理目标。处理内部欠款和坏账时，需要高情商的内部销售团队和事先制定好的流程，以有效应对这些复杂的财务问题。
四、补齐销售和营销的短板
对于数科公司的CEO，服务好内部的客户只是一个起点，有追求的CEO们肯定会把千亿市值的宝信软件作为对标的学习对象。把内部的服务收入降到50%，甚至20%以内，数科公司才是真正的市场化成功。对于技术和管理出身的CIO们，往往在销售、营销和渠道的建设能力上是个短板。因此，学习并借鉴那些在营销领域表现出色的企业成为一个有效的策略。在这个方面可以更加多元化地拓展自己的知识，学习互联网和新媒体等领域，更好地利用情绪价值和传播的杠杆。
有趣的是，在营销软件行业中，许多公司的创始团队并非源自软件从业背景。例如，CRM软件’纷享销客’的创始团队拥有新闻传媒背景，而私域营销软件’卫瓴’的团队则来自于广告传媒领域。与这些公司及其客户的交流，可以迅速了解其他软件服务企业如何有效进行外部客户营销。
五、向更专业的科技公司转型
跟之前的纯甲方定位不同，数科公司不仅仅是做软件的使用者，更需要将不同的工具和软件组合为更符合业务需求的方案，例如怎样将第三方的标准产品改造或者OEM为适合集团内部的解决方案，并实现商业上的成功。数科公司需要非常谨慎地平衡好市场上的专业软件与自研软件的关系，从最终市场的竞争规律来讲，可能80%的供应还是应该来自于市场。 数字化转型网（www.szhzxw.cn）
数科公司也需要在软件开发能力和架构能力上具备与市场竞争的水平，需要长期关注技术的发展动态，例如开源的组件和架构，互联网科技企业的技术研发体系，AI如何提升软件工程的开发效率等。
更重要的是，数科公司需要在长期的数字化建设的项目中积累自己的产品能力，从定制化走向标准化，支持业务场景规模化发展，从企业内部服务走向行业赋能。这意味着数科公司不仅是技术的实施者，还是创新的推动者，以适应不断变化的市场和技术环境。
总结与思考
《中国软件跟欧美的真正差距：统一大市场》
结合上面这篇文章，中国软件目前最大的困难在于我们的单一业务大型企业太少，无论是在业务上还是数字化的建设上需要更多的重组合并，而数科公司的出现也许可以加快这一进程。
通过数科公司的介入，大型企业的数字化团队、项目执行和预算实现了有效整合。这一整合过程可能导致过去在碎片化市场中的小型软件供应商被淘汰，进而显著改变行业的供需生态，这种变化有可能提升剩余行业玩家的生存质量，最终孵化出更优秀的软件产品。
相信只要时间足够久，数字化的建设一定能实现统一，我们最终一定能诞生强大的软件企业。
翻译：
How do CIO and software enterprises respond to the establishment of a large number of companies in the central government?
Recently, there was an article about the number of central enterprises fire, in a variety of software practitioners in the group caused a hot discussion.
“Central enterprises set up a large number of companies – Where is the road of traditional software enterprises?” The following figure is quoted in this article.
Many CIOs are also confused about Digital Technology, fearing that the spin-off of the former internal IT team into Digital Technology will lead to the narrowing of the group’s IT management scope, which may only be left with responsibilities such as budgeting, IT architecture planning and security. In some companies, the CIO may also need to take on the role of general manager or chairman of the board of directors to ensure that management conflicts do not arise. However, some companies have formed two sets of teams between internal IT and digital, which leaves CIOs with a choice: to stay put and take on management functions to become pure “Party A”, or to join Digital and work as “Party B” but with greater scale and opportunity. 数字化转型网（www.szhzxw.cn）
In the past, for software companies, there were dozens or even hundreds of subsidiaries under a central enterprise, and each subsidiary was a potential customer. Many products and programs could be eaten more than one fish, and they could be used in other subsidiaries under the same group with a slight modification. The IT capabilities of these subsidiaries are generally not very strong, and they also rely heavily on the products and services of third-party companies in digital construction. Software manufacturers may think that the establishment of these digital companies is to “enrich the water does not flow to outsiders”, the group hopes to seize the business of professional software through various independent development of digital companies, and the business plate for software manufacturers may become smaller and smaller in the next few years.
At the beginning of their establishment, these digital companies usually undertake the performance growth targets proposed by the group, and some not only serve the internal service, but also use their own industry advantages to expand outside, hoping to become professional software companies in the industry. When developing new business, large enterprises can not care too much about the short-term cost, and even use the profits of internal services to support external business expansion, which brings huge competitive pressure to traditional software enterprises.
For example, Baosteel Group incubated the digital science company “Baoxin software”, which has become a model for the growth of digital science companies. The annual revenue of Baoxin software is about 13 billion, but the market value is as high as 100 billion, and the market value once exceeded the main business of Baosteel shares, and Baosteel shares have a revenue of up to 360 billion a year. The market valuation of technology companies is generally in accordance with PS (market value/sales) valuation, and the steel industry is generally in accordance with PB(market value/net assets) valuation, which shows the charm of technology. 数字化转型网（www.szhzxw.cn）
In the short term, the rise of these digital companies seems to create a lot of uncertainty for both the software industry and CIOs. But in the long run?
The emergence of the company effectively solved the previous state-owned enterprises and central enterprises in the establishment of restrictions on the problem, so that digital construction can be promoted faster. When disagreements arise between the Group and its subsidiaries, or between different subsidiaries, in relation to digital development, the establishment of a common ‘Party B’ platform can facilitate more effective communication and collaboration. At the same time, because of the lower transaction costs between the company and the group, those projects that require long-term attention, high complexity, and difficult collaboration are more likely to be approved and implemented.
By providing services to subsidiaries at all levels of the Group through the company, on the surface, IT is a “Party B”, but in fact, it can quickly sort out the shadow IT system of the whole group and form a panorama of digital assets, which is conducive to making the overall planning and design of the future. Before each subsidiary may have a variety of complex custom software, for a long time, the maintenance and upgrade cost of these software is very high, the company can replace, upgrade and unify these software, may use the company’s self-developed software, may also unify the procurement of standard software to reduce costs.
In large enterprises, each subsidiary or department will have its own digital budget, small companies from millions to tens of millions of dollars, such a budget may be difficult to build a complete digital system, unable to form scale effect. But when the budgets of all subsidiaries are combined, a large company’s digital budget can reach billions or even tens of billions, which is large enough to build excellent digital systems and purchase professional software.
The team size of about 200 people may be the starting point of scale for a number of enterprises. If the team is properly divided and combined, with a total budget of about 100 million to 200 million, the ability can be comparable to small Internet technology companies; It can not only complete the digital construction work of the enterprise well, but also hope to incubate the standard solution of the industry. However, if these technical talents are dispersed, their potential synergies and innovation capabilities may not be fully developed, which may lead to the waste of technical resources and the reduction of innovation efficiency. 数字化转型网（www.szhzxw.cn）
Of course, it is impossible for the company to choose any software will be self-developed, and ultimately depends on its own strength and the competitive relationship with professional software manufacturers. For example, China’s largest BI report software company Fan soft has thousands of scale, its functional complexity and design have been a good precipitation, most of the division companies can not accumulate so many resources in this subdivision. In this kind of software, if the company forcibly uses the self-developed system to replace the original subsidiary’s professional software, it may be ridiculed by many users, and the effectiveness of digital work will be greatly affected.
From the CIO to the CEO of a digital company, the identity and role of managers have actually changed a lot. The boundaries of CIO are mainly in the digital budget, pure Party A’s team is often more stable, business and project flexibility can be solved by Party B and outsourcing, how much budget to do how much work. Many CIOs in large enterprises grew up in-house and may be more familiar with the main business, but lack experience in the technology services industry. In terms of career development, many CIOs of large enterprises, even if they want to transform their business, may prefer to rely on their digital background to rotate to the company’s main business.
The boundary of the CEO of digital technology company is mainly in the company’s profit and loss and customer satisfaction, there are more development opportunities, but there are also greater challenges. In the long run, digital technology companies can accumulate their own technologies, solutions, and form scale effects. Internally, we need to support our own team, and externally, we need to seek business opportunities inside and outside the enterprise to promote the company’s business growth and market expansion. This requires the CEO of digital technology company to have stronger business insight and market development ability, but also means the need to deal with more complex stakeholder relationships and market competition.
The central enterprises set up a large number of digital science companies, what changes may occur in the future? What does the CEO of digital division need to focus on?
1. From the role of Party A to the role of professional service
After the CIO of Party A turns to the CEO of the company of Party B, it is more necessary to make efforts in operation and management, and to be able to compete with market-oriented professional companies in operation efficiency. The CEO of a digital company is not only responsible for the operation and management of the internal team, including the sales, pre-sales, program and delivery system for the front line, as well as the manpower, legal affairs and finance for the back office, but also needs to consider the continuous optimization and iteration of the organization. Once you turn to a professional service company, you need a clearer incentive mechanism to lead the team, how to develop a KPI system for management, how to do internal accounting, whether the financial system is consistent with the main business, and how to achieve the integration of business and finance. This transformation needs to add a lot of new knowledge both in consciousness and methodology, and we can refer to Chen Guo’s public number series articles here. 数字化转型网（www.szhzxw.cn）
Operation Management of Professional Service Project Companies
2. Digital support system for modern service industry
Due to long-term accumulation, those large software enterprises have often built a very complete variety of systems, including business opportunities, cost estimation, quotation, project control, reporting and dispatching, project accounting, cost control and internal performance systems, many of which are customized by software enterprises. Although there are many professional software to choose from in each module, it may be difficult to build the entire system in a short period of time for companies that have just established the system and are not so mature. A large enterprise with 10 billion revenue may have a digital budget of several hundred million, but a 200-person digital company may only have a digital budget of several million for the construction of internal operating systems and take a more agile approach to its own digital construction.
Here, it is recommended that you pay attention to the integrated management platform “Enterprise Management cloud, https://www.77hub.com/”, which is specially built for the modern service industry, and use the SaaS platform to quickly transform the department into a professional service role.
3. Internal quotation system and bad debt disposal mechanism
Gradually form the internal quotation system of service enterprises, such as standard IT operation billing system, customized man-day service system, standard software module function pricing system, process and system for project effect and cost evaluation, transparent mechanism for internal and external audit, so as to reduce internal transaction costs. In the internal marketing, the company also needs to pay attention to the constraints of some internal control systems, such as the catering reception policy used for external customers may not be suitable for internal customers. The following article is a good answer to some of your common questions:
“Is CIO still worrying about the annual budget? Comrade Xiaoping has long pointed out a bright way for us” 数字化转型网（www.szhzxw.cn）
Since the company was a subsidiary of the Group at the beginning of its establishment, it may not be as clear as a third-party company in terms of internal charges and payment collection standards, and it is difficult to Sue for internal bad debts. The company should not only pay attention to the internal “political correctness” of the enterprise, but also meet its own management objectives after the implementation of digital construction work. Dealing with internal arrears and bad debts requires emotionally intelligent internal sales teams and pre-established processes to effectively deal with these complex financial issues.
4. Make up for the shortcomings of sales and marketing
For the CEO of the company, serving the internal customers well is only a starting point, and the ceos who have the pursuit will certainly take the Baosin software with a market value of 100 billion as the target learning object. Reduce the internal service revenue to 50%, or even less than 20%, the company is the real market success. For CIOs with technical and management background, it is often a short board in sales, marketing and channel building capacity. Therefore, it becomes an effective strategy to study and learn from those companies that perform well in the field of marketing. In this regard, you can expand your knowledge more diversified, learn the Internet and new media and other fields, and better use the leverage of emotional value and communication.
Interestingly, in the marketing software industry, many of the founding teams of companies did not come from software backgrounds. For example, the founding team of CRM software ‘Enjoy Sales customers’ has a background in news media, while the team of private marketing software’ Wehillhouse ‘comes from the field of advertising media. Conversations with these companies and their customers can quickly reveal how other software services businesses are effectively marketing to external customers.
5. Transition to a more professional technology company
Different from the previous position of pure Party A, Suke is not only a software user, but also needs to combine different tools and software into solutions that better meet business needs, such as how to transform third-party standard products or OEM solutions suitable for the group and achieve commercial success. Digital science companies need to be very careful to balance the relationship between professional software and self-developed software in the market, from the final market competition law, perhaps 80% of the supply should come from the market.
The company also needs to be competitive with the market in terms of software development capabilities and architecture capabilities, and needs to pay long-term attention to the development dynamics of technologies, such as open source components and architectures, technology research and development systems of Internet technology enterprises, and how AI can improve the development efficiency of software engineering.
More importantly, the company needs to accumulate its own product capabilities in long-term digital construction projects, from customization to standardization, support the large-scale development of business scenarios, and from internal services to industry empowerment. This means that Digital is not only an implementer of technology, but also an enabler of innovation to adapt to the changing market and technological environment. 数字化转型网（www.szhzxw.cn）
Summary and reflection
The Real Gap between Chinese Software and Europe and the United States: Unifying the Big Market
In combination with the above article, the biggest difficulty of Chinese software is that there are too few large enterprises in a single business, and more restructuring and merger are needed both in business and digital construction, and the emergence of Suke may speed up this process.
Through the involvement of Digital Technology companies, digital teams, project execution and budgets in large enterprises are effectively integrated. This consolidation process may lead to the elimination of small software vendors in the fragmented market, significantly changing the industry’s supply and demand ecology, and this change has the potential to improve the quality of life of remaining industry players, and ultimately incubate better software products.
I believe that as long as the time is long enough, the construction of digitalization will be unified, and we will eventually be able to birth a powerful software enterprise.
This article is reprinted by www.szhzxw.cn. It comes from Business Review. The author is Cheng Zhaoqian. Editor/Translator: Digital Transformation Netting Lemon Tree.
本文由数字化转型网（www.szhzxw.cn）转载而成，来源于商业评论 ，作者程兆谦；编辑/翻译：数字化转型网宁檬树。
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