当前数字化转型已经上升到行业瞩目的高度，数字化赋予了企业在新时代存活的新生命，它将带领社会与企业一起进入到一个全新的时代。
一、数字化转型趋势
“十四五”规划和2035年纲要以及2021年的政府工作报告中都明确提出了“数字化”的总体发展方向。由此也反映了国家对数字化的重视程度。
“数字化 ”即在当前第四次工业革命时期，大数据、云计算、人工智能等新一代信息技术，革命性重塑生产要素、生产力和生产关系的动态化过程。由此，数据成为新的生产要素，云端一体化算力和人工智能算法创造了新的生产力，电子商务、共享经济、客户关系管理、营销管理等新的创新实践不断涌现。
“数字化转型”则是具体到某些垂直行业、细分领域，运营主体运用“数字化”思想和工具实现创新突破或动能转换的过程。例如制造业的数字化转型，就是应用数字技术推进工业制造提质降本增效以及模式创新，提升智能化与精细化程度。
二、租赁公司管理数字化转型
数字化对于设备租赁公司意义更加重大，随着行业规模迅速扩大，市场竞争加剧，租赁商的发展焦虑感与日俱增。对于租赁资产管理的特性，数字化管理正好切中要点。
当前，对于300台以上规模的租赁公司，如何转变传统的资产管理模式，向数字化管理和精细化管理转型已经成为当务之急。在数字化管理的基础上，数字化转型还有更为丰富的内容和收益。
（一）精细化管理
著名的管理大师德鲁克说：如果不能衡量，就无法管理。数字化是精细化管理的基础。
随着高空作业设备租赁行业规模的急速增长以及行业租金下行，粗放的经营方式已经过时，唯有精细化管理才能实现公司的稳健经营和可持续发展。
（二）提升用户体验
随着5G、互联网等数字化技术的广泛应用，用户对于数字化体验逐渐成为刚需。建筑行业的数字化以及用户的数字化需求是未来的发展趋势，租赁企业要主动适应外部数字化环境，实现自身与外部环境的对接。
（三）投资决策支持
租赁公司要考虑每台设备（具体到种类和机型）的投资回报水平，数字化管理可以为公司的投资决策提供支持。
三、租赁公司数字化转型的关键
数字化技能提升与数字化工具导入是租赁公司实现数字化转型的一体两面，两者互为前提、互相促进。对于租赁公司而言，在业务发展的过程中，需要同时推进数字化技能提升与工具导入。
（一）公司团队的数字文化与数字化技能
过去数据的获取以及基于数据的分析决策是少部分人、个别部门的特权。但随着技术的发展，数字思维以及数字化技能的获取成本大大降低，国民素质普遍上升，数字化技能成为人人必备的技能之一。
对于租赁公司，团队的数字化技能是承载数字化的基础；只有通过培训学习以及工作中的实践等方式，推动数字化工具在企业内部具体实施，并展现价值回报，才能将数字化在企业内部落地生根。
（二）引入数字化工具，降低数字化成本
当前数字化转型的成本大大降低，这得益于云计算、大数据、在线支付、电子合同、移动技术、二维码、社交平台技术等数字化转型的使用门槛、成本都大大降低。数字化转型能否实现有效落地很大程度上取决于数字化技术的投入、产出效率。
企业要能够发掘并导入适合租赁行业以及企业自身的数字化工具。这既包括传统的信息化系统，也包括创新的云端服务、数据分析工具、内部协作工具等。
（三）金禾租赁的数字化转型实践
传统的信息化主要是公司的业务通过系统实现流程化，使得效率提升、数据得以沉淀。数字化则是在信息化的基础上，通过对数字的挖掘应用，实现对人、投入产出、企业知识、财务、企业文化等方方面面的数字化转型。金禾租赁在实践的过程中导入了一系列管理工具：
管租易
管租易是金禾租赁导入的第一个信息化工具。由于租赁公司的管理涉及大量的合同管理、进退场等流程管理，金禾租赁引入管租易作为公司首个数字化管理系统。同时在应用的过程中不断发现问题并解决问题。管租易系统功能丰富，金禾租赁将其功能导入到公司实际经营，公司上下持续不断学习与推动。
随着对行业理解的加深以及功能应用的深入，公司团队在一些功能上产生了差异性需求。例如收款管理、发票管理、应收管理等。但，随着公司数字化管理实践的演进，有些关键控制点被加入到业务流程当中，而管租易是一个标准化产品，无法适应不同公司在数字化管理实践中进一步的功能定制的需求。
客户关系管理系统与企业微信
由于业务人员的外勤特点以及客户数量众多、信息庞杂，业务人员的流动会带来业务的中断和客户信息的流失。通过客户关系管理系统以及企业微信，将客户信息沉淀在系统中，既能实现对客户持续和有效的跟进，也能解决业务人员离职导致的客户流失问题。
飞书
随着公司数字化管理实践的演进，产生了在管租易功能之外的数字化管理工具的需求。飞书审批作为管租易业务流程的有效补充；同时将其飞书在线表格作为数据管理工具使用，解决线下台账存在版本、协作与分发管理不便的问题。作为公司的内部协同平台，飞书有效解决了公司的信息流通不畅，知识无法沉淀，以及协同效率低下的问题。
PowerBI
公司的日常管理需要大量的报表和分析。金禾租赁通过导入PowerBI解决了手工报表数据不及时、工作量大和准确性不足的问题；通过及时的周报表和月度报表有力地支持了公司的管理和改善工作。
四、对于未来数字化转型的思考与行动
未来，金禾租赁将从以下方面进一步深化数字化转型，提升数字化运营能力。
（一）降低数字化成本
设备租赁行业的盈利情况不足以支撑公司进行大规模的数字化建设投入，如何将有限的投入转化更大的产出，是行业面临的共同问题。公司应当充分利用当下的数字化技术发展成果，不断探索低成本的数字化工具，提升数字化的投入产出比。
（二）为数字化找到应用场景
租赁公司应当按照精益思维，实现数字采集和数字应用场景的闭环。在数字采集之初就应当考虑数字后续的应用场景和数据价值，并不断完善数字采集与数字应用场景之间的互动机制，充分体现数字化的商业价值。
（三）流程的闭环管理
通过数字化赋能企业端到端流程管理，让数字化成为企业由单兵作战向团队作战转换的抓手。一方面横向打通团队间、部门间流程，实现信息的充分流动共享，让后方团队为一线团队提供炮火支援。
同时通过流程化管理，进一步明确管理职责，降低人为管理带来的不确定性，提升流程的闭环管理能力。
（四）业财一体化与业务绩效一体化
通过数字化赋能业务-财务-团队绩效管理，提升财务数据的敏捷性和指导性，为公司的经营管理、团队绩效管理提供直接的支持，形成数字驱动业务发展的经营模式。
翻译：
At present, digital transformation has risen to the height of the industry attention, digital gives enterprises a new life to survive in the new era, it will lead the society and enterprises together into a new era.
- Digital transformation trend
The 14th Five-Year Plan, the 2035 Outline, and the 2021 Government Work Report all clearly put forward the overall development direction of “digitalization”. This also reflects the country’s emphasis on digitization.
“Digitalization” refers to the dynamic process in which the new generation of information technologies, such as big data, cloud computing and artificial intelligence, revolutionize and reshape production factors, productivity and relations of production during the current fourth Industrial revolution. As a result, data has become a new factor of production, cloud-integrated computing power and artificial intelligence algorithms have created new productivity, and new innovative practices such as e-commerce, sharing economy, customer relationship management and marketing management continue to emerge.
“Digital transformation” refers to the process in which the operation subject applies “digital” ideas and tools to achieve innovation breakthrough or drive transformation in some vertical industries and subdivided fields. For example, the digital transformation of the manufacturing industry is to use digital technology to promote industrial manufacturing to improve quality, reduce cost and increase efficiency as well as model innovation, and improve the degree of intelligence and refinement.
Ii. Digital transformation of leasing company management
Digitalization is of greater significance to equipment leasing companies. With the rapid expansion of the industry scale and intensified market competition, the development anxiety of leasing companies is increasing day by day. For the characteristics of lease asset management, digital management is just the point.
At present, for leasing companies with a scale of more than 300 units, how to change the traditional asset management mode to digital management and fine management has become a top priority. On the basis of digital management, digital transformation has more abundant content and benefits.
(1) Refined management
The famous management master Drucker said: if you can’t measure, you can’t manage. Digitization is the foundation of fine management.
With the rapid growth of the scale of high-altitude equipment leasing industry and the decline of industry rent, the extensive mode of operation is out of date. Only fine management can realize the steady operation and sustainable development of the company.
(2) Improve user experience
With the extensive application of 5G, Internet and other digital technologies, digital experience has gradually become a demand for users. The digitization of the construction industry and the digital demand of users are the development trend of the future. Leasing enterprises should take the initiative to adapt to the external digital environment and realize the connection between themselves and the external environment.
(3) Investment decision support
Rental companies need to consider the return on investment of each unit (specific to the type and model), and digital management can support the investment decision of the company.
Iii. Key to digital transformation of leasing companies
Digital skills enhancement and digital tools introduction are two integral aspects of digital transformation for leasing companies. For leasing companies, in the process of business development, they need to promote digital skills and tool introduction.
(I) Digital culture and digital skills of the company team
In the past, access to data and decisions based on data analysis were the prerogative of a few people and individual departments. However, with the development of technology, the acquisition cost of digital thinking and digital skills is greatly reduced, and the national quality is generally improved. Digital skills have become one of the necessary skills for everyone.
For leasing companies, the team’s digital skills are the basis of carrying the digital; Only by promoting the specific implementation of digital tools in the enterprise through training, learning and practice at work, and showing the return of value, can the digitalization take root in the enterprise.
(2) Introduction of digital tools to reduce digital costs
At present, the cost of digital transformation is greatly reduced, which is due to cloud computing, big data, online payment, electronic contract, mobile technology, two-dimensional code, social platform technology and other digital transformation of the threshold of use, the cost is greatly reduced. Whether digital transformation can achieve effective implementation largely depends on the input and output efficiency of digital technology.
Enterprises should be able to explore and introduce digital tools suitable for the leasing industry as well as the enterprise itself. This includes not only traditional information systems, but also innovative cloud services, data analysis tools, internal collaboration tools, etc.
(3) Jinhe Leasing’s digital transformation practice
Traditional informatization is mainly the company’s business through the system to achieve process, so as to improve efficiency, data precipitation. Digitization, on the basis of informatization, realizes the digital transformation of people, input-output, enterprise knowledge, finance, enterprise culture and other aspects through the mining and application of numbers. Jinhe Leasing has introduced a series of management tools in the process of practice:
Management rent
It is the first information tool introduced by Jinhe Leasing. As the management of leasing companies involves a large number of contract management, entry and exit process management, Jinhe Leasing introduced the Tuanzuyi as the company’s first digital management system. At the same time, in the process of application, problems are constantly found and solved. The leasing system is rich in functions. Jinhe Leasing will introduce its functions into the actual operation of the company, and the company will continue to learn and promote.
With the deepening understanding of the industry and the in-depth application of functions, the company team has different demands on some functions. For example, collection management, invoice management, receivables management, etc. However, with the evolution of the company’s digital management practices, some critical control points have been added to the business process, and the EASe-to-manage is a standardized product, unable to adapt to the needs of further functional customization in different companies’ digital management practices.
Customer relationship management system and enterprise wechat
Because of the characteristics of business personnel in the field and the large number of customers with complex information, the flow of business personnel will lead to the interruption of business and the loss of customer information. Through customer relationship management system and enterprise wechat, customer information is deposited in the system, which can not only realize the continuous and effective follow-up of customers, but also solve the problem of customer loss caused by the turnover of business personnel.
Flying book
With the evolution of digital management practices in companies, there is a demand for digital management tools beyond the functions of rent management. Air book approval as an effective supplement to the business process of leasing management; At the same time, the Feishu online form is used as a data management tool to solve the problems of inconvenient version, collaboration and distribution management of offline ledger. As the company’s internal collaboration platform, Feishu effectively solves the company’s problems of poor information flow, unable to precipitate knowledge and low collaborative efficiency.
PowerBI
The day-to-day management of a company requires a lot of reporting and analysis. By importing PowerBI, Jinhe Leasing solves the problems of untimely manual report data, heavy workload and insufficient accuracy; Support the management and improvement of the company through timely weekly and monthly reports.
Iv. Thoughts and actions on future digital transformation
In the future, Jinhe Leasing will further deepen the digital transformation from the following aspects, improve the digital operation capacity.
(1) Reduce digital costs
The profitability of the equipment leasing industry is not enough to support the large-scale investment in digital construction. How to transform the limited investment into greater output is a common problem facing the industry. The company should make full use of the current digital technology development results, constantly explore low-cost digital tools, improve the digital input-output ratio.
(2) Find application scenarios for digitization
Leasing companies should follow the lean thinking and realize the closed loop of digital acquisition and digital application scenarios. At the beginning of digital collection, we should consider the subsequent digital application scenarios and data value, and constantly improve the interactive mechanism between digital collection and digital application scenarios, so as to fully reflect the commercial value of digitalization.
(3) Closed-loop management of the process
By enabling enterprise end-to-end process management through digitalization, digitalization becomes the starting point of enterprise’s transformation from individual combat to team combat. On the one hand, the process between teams and departments can be opened horizontally to realize the full flow and sharing of information, so that the rear team can provide artillery support for the front team.
At the same time, through process management, management responsibilities are further defined to reduce the uncertainty caused by artificial management and improve the closed-loop management ability of the process.
(4) Integration of industry and finance and integration of business performance
By enabling business-finance-team performance management through digitalization, the agility and guidance of financial data can be improved, providing direct support for the company’s operation management and team performance management, and forming a digital-driven business development business model.
本文由数字化转型网（www.szhzxw.cn）转载而成，编辑/翻译：数字化转型网默然。
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。
