Oaks is a dark horse for China's home appliance industry to move towards manufacturing, a sword for China enterprises to successfully use various marketing strategies to open up the market, an elite for enterprises to expand from simplification to diversification, and a model for China private enterprises to successfully implement ERP by using modern information technology.

When people study the Oaks phenomenon, they always feel that there are some secret weapons behind the incredible miracle created by Oaks. The information construction of Oaks, especially the ERP project, is regarded by many journalists as the secret weapon of Oaks' development.

It's called a secret weapon. That was in 200 1 year, when the success rate of ERP implementation in China was less than 20%. In the warning of many ERP failure cases at home and abroad, Oaks dared to be the first, invested 30 million yuan and resolutely launched. This is a kind of courage and courage.

A year and a half later, the project was successful. Niuren once again created a miracle of big project, short cycle and quick effect in a brand-new high-tech field. People don't know why this risky project succeeded under the hands of cattle people. People don't even know what new tricks and amazing moves Oaks has in informatization.

In the past, Oakes' event marketing and pricing strategies were mostly explicit tactics. The effect of informatization and the achievement of ERP are potential explosive forces and value-added competitiveness! This will inevitably attract more attention. So, what secret weapons does Oaks have in information construction?

First, choose the starting point from the research failure.

As a private entrepreneur, Zheng Jianjiang has a keen eye and advanced thinking. When the Internet just came to us, he realized that China enterprises would gain new vitality and hope from modern information technology. Therefore, Carrefour has set up an export purchasing department in Shanghai, and seven American multinational groups have set up a purchasing network in Shenzhen. The fact that the annual purchase amount is as high as $654.38+$50 million deeply inspires him.

He realized that nowadays, network management ability has become a kind of market attack ability and core competitiveness of multinational enterprises. As a private enterprise in China, we must stand at the forefront of informationization and seize the commanding heights. With the development of network economy, he further felt the importance of rapid information transmission for rapid decision-making and the implementation of various marketing strategies by Oaks. He is determined to lead and transform his traditional enterprises with modern science and technology, extend the tentacles of enterprises, introduce advanced technology and management concepts of multinational enterprises, and let private enterprises in China take off on the wings of informationization. It is out of this forward-looking strategic thinking that Zheng Jianjiang, President of Oaks, decided to invest 30 million yuan in ERP. As a private entrepreneur, this keen sense of new technology, this bold decision-making and this strong sense of innovation are commendable.

However, Aux's decision is not based on the pursuit of new trends, let alone the display of image engineering; What cattle people want is innovation, and what they want is profit. Their attack is based on the full estimation of ERP risks and the profound analysis of ERP failed enterprises. Before deciding to introduce ERP, they have found out six reasons why domestic enterprises failed to implement ERP projects:

The original management foundation of enterprises is too weak, and ERP is regarded as a panacea to improve efficiency;

There is no clear definition of the needs of enterprises;

There is no complex structure in the choice of ERP implementers;

Didn't realize the great value brought by choosing excellent ERP system and excellent consultant;

Senior leaders of enterprises pay insufficient attention to it;

Lack of preparation for the adjustment of organizational structure and the change of business process in the implementation process.

The failure of this kind of research is the starting point of their success. It is also the starting point for them to turn their calm thinking about the future development strategy into actual combat.

Second, establish a strategic entry point from the positioning.

The connotation of enterprise informatization construction is very rich. The key is to choose a good starting point. In practice, Oaks people feel that the market economy needs the ability to respond quickly to the market; Need quick decision-making ability to seize business opportunities. Therefore, they decided to introduce ERP management software as the starting point, first to improve the dynamic management level of enterprises and enhance the offensive and reactive ability of the market.

From this point of view, Oaks has determined a clear strategic positioning. That is:

Established the strategic positioning of enterprises as the main body of informatization;

Established the strategic goal of enterprise informatization to see practical results;

The accountability principle that the main leaders of enterprises are the first responsible persons of information projects is established.

These three institutions:

It has changed the situation that some enterprises give up their leadership in the implementation of ERP projects, are in a subordinate position, and only sign without paying;

Put an end to the possibility that some enterprises have no approval of the project plan, no requirements for the project progress, no doubt about the project extension and no evaluation of the project overrun, making ERP projects a hasty project with high technical consumption;

Some enterprises' ERP projects have been prevented from going up, and tuition fees are a basket, and everything can be filled in, without accountability and management.

Practice has proved that these three principles are Oakes' exploration in practice; It is also an innovation in practice. It is these three strategic orientations that make a 30 million large-scale modern science and technology project have a clear goal and direction, and a firm strategic command center and command principles.

According to these principles, Oakes insists on independent choice. It pays attention to many implementation principles such as knowledge transfer and process control. Select 10 managers to form a jury to inspect Gree, CNNC, Shanghai Mitsubishi Elevator, Lenovo and other companies, and compare suppliers' enterprise status, expansion and openness of software functions, secondary development tools and their ease of use, perfection of software documents, after-sales service and technical support, system stability, reputation and strength, price appropriateness, and management consulting ability of implementing companies, and score them one by one. After many comparisons, SAP software was finally selected as a qualified supplier. The principles and main selection modules of ERP software and hardware investment are determined. This ensures the smooth realization of the project objectives from both strategic and tactical aspects. Thirdly, Oakes has no experience in establishing operational control points and launching ERP from tactical principles. According to the orientation of self-management, Oakes explored five principles in the implementation.

1) the principle of whole process control;

The process control of ERP project is the basic management principle of ISO9000, and it is also the concept and management method of risk control and risk management proposed in BS7799 international network security standard. A considerable number of ERP enterprises have passed ISO9000 certification, but they have deviated from this principle in project implementation. In practice, Oaks pays attention to control and management from five aspects.

Aspects of these controls include:

Pay attention to the authenticity of numbers and control the accuracy of input;

Pay attention to the intersection of competent departments and control the correlation of the same data;

Pay attention to the connection between different processes and departments; Ensure the consistency of interfaces;

Pay attention to the consistency of multi-department input progress and control the identity of the overall progress;

Pay attention to the timeliness of input and modification, and control the effectiveness of system operation.

Because of the dynamic, whole process control and management in project implementation. It effectively overcomes the phenomena of interface disconnection and inaccurate graphics. Thus, it laid a foundation for the smooth implementation and effective operation of the project and won time. Reduce duplication of work.

2) the principle of ensuring technological progress with the system;

Wu Jinglian, a well-known economist in China, emphasized in his new book "System is More Important than Technology" that informatization should be based on the initiative and creativity of all members of society, and China's system and cultural tradition may hinder the construction of information society more seriously than its industrialization. Therefore, in the process of informatization in China, institutional and cultural factors play a more important role than technology. Wu Jinglian's words were clearly and vividly confirmed by Ox's ERP practice.

In the process of ERP implementation, in order to ensure the effect of cooperation with the system, they specially formulated nearly 100 rules. Each system has a corresponding fine amount. The main contents include operation time (such as input progress), data accuracy and completeness, etc. , and divided into detailed rules by department. At the same time, the next working procedure has the right to supervise and punish the behavior of the previous working procedure beyond the regulations. For example, in terms of time, the operation of each link has time control. For example, link A takes 5 minutes. If the actual operation time reaches 7 minutes, resulting in the delay of the next link, Department B will be fined in the next link. These management rules are formulated by the Information Technology Department and the business department after consultation and evaluation. Therefore, it has a broad mass base. The implementation has achieved good results.

3) Principles of knowledge transfer;

The slogan of scalper is: the implementation consultant is not the nanny of the enterprise, but does his own project. According to this principle, Oaks and the project implementation consulting company reached an agreement that during the project implementation, Oaks' it personnel should be trained at the same time to master the full set of project implementation capabilities. In this way, a project was implemented and a group of talents were trained. I bought a new technology and formed my own backbone team. At present, five employees of Oaks have passed the SAP global certification examination and have the ability to implement SAP ERP software.

This method is very strategic. In the process of introducing advanced technology, absorb knowledge, cultivate and establish their own technical team; Improve and test the skills of the team in exporting knowledge and expand the incremental resources of the team. This cycle of input and output, as well as the increment in the cycle, has become an important principle for Oaks to adapt to the needs of high-end talents in the extended enterprise structure.

4) The principle of clear responsibility and clear rewards and punishments;

At the beginning of the project, Zheng Jianjiang, president of Oaks, made it clear that if ERP failed, I would resign. This laid the foundation for implementing the project accountability system step by step from the president. This kind of accountability system is actually a transfer of responsibility and pressure. It conveys stress and responsibility.

In fact, Oakes believes that it is not enough to have a clear responsibility. So they implemented the principle of clear reward and punishment. The company not only stipulated the terms of 100, but also determined the corresponding amount of fines for violation. This fine system also implements the departmental responsibility system. If the fines of employees in the department reach a certain amount, the whole department will pay a certain amount of fines on the basis of these amounts, and the fines of these departments are all from the pockets of employees. In the process of fines, the principle of mutual supervision is implemented, and those who report problems will receive a certain percentage of rewards on the basis of fines for those who have problems.

At the same time, the company awarded 200,000 yuan. In the year before the launch, the competent department can control this fund completely and reward it according to its merits. For those who have performed well in the project, no matter they are from IT department or other departments, the maximum reward can be 1 1,000 yuan. The Director of Information Management Department has the right to double the punishment for departments or individuals that hinder the progress of the project and affect the start of the project according to the company's relevant systems. If it is not stipulated in the system, it has the right to give a single penalty of less than 2000 yuan. Because the rewards and punishments are clear, it has achieved good results.

5) The principle of compound verification

The ERP project has achieved remarkable results since its launch.

In terms of inventory, Oaks sold 500,000 air conditioners in 20001year. After the implementation of ERP in 2003, the sales volume increased fivefold to 2.5 million units, but the inventory decreased by 26 percentage points compared with 20001year.

In terms of efficiency, when handling the sales of 500,000 units before implementation, four people need to enter the order. After ERP went online, only 1.5 people handled 2.5 million sales orders.

Judging from the market reaction speed, the basic data of market decision and sales decision are clear at a glance, such as the total output of air conditioners every day, the output of each air conditioner model, the daily sales of the national market, the daily sales of regional markets and the single-machine shipments, and the comparative analysis with the same period last year. For example, an air conditioner in Oaks is particularly popular in a certain area, and this information is put on the desk of the company leader within 30 seconds through the transmission platform. Ten hours later, the goods arrived. Not only that, the marketing plan determined at 10 in the evening can be implemented all over the country at noon the next day.

The dynamic mechanism and quick response ability of this market provide a strong technical support and management foundation for various marketing decisions. However, Oakes is not satisfied with these effects and achievements, and they insist on the effect view of verifying and evaluating the actual effects. Because, the effect of information engineering is embodied and manifested in two levels. One is obvious effect, and the other is potential effect. The obvious effect is explicit effect. For example, reduce costs and reduce inventory. I'll see it soon. The potential effect is a long-term effect, an integrated effect and an incremental effect. This kind of appreciation and appreciation is often a combined effect or a secondary effect. It will take some time to investigate and follow up. It needs scientific evaluation and verification. To this end, Oaks invited a special evaluation agency to evaluate the project, making it more effective and scientific.

Peter drucker, the father of modern management, said: Innovation is a special weapon for enterprises, which means finding new business opportunities or providing new services through transformation. Enterprise informatization will inevitably bring innovation in technology, management and system, and will surely become the golden key for Oaks to further open the door to wealth. In the future, the information construction of Oaks will have greater development. In the future, sales companies, foreign trade companies, real estate companies, import and export companies, commercial air-conditioning companies and communication companies will make new progress and breakthroughs in ERP project implementation. The effect of enterprise informatization will be more fully displayed.