企業數位轉型之銷售管理數位化效益分析-以新創電子公司為例

隨著數位科技以及AI技術的蓬勃發展，輔助企業營運管理的數位產品越來越多且價格也不像以往這麼高不可攀，近年來吸引許多企業紛紛投資數位企業管理系統，而數位轉型（Digital Transformation）一詞更是目前評估一間公司競爭力的重要指標。在我國數位化的發展中製造業佔有相當大的比重，從客戶服務、訂單接取、排程製作到出貨安排皆有相對應的系統可對應，但也隨著複雜的訂單變化及生產過程，使得系統需要龐大的資料庫以及高階的運算能力來應對，系統建置費昂貴，軟硬體搭配下來對於製造業來說往往都是相當可觀的投資；並且製造業不像其他B2C產業，需要直接對應到消費者，對於企業主來說既有的商業經營模式能帶來營收，但是數位轉型投資成效卻沒辦法被立即看見，需要等待三到五年營業利潤降低、股東報酬減少的陣痛時期，是目前許多公司不敢貿然投資的原因。本研究是以光電產業新創電子公司為例，探討其在面對後疫情時代下，光電產業供應鏈接踵而來的諸市場多挑戰，以及瞬息萬變的產業環境中，個案公司如何踏上數位轉型之路，進行數位銷售管理平台的規劃、建構與推動，並如何運用數位轉型突破重圍，成功推升營收成長，對個案公司實際數位轉型過程、改變的經驗、經營效益，聚焦檢視及分析改變前後的綜合效益，提供業界在後疫情時代，發展數位化應用的關鍵數據與發展方向參考，進而推動未來新創中小型電子產業的數位轉型。

關鍵字

數位轉型；經營策略；銷售管理；效益分析

並列摘要

With the vigorous development of digital technology and AI technology, there are more and more digital products that assist enterprise operation management and the price is not as high as before. In recent years, many enterprises have been attracted to invest in digital enterprise management systems, and the term digital transformation It is an important indicator for evaluating the competitiveness of a company at present. In the development of digitalization in my country, the manufacturing industry occupies a considerable proportion. There are corresponding systems for customer service, order receiving, scheduling production and shipment arrangement. However, with the complex order changes and production processes , so that the system needs a huge database and high-level computing power to deal with it, the system construction cost is expensive, and the combination of software and hardware is often a considerable investment for the manufacturing industry; and the manufacturing industry is different from other B2C industries. Corresponding directly to consumers, for business owners, the existing business model can continue to bring revenue, and digital transformation investment, because the results cannot be seen immediately, need to go through a painful period of three to five years of reduced operating profits and reduced shareholder returns , which is the reason why many companies are afraid to invest rashly. This study takes the optoelectronic industry start-up electronics company as an example to discuss how the company can embark on digital transformation in the face of the challenges of the supply chain of optoelectronic industry in the post-epidemic era, as well as in the rapidly changing industrial environment. On the road, carry out the planning, construction and promotion of the digital sales management platform, and how to use the digital transformation to break through the siege and successfully boost the revenue growth, focus on the inspection and analysis of the actual digital transformation process, experience and operating benefits of the case company. The comprehensive benefits before and after provide the industry with key data and reference for the development of digital applications in the post-epidemic era, thereby promoting the digital transformation of new small and medium-sized electronics industries in the future.