Lining Cang Kun: Joint Vertical And Horizontal To Ensure IT Investment Value

January 10th,

Cang Kun believes that the business development of enterprises is closely related to IT: "by establishing and using the IT system that meets the business characteristics, the business process can be solidified into the system to ensure the accuracy of the process execution and ultimately improve business efficiency.

After the IT system is put into operation, it will mean value and return to the company, and ensure the investment value of IT system, which is the responsibility of IT operation.

Li Ning Co's IT is constantly changing with the development of business, and IT operation is also growing in this process.

Today's Li Ning Co operates 6 brands, including Lining, LI-NING, AIGLE, LOTTO, DHS, KASON and Z-DO.

The company is no longer just a simple manufacturing enterprise, but a comprehensive brand management group integrating market, R & D, production and sales.

Every step of the business is accompanied by IT.

As a manufacturing enterprise, Li Ning Co realized the importance of timely delivery and cost control, and introduced the ERP system at the time when the company was founded for 10 years.

Since then, through the independent development of MIS/POS system, strengthen sales management.

While the original POS system can not adapt to the fierce competition in the market, Li Ning Co has begun to free more fast and sensitive E-POS systems to all stores, including direct outlets and distributors.

Today, Li Ning Co has ERP, PLM, CRM, E-POS and other systems, covering all aspects of product design, internal management, sales, marketing and other business areas.

"The huge sales network and diverse IT systems bring great pressure to the IT operation team."

Cang Kun said frankly.

In 2010, Li Ning Co released a new brand strategy. "MaketheChange" instead of "Anythingispossible" became a new brand slogan. This is a new challenge for Cang Kun's team.

After 20 years of rapid development, what Li Ning Co wants to change is the market share of most of the first tier cities and young people under 25 who have been occupied by two major foreign brands for a long time.

To do this, we need a more sensitive market sense. To implement IT, we need a strong terminal IT system to achieve timely collection and feedback of terminal data.

Under this background, it is particularly important to ensure the stability and efficiency of E-POS system.

By the end of November 2010, Li Ning Co has updated and updated thousands of stores' E-POS systems. The IT operation team needs to deal with thousands of service requests from all over the country every month.

Terminal stores are large and scattered and IT level is uneven. It is no easy task to achieve good IT support. How can we do it?

In the view of Cang Kun, the use and health of IT system affect or determine the operation of the company to a large extent.

The exclusive secret for Li Ning Co to ensure its stable and efficient system is to consider and arrange the whole system's life cycle. "If there is any defect in one link or insufficient homework, there will be problems."

Cang Kun said.

Take the new Li Ning Co E-POS system as an example, from requirements to design, development and testing to acceptance, every link has clear rules and requirements, and when it is built, it refers to the standard requirements of IT operation. Operators also enter the project, fully understand the business needs, review the delivery of various stages, and ensure system availability.

In addition, the Li Ning Co also fully considered the stability of the hardware platform.

In the operation stage after the system was delivered, Cang Kun led the team to set up a three level support system, including outsourcing providers, and drew up strict procedures and standards from the management point of view, and constantly improved and adjusted in subsequent management.

It is from construction to operation that such meticulous work ensures the stability and efficiency of Li Ning Co's new E-POS system.

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In the Li Ning Co's three level operation and maintenance system, the front line is mainly responsible for the service acceptance, and the remaining problems are pferred to the scene or second line personnel, and the front-line duty is realized by the centralized service desk set up by the external service providers.

The service desk is the first contact place when users seek IT support, and its operation quality will directly affect the user's use of the system, and then affect the entire IT operation level.

Therefore, the quality of outsourcing service stations is a concern of most CIO.

Recently, a IT service desk research conducted by CIO, a professional IT operation management service provider, has also revealed that 78% of the outsourced enterprises believe that quality control is a difficult problem. The results of a IT service desk survey conducted by more than 80 large enterprises are also presented.

But Cang Kun does not seem to be troubled by so many aspects. The call loss rate of Li Ning Co service is basically controlled at around 5%. In the request to solve the first line, the resolution rate is over 80%, and the average processing time is less than 15 minutes.

For the quality controllability of outsourcing, Cang Kun said with great gravity: "the service desk can also be divided into two stages of construction and operation. As long as you manage the two stages professionally enough, you can catch the key points and the main line, and you can get in harmony with the service providers. The quality of service will also be guaranteed and improved."

This is, of course, not just rhetoric. The good result of the Li Ning Co service desk really stems from this. As a company that used outsourcing earlier, Li Ning Co has a very mature experience in outsourcing its suppliers.

As early as the implementation of the service desk half a year ago, the IT operation team of Cang Kun began preparations.

The first is to choose the service providers. "The professionalism of the service providers is the premise and foundation for outsourcing quality", said Cang Kun. "E-POS system users spread across the country, including a large number of 2 or 3 line cities, and the application environment is not standard, and the users' IT level is uneven. Therefore, we will focus on the service outlets and implementation experience of the service providers."

In the end, the Golden Road Tiancheng Information System Service Co., Ltd., which has more than 10 years of experience in IT operation management service of large foreign enterprises (referred to as golden way), has become the IT support partner of Li Ning Co's E-POS system.

Next, Li Ning Co and golden road company joined in the construction of the service desk. "The reason for common construction is to make the service providers' methodology and experience better integrated with our actual situation."

Cang Kun said.

4 months before and after, Cang Kun and Jin Dao company worked out a blueprint for service desk, defined work contents and boundaries, classified IT support work, formulated relevant processes and standards, determined organizational structure and post responsibilities, worked out assessment indicators, and prepared all kinds of tools needed.

It took a month to complete the final preparation of voice prompts, equipment testing, line opening, office facilities and so on.

It can be seen that Cang Kun's control of outsourcing quality is already in place in the construction stage of the service desk.

"At the stage of operation, we need more efforts from both sides, without outsourcing."

Cang Kun said, "outsourcing is just the beginning, outsourcing work and arrangements for the work of their employees as well as management, need and service providers continue to analyze, summarize, adjust, rather than letting go."

Cang Kun attaches great importance to the process management in outsourcing, including determining the boundary of outsourcing work, namely the goal; formulating management mechanism, that is, process and standard; determining organizational structure, namely, the position, responsibility and capability requirements of outsourcing team and its own team; determining the assessment method; and constantly checking, adjusting, checking, readjustment and so on.

Cang Kun believes that if we omit or ignore these processes, the quality of outsourcing will be very difficult to control.

"The most important point is that after many joint efforts by the two sides, the chamber of Commerce will think in your way and solve the problem in your own perspective. This will form a tacit understanding. After the tacit understanding, the quality will be controlled."

In this way, Cang Kun not only is good at management, but also shares the management experience with the outsourced partner, golden road company, so that the advantages of ManagedService (management services) are highlighted, the real concern for the quality of service and the proactive improvement measures, so that Lining's IT outsourcing is different from that of mere personnel outsourcing, so that Cang Kun can save much effort.