论文部分内容阅读
12月5日,在全球分销服务领域领先的英迈公司正式推出面向国内经销商的电子商务平台系统,并帮助没有经验的经销商开发了企业内部 MIS 管理系统及提供虚拟主机服务。另外他们一反大多数厂商体内循环、体外支付的规则,大胆地与招商银行合作把网上结算引入系统中,使物流、信息流和资金流都能顺畅地流转。但是对英迈亚太区总裁 HansKoppen 来说,一切都是刚刚开始,人与文化可能是变革最大的障碍,怎样帮助人们克服担心并完成尽快变革才是关键。EC 为什么Dell 曾作为电子商务的先驱者率先冲击了传统分销模式,并引来一片哗然。
On December 5, Ingram Micro, a leading global distribution service company, formally launched an e-commerce platform system for domestic distributors and helped inexperienced distributors to develop an in-house MIS management system and provide web hosting services. In addition, contrary to most of the manufacturers in vivo circulation, in vitro payment rules, boldly cooperate with China Merchants Bank to bring online settlement into the system, so that logistics, information flow and capital flow can be smoothly flow. But to Hans Koppen, president of Ingram Micro’s Asia Pacific, everything is just beginning. People and culture can be the single biggest obstacle to change and how to help people overcome their concerns and complete the transition as quickly as possible. Why did EC Dell lead an ecommerce initiative in its traditional distribution model and caused an uproar?