和光變法

    2001年，用ERP管理的浪潮在中國一陣緊似一陣，如何建立公司流程，並且運作科學有效，成為企業管理界的制高點。但是，它涉及企業內部利益、權利、重組、分配等等難題，很多企業望而卻步。一個專門做營銷的和光公司，卻信誓旦旦、義無反顧主動進行了一場內部變法。當時，他一路高歌猛進，如今幾年過去，掌舵人吳力先生已漂在美國。

    There was a wave of ERP managing field in 2001.Many companies did not adopt it because of the internal interest,rights,combination and allocation.But a company called Heguang actually chose to adopt it.Eventually,Heguang failed the project and went to the US.

    Wu Li

    Board Chairman of Shenzhen Dawncom Business Technology and Seruice Co.LTD

    “越往深談的時候，我越來越發現做好諮詢項目有點兒像兩人結婚一樣，最後産生出來的寶貝一定是兩人的結晶，不能説是爸爸的功勞還是媽媽的功勞。”

    “我們實際上在探討一個傳統商貿流通業往現代商貿流通服務業的進化的一個通用型的解決方案。”

    “I find it is more and more like marriage when doing consulting and it is hard to attribute the fruit to one parent.”

    “We are discussing an usual solution of the transformation from traditional trade distribution industry to modern trade distribution service industry.”