Special Step Digital Intelligence: A Long-Distance Race of Stability and Endurance
The long-term business race tests the adaptability and innovation ability of enterprises, and embracing digital intelligence has become a key variable to cross the cycle and win the future.
Facing the cyclical iterations in multiple fields such as economy and technology, the digital intelligence upgrade of enterprises has already become a necessary option. This transformation is destined to be a long marathon. It requires enterprises to respond decisively to the impact of the technological wave in the short term, and also to precipitate structural competitiveness in the long term.
This "marathon" of digital intelligence is never a single technical challenge, but a strategic proposition for enterprises to deal with uncertainty. It requires enterprises to re-examine their own value creation model and reshape the growth logic from a new environment. This requires enterprises to take the future as the anchor in every choice and keep running.
Tebu, which has assisted countless runners on the field, has also achieved its own "acceleration" in the wave of changes in the retail industry.
The Long-term Race in 2025 Requires Stability and Endurance
With the arrival of 2025, the retail industry will enter a new stage of "awakening". Entering this year, enterprises are not only facing external competitive pressure, but more importantly, how to return to the essence of retail. As industry insiders say, in the past few years, the retail industry has been filled with excessive digital intelligence transformation and traffic-driven, but many enterprises have ignored the core value of the product itself and consumer experience in the process of digital intelligence.
In Tebu's view, the entry point to solve the problem is not a pure technological update, but an all-round adjustment involving organizational structure, cultural change and strategic implementation, and a rethinking of the essence of retail and the foundation of the enterprise.
After all, the commercial long-term race of digital intelligence transformation is a contest of stability and endurance at every step. This transformation is not about achieving short-term results. The key to success lies in how to maintain the stability of the strategy and the continuity of implementation in the long process.
The essence of stability is to do one thing consistently from a long-term perspective and build a solid strategic foundation for the enterprise. Therefore, Tebu has not been disturbed by the impetuousness of the short-term market, but has chosen to start from the top-level planning to promote overall change.
A concrete manifestation is its business policy "Integrate and Collaborate Systematically, Focus on Rapid and Fine Refinement" proposed in 2022, trying to break the "fragmented" situation within traditional retail enterprises and solve the long-standing problem of management fragmentation.
Specifically, Tebu's cooperation with Huawei Cloud is not just a simple introduction of technology, but a systematic and standardized reconstruction of the entire business process to ensure that the strategic goals can be smoothly transmitted to each business unit.
With the multi-level process as the framework, Tebu makes technology no longer an isolated tool, but uses it as the nervous system that runs through every detail of the enterprise. This whole-chain process evolution helps Tebu break the dispersion of the internal structure and the disconnection of implementation, and ensures the efficient collaboration of all links of the enterprise.
At the same time, the role of endurance cannot be ignored. In this complex digital intelligence transformation, endurance means to promote the enterprise to move forward step by step through continuous investment and iteration on the basis of a firm goal.
While the top-level design is gradually improving, Tebu has built a complete process governance mechanism internally, gradually clarifying standards, assessment nodes and key indicators, and using IT technology to solidify these processes on the platform.
Many technical and process innovations in the digital intelligence transformation may not bring significant effects immediately in the short term. This requires enterprises to restrain their business instincts and take a long-term perspective. In this process, Tebu is not in a hurry to complete the goal of "comprehensive digitalization", but through continuous adjustment and optimization, to ensure that every change can be solidly promoted. Every small step forward is Tebu's endurance in the face of market uncertainty.
It is not difficult to find that Tebu's goal has always been clear: it is not for the sake of digital intelligence transformation. On the contrary, digital intelligence technologies represented by AI are tools and paths. With the support of stability and endurance, it helps to achieve the process-oriented and systematic evolution of the enterprise.
Digital Intelligence Transformation, Tebu's Focus
It must be admitted that the arrival of the AI era has made the move to embrace digital intelligence from an optional choice in the face of technological changes to a necessary choice to deal with industry competition. Some once seemingly unsolvable industry problems have quietly collapsed with the digital intelligence technology represented by AI, and instead have become the growth direction for retail enterprises to the future.
Digital intelligence transformation is not a simple technological upgrade, but a re-exploration of the essence of retail. In this transformation path, digital tools and AI technology not only help enterprises improve efficiency, but also help them find a new balance in the consumer experience. Just as the retail industry has experienced, returning to the essence of retail means re-examining the products, supply chain and user operations. In the face of the era of consumption upgrade, digital intelligence means need to better assist in service innovation and differentiation, so that enterprises can maintain the ability to respond flexibly to market changes and find the driving force for continuous growth.
And Tebu's practical direction, in addition to the top-level design, also has more specific business link implementation. Its digital intelligence journey began in 2011. At that time, Tebu had already realized the crucial importance of technology and data for future competitiveness and began to build a business system with data-driven as the core to promote the digitalization of product research and development and marketing strategies.
On this basis, Tebu continues to introduce external assistance such as Huawei Cloud to further deepen its digital intelligence transformation strategy.
Under the joint collaboration of the two sides, the global goods circulation platform is promoted to boost the comprehensive upgrade of the business system. This platform not only breaks the barriers between various business units within Tebu, but also enables a high degree of unity and collaboration in multiple links such as inventory, transactions and settlements. Through this platform, Tebu can quickly respond to the needs of consumers and effectively achieve the full-channel integration of online and offline.
In terms of inventory management, Tebu has improved the inventory turnover rate by establishing a visual inventory system, reducing unnecessary inventory backlog and resource waste, and further optimizing the overall supply chain efficiency. The fundamental significance of this transformation is that Tebu not only realizes the internal process upgrade through technology, but also promotes the transformation of the entire industry through an innovative business model.
Tebu's digital intelligence transformation from "an integrated inventory" to "an integrated plan" has achieved the whole-chain optimization from product research and development, channel supply to inventory management, greatly improving its overall operational efficiency and market response speed.
At the same time, relying on data-driven, Tebu can more accurately capture consumer needs and build an accurate consumer portrait through data. This provides a strong support for its product innovation and personalized recommendation, and also enables Tebu to better meet the diversified needs of the market.
It can be seen that digital intelligence transformation is not only a means to improve the internal operational efficiency of enterprises, but also the core driving force to promote the transformation of the entire industry. Through digital intelligence technology, Tebu not only optimizes supply chain management, but also realizes the whole-chain intelligent decision-making through accurate consumer portraits and personalized recommendations. This transformation not only brings the internal reform momentum to Tebu, but also sets a benchmark for the digital intelligence transformation of the entire shoe and clothing industry, and pioneers for the retail industry in the dark 2025.
Rebuilding the Business Ecology, A New Height for Shoe and Clothing Retail Enterprises
It is not difficult to find that the core of Tebu's digital intelligence transformation is not the evolution of technology. It is more like a profound business reconstruction and a comprehensive integration of the internal and external systems. From the top-level design to the business implementation, every step is laying the foundation for a more efficient and flexible business ecology, thereby promoting a self-enhancing business flywheel to start operating.
From the perspective of external value, the customer-centered strategic positioning has become a specific process pipeline. Through the standardization, dataization and informatization of the process, every link from the initial capture of customer needs to the final service is closely connected into a complete closed loop.
In this closed loop, the flow of data and information breaks the barriers of traditional retail, making the delivery of products and services no longer a fragmented behavior, but a precise and rapid response. Consumer needs can be transformed into specific business results in the first time. In addition to a significant improvement in efficiency, customers can enjoy a more personalized and intelligent experience, thereby further binding the brand and consumers.
From the internal value, Tebu not only redefines the roles of technology and processes, but also promotes the remodeling of the business system and organizational structure through the embedding of systematic strategic goals. Strategic goals are no longer abstract concepts, but executable goals specific to each business unit and each task.
Through the system reconstruction from the inside out, Tebu has created a sustainable business flywheel for itself. It not only improves the current operational efficiency, but also lays the foundation for future resilience and flexibility.
Taking the actual consumer experience as an example, a complete running consumption ecosystem has been formed. In addition to the delivery at the product level, Tebu provides professional running services for more than 2.2 million "Tebu Running Family" members by building a membership system, further providing new value from the service dimension.
Facing the inevitable digital era, Tebu's flexible growth model not only provides a strong support for its continuous innovation, but also provides valuable experience for the digital transformation of more traditional enterprises.
Future Growth, A Collective Advance of Industrial Chain Collaboration
The market is always changing, but in the changes, enterprises need to maintain a deep understanding of the essence of retail.
The complexity of the retail industry stems from its huge industrial chain: from supply chain management to channel distribution, from consumer touchpoints to precision marketing, multiple links are interconnected and interlocked. Any loosening of a link may lead to a decline in overall efficiency. Especially in the intelligent era, the rapid changes in the market require brands to have more efficient and flexible response capabilities.
This means that the future growth of retail brands may not be a solo fight, but a collective advance of the upstream and downstream of the industrial chain.
This is also the core logic behind Tebu's further exploration of digital intelligence transformation in collaboration with Huawei Cloud. Resource integration, data empowerment, intelligent decision-making, process optimization and platform collaboration. Huawei Cloud, through innovations in five key directions, has gathered into a triple support of experience, resources and technology, building the core value base of "Everything as a Service" to help Tebu move towards "The First Running Brand in China".
On the one hand, the resource sharing, data sharing and technology sharing of the cooperation between the two sides enables the entire supply chain, production links and market feedback to be more efficiently connected, greatly improving the operational efficiency. This cooperation method is not simply relying on technology, but using technology to empower the entire industrial chain to help Tebu more accurately understand consumer needs and respond quickly.
On the other hand, the upstream and downstream industrial chain resources connected by Huawei Cloud itself and Huawei's own enterprise organization experience bring all-dimensional assistance from technology, experience and resources to Tebu. Especially the introduction of Huawei's sports and health ecology is naturally in line with Tebu's business positioning focused on the running track, which can burst out unlimited possibilities.
Although the business long-term race has no end, every阶段性 victory will lay the foundation for the future. Huawei Cloud builds long-term competitiveness for the retail industrial chain with the power of ecology, the depth of technology and the width of experience. In the uncertainty of the intelligent era, it becomes the deterministic power for enterprises. Tebu is not an isolated case. With the full arrival of the intelligent era, more great brands will emerge.
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