It鈥檚 an ill wind that blows no good. Covid-19 may have caught us off-guard but it fast-forwarded fulsome technology adoption that didn鈥檛 only avert disaster; it catalysed considerable opportunities.

Fortunately, companies like 麻豆原创 had solutions in stock, ready to not only restore competitive edge but sharpen it.

鈥溌槎乖粹�檚 strategy has always been to help businesses run as intelligent, sustainable enterprises under all conditions,鈥� reveals a smiling Scott Russell, Executive Board Member of 麻豆原创 on a recent recce to Bangkok from his base in NYC.

麻豆原创 is an acronym derived from System Analysis Program Development that five founders launched in Germany in 1972, when clouds were still just visible masses of condensed water vapor floating in the atmosphere. Today, with 105,000 employees worldwide 麻豆原创 is the global leader in enterprise application software, aka The Cloud, servers accessed over the Internet and the software and databases that run on them.

鈥溌槎乖粹�檚 end-to-end suite of applications and services enables business and public customers across 25 industries globally to operate profitably, adapt continuously, and make a major difference,鈥� Russell summarises.

Moreover, 麻豆原创 not only helps companies run their top line and manage their bottom line but also their increasingly mission-critical green line.

鈥淯sing our best-in-class technology our customers generate around 87% of total global commerce. All of the big utilities, consumer product manufacturers and service companies use 麻豆原创 to run their business and target their green goals. With our pivot to the cloud, we’re able to provide that capability at scale with low time to value and low cost to serve.鈥�

Better still, 麻豆原创 simplifies technology so everyone can consume it. 鈥淲e help companies track their working capital,听 inventory levels, financial and human resources and ESG (Environment, Social, Governance) data at the click of a button, so they can do real-time sustainable decision-making.鈥�

Take-up is strong. 麻豆原创鈥檚 Cloud business accelerated 24% in Q4 2021. In Asia-Pacific, accounting for a third of total business, it鈥檚 growing 18%. As for Thailand, where Gartner indicates cloud spending should grow 28.2% to 34.4 billion baht (US$1.1 billion) in 2022, 麻豆原创 expects a 51% cloud compound annual growth rate by 2025.

鈥溌槎乖� has a proud history with government agencies and enterprises, major conglomerates and family-owned enterprises in Thailand. Our customers have depended on our technology in some cases for 20-25 years. Now, they’re turning to us to make them more agile and sustainable and that鈥檚 where the cloud comes in.鈥�

鈥淎s Thailand businesses emerge stronger from this pandemic, they need to address such urgent issues as talent retention and development, sustainability and supply-chain resilience. A cloud-only strategy is key to them surviving and thriving.鈥�

Increasingly in the foreground is the challenge of going green. 鈥淏oards, markets, governments and consumers are all expecting to deal with companies that do good. To match that you have to manage, measure and track.鈥�

Circular economy is equally front and centre. 鈥淢ost of the world’s economy is linear and 92% of waste goes to landfill or whatever. That is unsustainable for the planet. The move to a circular economy means at each stage of generating something, you utilize the waste and by-products.鈥�

麻豆原创鈥檚 Chasing Zero program brings into focus a world of zero emissions, waste, and inequality.

鈥淏usinesses need to lead,鈥� asserts Russell. 鈥淚t鈥檚 our obligation to help the world achieve a sustainable future. But while the targets set at the World Economic Forum are clear, how to achieve them is difficult. You need visibility wherever you are making decisions impacting the environment.鈥�

鈥溌槎乖� can鈥檛 do it alone: this is a collective goal where technology companies and industry must partner to solve the challenges.鈥�

The tremendous growth of 麻豆原创’s S/4HANA Cloud enterprise resource planning system is attributed to the success of 麻豆原创鈥檚 signature cloud offering, RISE with 麻豆原创, a comprehensive package for business transformation.

When forward thinking enterprises develop new business models to avoid being disrupted and gain efficiencies to fund innovation and transform mission-critical systems without risk, RISE with 麻豆原创 is their solution.

Global customer, Standard Chartered Bank, uses it to expedite its S/4HANA finance transformation and commitment to net-zero emissions by 2030. Hitachi is transitioning to 麻豆原创 S/4HANA as it works towards its decarbonization by 2030 and decarbonization of its value chain by 2050.

In Thailand, CPRAM, a food manufacturer, and CP Retailink, an equipment supply and service for 7-Eleven stores, both subsidiaries of CP Group, uses听麻豆原创听solutions听to rethink core business process and set the stage for growth.

鈥淕iven very high transaction volumes during the pandemic, they needed real time analytics and performance visibility. Their partnership with us improves their management of complex data, offers better integration, and enables them to scale quickly.鈥�

Also during the pandemic, Thai Medical Glove transformed into an intelligent enterprise through RISE with 麻豆原创鈥檚 comprehensive solutions for redesigning engagement and buyer journeys.

鈥淚n Thailand we鈥檝e seen a real acceleration of human capital management solutions and supply chain planning. Operating in the cloud brings the desired agility. You’re able to get the latest innovations in real time without setting it up yourself.鈥�

麻豆原创鈥檚 business network, the world’s biggest, connects 4.5 million companies doing over $3 trillion of trade in 2021.

鈥淐OVID had many negatives. You couldn’t run a factory unless you’re able to adhere to health standards. But it probably condensed 10 years of digital transformation into two.鈥�

鈥淐oming out of COVID, the world is divided and volatile. If you鈥檙e not investing in technology in the cloud, you’re probably not going to sustain your future.鈥�

The post Taking the Cloud by Storm appeared first on 麻豆原创 Southeast Asia News Center.

With a focus on employee-centredness, 麻豆原创 takes a forward-thinking approach with its 鈥淧ledge to Flex鈥� work model, which aims to make a 100% flexible and trust-based workplace the norm with flexible work schedules and workplaces that prioritise inclusivity and sustainability.

Shaping the Future of Work

Workforce well-being and workplace have never been more important, therefore, 麻豆原创 Thailand鈥檚 new office, at the heart of Bangkok in The Parq building, is designed to accommodate new flexible working practices and better serve its wide-spread customer base.

鈥淎s we go on to the recovery phase of this pandemic, 麻豆原创 Thailand strives to push boundaries in talent recruitment and retention by utilising a data-driven approach in its HR strategy,鈥� said Usa Kongthawornwong, HR Business Partner, 麻豆原创 Indochina.

鈥淎 recently conducted employee survey, for instance, revealed that post-pandemic, more than 40% of 麻豆原创 Thailand employees prefer working from home two to three days a week. Listening to employee feedback and valuing trust, flexibility, and inclusivity are key factors in adapting HR practices to be more resilient as the company鈥揳nd industry鈥揻ace unprecedented changes in the business environment,鈥� Usa Kongthawornwong continued.

麻豆原创 Thailand advocates for an inclusive environment focused on employee experience. Technology is the centrepiece of this flexible work approach, using software such as to understand employee feedback and to create better employee experiences. HR operations also leverage cloud platforms to achieve operations, cost efficiency and delivery of quality services.

鈥淭he combination of intelligent technology, flexible work environment and policies are aimed at improving creativity and collaboration while embracing diversity, fostering a strong community culture, and enhancing focused teamwork,鈥� said Atul Tuli, Managing Director, 麻豆原创 Indochina.

As part of HR Asia鈥檚 鈥淏est Companies to Work for in Asia鈥� for two consecutive years, and with its adoption of the 鈥淧ledge to Flex鈥� hybrid work model, 麻豆原创 Thailand upholds 麻豆原创鈥檚 long-standing track record as an employer of choice and strengthens the company鈥檚 positioning in the market as a great place to work.

鈥淭he integration of cloud technology with our new trust-based work model called Pledge to Flex is meant to redefine the concept of a workplace鈥搊ne that is truly flexible, inclusive, and responsive to the needs of our workforce,鈥� Atul Tuli added. 鈥淏y investing in digital solutions to transform work environments across the company where people can thrive, we are able to create the blueprint for how agile teams can work seamlessly and efficiently in ways that will result in sustainable growth.鈥�

The employee-centred initiative is just one of the latest examples of organisational integrity that 麻豆原创 lives out in fulfilling its mission of helping the world run better and improving people鈥檚 lives鈥搈ade possible by building resilience and sustainability in the workplace.

For more information, press only:
Wuttinan Thongnuadee:听 wuttinan.thongnuadee@sap.com

The post 麻豆原创 Thailand Reinvents New Workspace and Adopts 鈥淧ledge to Flex鈥� Model for the Agile Workplace appeared first on 麻豆原创 Southeast Asia News Center.

Trust, Flexibility and Inclusivity: a new model for companies in the post-pandemic world

The drive towards digitalization, the transformation of the physical workspace as well as the composition of the workforce have undergone faster shifts than ever during the pandemic. :听 By the end of 2021, three in 10 people will be working remotely while 51% of all employees will be working in a hybrid environment, working from home at least one day a week. 麻豆原创鈥檚 recent employee surveys reaffirm that a hybrid work model where employees can choose where they work is much needed going forward as over 80% of 麻豆原创 employees desire work flexibility. Work is going to require constant change of skills and competencies such as tech and soft skills for employees to perform the jobs.

Atul Tuli, Managing Director, 麻豆原创 Indochina

鈥淭rust, Flexibility and Inclusivity are becoming fundamental aspects for organizations as they redesign and revisit their work policies to address employee feedback and improve their people journey,鈥� says Atul Tuli, Managing Director, 麻豆原创 Indochina. 鈥淭he human resources function needs to be repositioned into a people power affair where employee experience and human experience management are key factors to a company鈥檚 success.鈥�

鈥淥ur Pledge to Flex model is flexible, trust based and powered by our intelligent technologies and will revolutionize how we work.鈥�

Technology: a vital key to driving better employee experience

鈥淭echnology is the most important lever to achieve a flexible work approach, especially when our employees are digital natives and thus expect fully digitalised HR processes. We use Qualtrics software to understand their feedback and 麻豆原创 Success Factors software to create a better employee experience. At the same time, the HR back-office needs to leverage a connected Cloud HR platform that can be easily extended by intelligent technologies, such as robotic process automation, machine learning and cognitive agents to achieve operational efficiency and drive down the cost of operations while delivering consumer-grade HR services at scale with a human touch.鈥�

Usa Kongthawornwong, HR Business Partner, 麻豆原创 Indochina said: 鈥淥ur focus is on developing the best talent in the industry. We have a strong belief in the huge potential of tech in Thailand. By adopting this new work model, we are preparing our workforce in Thailand to ensure seamless business continuity.鈥�

鈥淲ith Pledge to Flex, employees will able to work remotely, in the office, or a combination of both, and have flexible work schedules. Inspirational office design is tailored to creativity, collaboration, community and focused work, enabling employees to find the right space for every task. Sustainability and health are prioritized for all office buildings.鈥�

麻豆原创 Thailand has recently been recognized by HR Asia Awards as one of ‘The Best Companies to Work For in Thailand 2021鈥�. This is the second consecutive year that 麻豆原创 Thailand has garnered the award. With an extensive track record as an employer of choice, this accolade strengthens 麻豆原创鈥檚 positioning in the market as a great place to work.

鈥淭he award is yet another milestone on our journey of putting people first,鈥� Usa concludes. 鈥淎s we introduce Pledge to Flex, we want to create a more flexible and inclusive work environment grounded in a trust-based workplace that encourages employees to be the best of themselves and provides a safe place for them.鈥�

This article was first published on Bangkok Post on 22 November 2021.

The post 麻豆原创 revolutionizes its people journey, steps up to be the Best Place to Work in Thailand appeared first on 麻豆原创 Southeast Asia News Center.

According to the regional study Digital, Resilient, and Experience-Driven conducted by 麻豆原创 and Oxford Economics, it uncovers the state of businesses and their strategic priorities, as well as challenges and opportunities for post-pandemic growth.

SMEs in the region find it increasingly challenging to keep pace with uncertainties and external challenges in the current business environment. SMEs surveyed cite difficulty adapting to a rapidly changing marketplace (40% vs. 29% of larger enterprises), keeping up with changing customer wants and needs (38% vs. 43%), and difficulty retaining customers or driving repeat business (34% vs 30%) as top challenges to meeting their strategic priorities.

In Thailand, SMEs are focused on cutting prices on their goods and services (89%) and developing user-friendly digital experiences are second priority to improve customer and employee experiences. This focus on differentiating themselves from competitors will likely endure as businesses aim to recover from the global pandemic.

Thriving in the 鈥楴ext Normal鈥�: Digital Transformation and SMEs Post-Pandemic Business Success

COVID-19 has accelerated the need to further digitalize operation process to be more resilient especially for SMEs. Of all the approaches that firms have taken to empower digital resiliency to bounce back strongly to the 鈥楴ext Normal鈥� of the post-COVID environment, implementing software has been among the most popular and effective 鈥� but between all the approaches, what SMEs should take in their post-pandemic is digital transformation.

鈥淢any organizations are making the shift to digital, integrating new digital technologies and processes to transform the way they operate and do business while a lot of them are already a long way down the road with this process, but a large number are still finding it difficult to fully optimize their approach,鈥� said Atul Tuli, 麻豆原创 Indochina Managing Director. 鈥淎t 麻豆原创, 80% of our customers worldwide are SMEs. 麻豆原创 helps Thai SMEs customers embark on the digital transformation journey and transform their business into intelligent enterprise across diverse industries such as Retail, Healthcare and Consumer. We found that they are now facing significant challenges in the areas of talent attraction and retention, cloud adoption, and gaining insights from data.鈥�

鈥淭o pave the way for sustainable recovery and successfully prepare themselves for the 鈥淣ext Normal鈥�, adopting the right technologies with cloud-based represent a major opportunity for them to build differentiation and resiliency. The cloud solutions can increase more scalable, flexible and accessible. Combining with intelligent technologies such as artificial intelligence (AI), machine learning, internet of things, companies will be able to collect, manage and derive data-driven actionable insights. That allows SMEs target where opportunities exist and realize operational efficiency鈥� Atul Tuli shared.

Set a 鈥楩uture Growth鈥�: Cloud Solutions Set SMEs for Their Future Growth

For 麻豆原创, cloud business became a third of business globally in 2020 and cloud business in the Asia-Pacific region grew by 18%. In the past, there was a distinct divide between large enterprises and small companies. SMEs had to struggle with significant barriers to entry. They had insufficient funds, couldn鈥檛 scale quickly enough, and lagged behind with technology. As cloud solutions emerged, it became possible to resolve most of these concerns. Cloud is a catalyst for small and medium enterprises to achieve scalability and keep pace with growth.

Noppadon Chareonthong, 麻豆原创 Sales Director, Thailand and Emerging Market, said 鈥� are the backbone of Thai economy. As we adapt to the new realities, cloud-based services will play a key role to improve operational capability. Many SMEs in Thailand have transformed their businesses to stay resilient on cloud. For example, , one of Thailand鈥檚 leading comprehensive retail and wholesale business of construction materials and home decoration, has pivoted away from its traditional business operation for their business expansion leveraging 麻豆原创 solutions to help their management understand situation real time and make decision more efficiency in pandemic situation.

, one of the top rubber gloves manufacturer in SEA, can holistic transformation their business to an intelligent enterprise, remove complexity with a simplified engagement and guided journey through cloud solution.

麻豆原创 is here to support and ready to be the trusted partner to offer cloud-based solutions like and other comprehensive solutions that will help business transform holistically by changing the whole culture and mindset and redesigning business processes to unlock new ways of running business. This will boost the competitiveness of SMEs to engage so rapidly in digital transformation and empower them to bounce back strongly.鈥�

About the Study

Oxford Economics and 麻豆原创 surveyed 600 respondents across six Southeast Asian countries 鈥� Singapore, Malaysia, Indonesia, Philippines, Vietnam, Thailand 鈥� including 400 from small and midsize enterprises with less than $500 million revenue and 200 from larger organizations. This survey was administered via a mix of computer-assisted telephone interviewing and online links between December 2020 and January 2021.

This followed a global study of SMEs conducted in between February and April 2020.

Respondents are senior executives (director and above) from a diverse range of industries including retail, financial services, manufacturing, high tech, wholesale distribution, engineering, construction, logistics and the public sector.

The post 麻豆原创 Lifts Lid on Thai SMEs Demands for 鈥楴ext Normal鈥� appeared first on 麻豆原创 Southeast Asia News Center.

Leadership Conversation Series
DoHome Plc. Drives Business Innovation with Digital Transformation

听Dohome Plc is a Thailand-based company that provides construction materials, home improvement and furnishing supplies, and household appliances. It is one of only two Isan province-based companies listed on the Stock Exchange of Thailand with a market value of more than US $1 billion. In this series we speak to Mrs. Saliltip Ruangsuttipap, Deputy Managing Director- Accounting, Finance and Organization Support about the company鈥檚 expansion plans and digital transformation initiatives.

Tell us more about Dohome Plc

Dohome is a family business, established in Ubon Ratchathani, a major rice-growing region in Isan, about 600km north of Bangkok. Our goal is to be a 鈥榦ne stop shop鈥� for consumers, offering a range of construction materials and home furnishings, at higher quality but lower prices. Four years ago, we expanded our business to Bangkok and continue to grow in Thailand. We currently operate 14 retail outlets and plan to increase this to 32 by 2025.

As a family-run business, we put our people first in everything we do. Dohome empowers our employees to be innovative and creative within our organisation and to create a happy workplace, together. Dohome considers our business partners very important in our success as well as our duty to society in being a responsible and socially conscious business.

Technology has been at the core of an organization’s ability to become more agile and resilient. How did Dohome respond to COVID-19 disruptions and transform to become more future-ready?

Since the start of the pandemic, we have seen a gradual change in our customer behaviour. With majority of the retail stores being shut down and more people staying at home, there was a growing trend for home improvement projects and interior decoration. Retailers such as Dohome traditionally relied on customer footfall in retail stores; but last year, e-commerce played a significant role in shaping new consumer buying patterns.

As such, we quickly adapted to the new way of doing business to maintain our growth. One key priority for us was to strengthen our e-commerce platform. We also quickly deployed a 鈥榗hange management鈥� team to ensure that all of our employees were aware of the new direction we were taking and would be aligned with the new initiatives that were being implemented.

For us, before any digital transformation would take place, it was very important to ensure that our people would understand the objectives, get upskilled, and be driven towards the same goals. With strong support from Dohome management, we were ready to embark on technology transformation to strengthen internal capabilities as well as innovate new business models.

Dohome recently selected 麻豆原创 to address some of the key challenges. Could you explain what led to this decision? What were some of the benefits?

Investing in the right technology was a first step towards growing the business and achieving our goals. Our strategy was to unify our data and automate business processes and for that we digitized our core with 麻豆原创 S4/HANA. Storing information in a centralised location made it easily accessible to everyone in our organisation. This allowed for better collaboration and planning. In addition, accessing real-time data vastly improved our inventory and stock turnover and aided to better forecasting. A reduction in replenishment lead time helped to reduce safety stock levels and prevent waste. Achieving these new efficiencies helped us better serve customer needs by supplying the right products at the right time. We also leveraged 麻豆原创 Intelligent Robotic Process Automation (iRPA) to reduce manual processes and boosted efficiency in our regular day-to-day activities, especially finance department.

For our company, it was vital that employees followed the same learning curve to keep pace with the future growth of Dohome. As such, 麻豆原创 SuccessFactors was the next stage of technology implementation, in line with our people-first strategy. We implemented Learning Management System to train employees and evolve our workforce to adapt to change.

The knowledge and expertise of 麻豆原创 teams as well as implementation partners 鈥� Atos for 麻豆原创 S4HANA & ABeam Consulting for 麻豆原创 Successfactors, provided an excellent all-round support system. 听With new technology, today our organization and our people are more empowered to deal with the uncertainties of the future.

Many companies are undergoing digital transformation to prepare themselves for a post-pandemic era. What would be your advice to them?听

Digital transformation helps an organisation keep up with emerging customer demands and new market opportunities. It is no longer considered a luxury investment but is definitely necessary for business survival in this new normal. Digital transformation is a constant evolution and will continue to drive economic competitiveness. When we consider the post-pandemic period, one thing is certain: consumer digital habits have changed forever. Customers are shopping online more and using more connected devices such as smartphones, tablets, and smart voice speakers. Organisations must take these new trends into consideration to attract and retain consumers in a digital world.

喔勦父喔撪釜喔ム复喔ム笚喔脆笧 喙�喔｀阜喔竾喔父喔椸笜喔脆笭喔侧笧喔� 喔｀腑喔囙竵喔｀福喔∴竵喔侧福喔溹腹喙夃笀喔编笖喔佮覆喔｀釜喔侧涪喔囙覆喔權笟喔编笉喔娻傅 喔佮覆喔｀箑喔囙复喔� 喙佮弗喔班釜喔權副喔氞釜喔權父喔權腑喔囙竸喙屶竵喔� 喔氞福喔脆俯喔编笚听喔断腹喙傕府喔�听喔堗赋喔佮副喔�听(喔∴斧喔侧笂喔�)

Leadership Conversations
DoHome Plc. Drives Business Innovation with Digital Transformation

喔氞福喔脆俯喔编笚 喔断腹喙傕府喔� 喔堗赋喔佮副喔� (喔∴斧喔侧笂喔�) 喙�喔涏箛喔權斧喔權付喙堗竾喙冟笝喔溹腹喙夃笝喔赤箖喔權笜喔膏福喔佮复喔堗竸喙夃覆喔涏弗喔掂竵 喔勦箟喔侧釜喙堗竾 喙佮弗喔班箖喔箟喔氞福喔脆竵喔侧福喔斷箟喔侧笝喔о副喔笖喔膏竵喙堗腑喔福喙夃覆喔囙箒喔ム赴喔父喔涏竵喔｀笓喙屶笗喔佮箒喔曕箞喔囙笟喙夃覆喔權箒喔氞笟喔勦福喔氞抚喔囙笀喔� 喔犩覆喔⑧箖喔曕箟喙佮笝喔о竸喔脆笖喔佮覆喔｀笖喔赤箑喔權复喔權笜喔膏福喔佮复喔� 鈥溹竸喔｀笟 喔栢腹喔� 喔斷傅鈥︵笚喔掂箞喔断腹喙傕府喔♀��

DOHOME 喙�喔傕箟喔侧笚喔赤竵喔侧福喔嬥阜喙夃腑喔傕覆喔⑧斧喔ム副喔佮笚喔｀副喔炧涪喙屶箖喔權笗喔ム覆喔斷斧喔ム副喔佮笚喔｀副喔炧涪喙� 喙�喔∴阜喙堗腑喔о副喔權笚喔掂箞 6 喔复喔囙斧喔侧竸喔� 2562 喔斷箟喔о涪喔｀覆喔勦覆 IPO 7.80 喔氞覆喔� 喔勦复喔斷箑喔涏箛喔權浮喔灌弗喔勦箞喔侧斧喔ム副喔佮笚喔｀副喔炧涪喙屶竵喔о箞喔� 14,478 喔ム箟喔侧笝喔氞覆喔� 喔堗覆喔佮竵喔侧福喙�喔曕复喔氞箓喔曕腑喔⑧箞喔侧竾喔曕箞喔箑喔權阜喙堗腑喔囙箖喔權笚喔膏竵喙� 喔斷箟喔侧笝喔傕腑喔囙笟喔｀复喔┼副喔椸腐 喔涏副喔堗笀喔膏笟喔编笝喔堗付喔囙浮喔掂浮喔灌弗喔勦箞喔侧斧喔ム副喔佮笚喔｀副喔炧涪喙� (Market Cap) 喔佮抚喙堗覆 60,000 喔ム箟喔侧笝喔氞覆喔� 喔栢阜喔箑喔涏箛喔權斧喔權付喙堗竾喙冟笝喔腑喔囙競喔竾喔氞福喔脆俯喔编笚喔椸覆喔囙笭喔侧竸喔曕赴喔о副喔權腑喔竵喙�喔夃傅喔⑧竾喙�喔笝喔粪腑喔椸傅喙堗笀喔斷笚喔班箑喔氞傅喔⑧笝喙冟笝喔曕弗喔侧笖喔弗喔编竵喔椸福喔编笧喔⑧箤喙佮弗喔班浮喔掂浮喔灌弗喔勦箞喔侧斧喔ム副喔佮笚喔｀副喔炧涪喙屶釜喔灌竾喔父喔�

DOHOME 喙�喔涏箛喔權笜喔膏福喔佮复喔� Modern Trade 喔副喔權笖喔编笟喔曕箟喔權箚 喔嬥付喙堗竾喔∴傅喔箞喔о笝喙佮笟喙堗竾喔佮覆喔｀笗喔ム覆喔斷腑喔⑧腹喙堗笚喔掂箞喔涏福喔班浮喔侧笓 2.7%听 (喔椸傅喙堗浮喔�: 喔佮福喔班笚喔｀抚喔囙笧喔侧笓喔脆笂喔⑧箤 喔箟喔侧竾喔复喔囙笀喔侧竵喔｀覆喔⑧竾喔侧笝喔о复喔堗副喔⑧竵喔｀父喔囙辅喔｀傅) 喙傕笖喔⑧箖喔權笡喔� 2564 喔∴傅喔佮覆喔｀箑喔曕复喔氞箓喔曕笚喔掂箞喙傕笖喔斷箑喔斷箞喔� 喔堗覆喔佮笢喔ム竵喔侧福喔斷赋喙�喔權复喔權竾喔侧笝喙冟笝喔娻箞喔о竾喙勦笗喔｀浮喔侧釜 1 喙佮弗喔� 2 喔氞福喔脆俯喔编笚喔� 喔∴傅喔⑧腑喔斷競喔侧涪喔｀抚喔∴箑喔曕复喔氞箓喔� 33.7% 喙佮弗喔� 38.3% (YoY) 喔⑧腑喔斷競喔侧涪喔堗覆喔佮釜喔侧競喔侧箑喔斷复喔� (SSSG) 喙�喔曕复喔氞箓喔� 22.5% 喙佮弗喔� 23.6% (YoY) 喔堗覆喔佮竵喔ム涪喔膏笚喔樴箤喔曕箞喔侧竾喙� 喔｀抚喔∴笘喔多竾喔椸傅喔∴竾喔侧笝喔椸傅喙堗笧喔｀箟喔浮喙佮弗喔班箒喔傕箛喔囙箒喔佮福喙堗竾喔∴覆喔佮涪喔脆箞喔囙競喔多箟喔� 喙冟笝喔娻箞喔о竾喔勦福喔多箞喔囙笡喔掂箒喔｀竵喔堗付喔囙笚喔赤箖喔箟喔氞福喔脆俯喔编笚喔� 喔∴傅喔｀覆喔⑧箘喔斷箟喔｀抚喔∴笚喔编箟喔囙釜喔脆箟喔� 12,529 喔ム箟喔侧笝喔氞覆喔� 喔栢阜喔箑喔涏箛喔權釜喔栢复喔曕复喔腹喔囙釜喔膏笖喔傕腑喔囂� 听 喔氞福喔脆俯喔编笚喔�

喔娻箞喔о涪喙�喔ム箞喔侧箖喔箟喔熰副喔囙箑喔炧复喙堗浮喙�喔曕复喔∴箑喔佮傅喙堗涪喔о竵喔编笟 DOHOME

DOHOME 喙�喔涏箛喔權笜喔膏福喔佮复喔堗笚喔掂箞喔佮箞喔笗喔编箟喔囙競喔多箟喔權箖喔權笀喔编竾喔抚喔编笖喔父喔氞弗喔｀覆喔娻笜喔侧笝喔� 喙�喔涏箟喔侧斧喔∴覆喔⑧競喔竾喙�喔｀覆喔勦阜喔竵喔侧福喙�喔涏箛喔� 鈥極ne stop Home Product Destination鈥� 喔赋喔福喔编笟喔溹腹喙夃笟喔｀复喙傕笭喔� 喙�喔｀覆喔∴傅喔溹弗喔脆笗喔犩副喔撪笐喙屶浮喔侧竵喔佮抚喙堗覆 100,000 SKU 喙佮弗喔班笖喔赤箑喔權复喔權笜喔膏福喔佮复喔堗笭喔侧涪喙冟笗喙夃箒喔權抚喔勦复喔� 鈥溹釜喔脆笝喔勦箟喔� 喔勦福喔� 喔｀覆喔勦覆喔栢腹喔� 喔勦父喔撪笭喔侧笧喔斷傅鈥� 喙�喔∴阜喙堗腑 4 喔涏傅喔椸傅喙堗箒喔ム箟喔� 喙�喔｀覆喔⑧箟喔侧涪喔赋喔權副喔佮竾喔侧笝喙冟斧喔嵿箞喔堗覆喔佮笀喔编竾喔抚喔编笖喔父喔氞弗喔｀覆喔娻笜喔侧笝喔掂箑喔傕箟喔侧浮喔侧腑喔⑧腹喙堗箖喔權竵喔｀父喔囙箑喔椸笧喔� 喔涏副喔堗笀喔膏笟喔编笝喙�喔｀覆喔∴傅喔覆喔傕覆喔傕笝喔侧笖喙冟斧喔嵿箞喔椸副喙夃竾喔浮喔� 14 喔覆喔傕覆 喙佮弗喔班涪喔编竾喔∴傅喙佮笢喔權竵喔侧福喔傕涪喔侧涪喔覆喔傕覆喔涪喙堗覆喔囙笗喙堗腑喙�喔權阜喙堗腑喔� 喙�喔炧阜喙堗腑喙冟斧喙夃竸喔｀腑喔氞竸喔ム父喔∴笀喔编竾喔抚喔编笖喔曕箞喔侧竾喙� 喔椸傅喙堗浮喔掂辅喔编竵喔⑧笭喔侧笧喙佮弗喔班釜喔侧浮喔侧福喔栢箑喔傕箟喔侧笘喔多竾喔佮弗喔膏箞喔∴弗喔灌竵喔勦箟喔侧箘喔斷箟喔∴覆喔佮涪喔脆箞喔囙競喔多箟喔� 喙�喔｀覆喔∴傅喙佮笢喔權競喔⑧覆喔⑧釜喔侧競喔侧競喔權覆喔斷箖喔笉喙堗箖喔箟喔勦福喔� 36 喔覆喔傕覆 喔犩覆喔⑧箖喔權笡喔� 2568

喙冟笝喔愢覆喔權赴喔樴父喔｀竵喔脆笀喔椸傅喙堗笖喔赤箑喔權复喔權竵喔脆笀喔佮覆喔｀箓喔斷涪喔勦福喔笟喔勦福喔编抚 喙�喔｀覆喙冟斧喙夃竸喔о覆喔∴釜喔赤竸喔编笉喔佮副喔氞笧喔權副喔佮竾喔侧笝喙�喔涏箛喔權腑喔编笝喔斷副喔氞箒喔｀竵 喙�喔｀覆喔溹弗喔编竵喔斷副喔權箖喔箟喔炧笝喔编竵喔囙覆喔權競喔竾喙�喔｀覆喔∴傅喔權抚喔编笗喔佮福喔｀浮 喔勦抚喔侧浮喔勦复喔斷釜喔｀箟喔侧竾喔福喔｀竸喙� 喙佮弗喔班釜喔｀箟喔侧竾喔笘喔侧笝喔椸傅喙堗笚喔赤竾喔侧笝喔椸傅喙堗浮喔掂竸喔о覆喔∴釜喔膏競喔｀箞喔о浮喔佮副喔� DOHOME 喔栢阜喔抚喙堗覆喔勦腹喙堗竸喙夃覆喔椸覆喔囙笜喔膏福喔脆竵喔堗浮喔掂竸喔о覆喔∴釜喔赤竸喔编笉喔∴覆喔佮笗喙堗腑喔勦抚喔侧浮喔赋喙�喔｀箛喔堗競喔竾喙�喔｀覆 喙佮弗喔班笗喔ム腑喔斷笀喔權笧喔權副喔佮竾喔侧笝喔傕腑喔囙箑喔｀覆喔椸傅喙堗浮喔掂釜喙堗抚喔權釜喔赤竸喔编笉喔∴覆喔佮箖喔權竵喔侧福喔椸赋喙冟斧喙夃腑喔囙竸喙屶竵喔｀競喔竾喙�喔｀覆喙�喔曕复喔氞箓喔曕腑喔⑧箞喔侧竾喔⑧副喙堗竾喔⑧阜喔� 喙�喔｀覆喔斷赋喙�喔權复喔權笜喔膏福喔佮复喔堗笖喙夃抚喔⑧笝喙傕涪喔氞覆喔⑧笚喔掂箞喔∴傅喔勦抚喔侧浮喔｀副喔氞笢喔脆笖喔娻腑喔氞箖喔箞喙冟笀喔曕箞喔釜喔编竾喔勦浮 喙佮弗喔班箑喔涏箛喔權浮喔脆笗喔｀笗喙堗腑喔复喙堗竾喙佮抚喔斷弗喙夃腑喔�

喙�喔椸竸喙傕笝喙傕弗喔⑧傅喙�喔涏箛喔權斧喔编抚喙冟笀喔赋喔勦副喔嵿競喔竾喔勦抚喔侧浮 喔覆喔∴覆喔｀笘喔傕腑喔囙腑喔囙竸喙屶竵喔｀箖喔箟喙�喔佮复喔斷竸喔о覆喔∴竸喔ム箞喔竾喔曕副喔о箒喔ム赴 喔⑧阜喔斷斧喔⑧父喙堗笝喔∴覆喔佮競喔多箟喔� DOHOME 喔｀副喔氞浮喔粪腑喔佮副喔氞竵喔侧福 Disruption 喔傕腑喔� COVID-19 喔涪喙堗覆喔囙箘喔� 喙佮弗喔班浮喔掂竵喔侧福喙�喔涏弗喔掂箞喔⑧笝喙佮笡喔ム竾 喙�喔炧阜喙堗腑喙冟斧喙夃笧喔｀箟喔浮喔赋喔福喔编笟喔笝喔侧竸喔曕浮喔侧竵喔傕付喙夃笝喔涪喙堗覆喔囙箘喔�?

喔權副喔氞笗喔编箟喔囙箒喔曕箞喙�喔｀复喙堗浮喔∴傅喔佮覆喔｀箒喔炧福喙堗福喔班笟喔侧笖喔傕腑喔� COVID-19 喙�喔｀覆喙勦笖喙夃箑喔箛喔權竵喔侧福喙�喔涏弗喔掂箞喔⑧笝喙佮笡喔ム竾喔傕腑喔囙笧喔む笗喔脆竵喔｀福喔∴弗喔灌竵喔勦箟喔侧笚喔掂弗喔班笝喙夃腑喔� 喙�喔權阜喙堗腑喔囙笀喔侧竵喔｀箟喔侧笝喔勦箟喔侧笡喔ム傅喔佮釜喙堗抚喔權箖喔笉喙堗笡喔脆笖喔曕副喔о弗喔囙箒喔ム赴喔弗喔侧涪喔勦笝喔曕箟喔竾喔涪喔灌箞喔氞箟喔侧笝 喔堗付喔囙笚喔赤箖喔箟喔溹腹喙夃笟喔｀复喙傕笭喔勦箑喔｀复喙堗浮喔涏福喔编笟喔涏福喔膏竾喔氞箟喔侧笝喙佮弗喔班笗喔佮箒喔曕箞喔囙笟喙夃覆喔� 喙傕笖喔⑧笡喔佮笗喔脆箑喔｀覆喔∴副喔佮笀喔班笧喔多箞喔囙弗喔灌竵喔勦箟喔侧笚喔掂箞喙�喔斷复喔權箑喔傕箟喔侧箖喔權釜喔侧競喔� 喙佮笗喙堗箖喔權笡喔掂笚喔掂箞喙佮弗喙夃抚喔复喔權箑喔椸腑喔｀箤喙�喔權箛喔曕箘喔斷箟喔∴傅喔氞笚喔氞覆喔椸釜喔赤竸喔编笉喙冟笝喔佮覆喔｀竵喔赤斧喔權笖喔｀腹喔涏箒喔氞笟喔佮覆喔｀笅喔粪箟喔箖喔浮喙堗箚 喔傕腑喔囙笢喔灌箟喔氞福喔脆箓喔犩竸

喔斷箟喔о涪喙�喔笗喔膏笝喔掂箟喙�喔｀覆喔堗付喔囙笡喔｀副喔氞箖喔箟喙�喔傕箟喔侧竵喔编笟喔о复喔樴傅喔佮覆喔｀箖喔浮喙堗箖喔權竵喔侧福喔椸赋喔樴父喔｀竵喔脆笀喔涪喙堗覆喔囙福喔о笖喙�喔｀箛喔� 喙�喔炧阜喙堗腑喔｀副喔佮俯喔侧竵喔侧福喙�喔曕复喔氞箓喔曕競喔竾喔氞福喔脆俯喔编笚喔� 听 喔复喙堗竾喔赋喔勦副喔嵿腑喔编笝喔斷副喔氞箒喔｀竵喔赋喔福喔编笟喙�喔｀覆喔勦阜喔竵喔侧福喙�喔福喔脆浮喔勦抚喔侧浮喙佮競喙囙竾喙佮竵喔｀箞喔囙箖喔箟喔佮副喔氞箒喔炧弗喔曕笩喔福喙屶浮喔傅喔勦腑喔∴箑喔∴复喔｀箤喔嬥競喔竾喙�喔｀覆 喔權腑喔佮笀喔侧竵喔權傅喙夃箑喔｀覆喔⑧副喔囙笀喔编笖喔椸傅喔� 鈥楥hange management鈥� 喔傕付喙夃笝喔涪喙堗覆喔囙福喔о笖喙�喔｀箛喔� 喙�喔炧阜喙堗腑喙冟斧喙夃箒喔權箞喙冟笀喔о箞喔侧笧喔權副喔佮竾喔侧笝喔椸父喔佮竸喔權笗喔｀赴喔笝喔编竵喔栢付喔囙笚喔脆辅喔椸覆喔囙箖喔浮喙堗笚喔掂箞喙�喔｀覆喔佮赋喔ム副喔囙笖喔赤箑喔權复喔權竵喔侧福喔涪喔灌箞喙佮弗喔班笀喔班箑喔傕箟喔侧浮喔侧箑喔涏箛喔權釜喙堗抚喔權斧喔權付喙堗竾喔傕腑喔囙釜喔脆箞喔囙箖喔浮喙堗箚 喔椸傅喙堗笟喔｀复喔┼副喔椸竵喔赤弗喔编竾喔斷赋喙�喔權复喔權竵喔侧福

喔赋喔福喔编笟喙�喔｀覆 喔佮箞喔笝喔椸傅喙堗竵喔侧福喙�喔涏弗喔掂箞喔⑧笝喙佮笡喔ム竾喔椸覆喔囙笖喔脆笀喔脆笚喔编弗喔堗赴喙�喔佮复喔斷競喔多箟喔權釜喔脆箞喔囙釜喔赤竸喔编笉喔∴覆喔佮竸喔粪腑喔曕箟喔竾喙佮笝喙堗箖喔堗抚喙堗覆喔炧笝喔编竵喔囙覆喔權競喔竾喙�喔｀覆喔堗赴喙�喔傕箟喔侧箖喔堗抚喔编笗喔栢父喔涏福喔班釜喔囙竸喙� 喔⑧竵喔｀赴喔斷副喔氞笚喔编竵喔┼赴 喙佮弗喔班浮喔膏箞喔囙釜喔灌箞喙�喔涏箟喔侧斧喔∴覆喔⑧箑喔斷傅喔⑧抚喔佮副喔� 喔斷箟喔о涪喔佮覆喔｀釜喔權副喔氞釜喔權父喔權腑喔编笝喙佮競喙囙竾喙佮竵喔｀箞喔囙笀喔侧竵喔澿箞喔侧涪喔氞福喔脆斧喔侧福喔傕腑喔� DOHOME 喙�喔｀覆喔炧福喙夃腑喔∴笚喔掂箞喔堗赴喙�喔｀复喙堗浮喔斷赋喙�喔權复喔權竵喔侧福喙冟笝喔佮覆喔｀箑喔涏弗喔掂箞喔⑧笝喙佮笡喔ム竾喙�喔椸竸喙傕笝喙傕弗喔⑧傅 喙�喔炧阜喙堗腑喙�喔福喔脆浮喔福喙夃覆喔囙竸喔о覆喔∴釜喔侧浮喔侧福喔栢笭喔侧涪喙冟笝喔竾喔勦箤喔佮福 喔｀抚喔∴笘喔多竾喔佮覆喔｀釜喔｀箟喔侧竾喔｀腹喔涏箒喔氞笟喔樴父喔｀竵喔脆笀喙冟斧喔∴箞

DOHOME 喔о覆喔囙箖喔堗箑喔ム阜喔竵 麻豆原创 喙�喔炧阜喙堗腑喔堗副喔斷竵喔侧福喔佮副喔氞竸喔о覆喔� 喔椸箟喔侧笚喔侧涪喔赋喔勦副喔嵿笚喔掂箞喙�喔佮复喔斷競喔多箟喔� 喔勦父喔撪笂喙堗抚喔⑧腑喔樴复喔氞覆喔⑧釜喔脆箞喔囙笚喔掂箞喔權赋喙勦笡喔腹喙堗竵喔侧福喔曕副喔斷釜喔脆笝喙冟笀喔權傅喙夃箘喔斷箟喙勦斧喔� 喔о箞喔侧浮喔掂笡喔｀赴喙傕涪喔娻笝喙屶腑喔班箘喔｀笟喙夃覆喔�?

喔佮覆喔｀弗喔囙笚喔膏笝喙冟笝喙�喔椸竸喙傕笝喙傕弗喔⑧傅喔椸傅喙堗箑喔浮喔侧赴喔浮喙�喔涏箛喔權竵喙夃覆喔о箒喔｀竵喔腹喙堗竵喔侧福喙�喔曕复喔氞箓喔曕競喔竾喔樴父喔｀竵喔脆笀喙佮弗喔班笟喔｀福喔ム父喙�喔涏箟喔侧斧喔∴覆喔� 喔佮弗喔⑧父喔椸笜喙屶競喔竾喙�喔｀覆喔勦阜喔� 喔佮覆喔｀福喔о浮喔傕箟喔浮喔灌弗喙佮弗喔班笚喔赤箖喔箟喔佮福喔班笟喔о笝喔佮覆喔｀笚喔侧竾喔樴父喔｀竵喔脆笀喙�喔涏箛喔權箒喔氞笟喔副喔曕箓喔權浮喔编笗喔� 喙佮弗喔班笖喙夃抚喔⑧箑喔笗喔膏笝喔掂箟 喙�喔｀覆喔堗付喔囙箑喔涏弗喔掂箞喔⑧笝喙佮笡喔ム竾喙佮竵喔權斧喔ム副喔佮競喔竾喙�喔｀覆喙冟斧喙夃箑喔涏箛喔權笖喔脆笀喔脆笚喔编弗喔斷箟喔о涪 麻豆原创 S4HANA 喔嬥付喙堗竾喙�喔涏箛喔權竵喔侧福喔堗副喔斷箑喔佮箛喔氞競喙夃腑喔∴腹喔ム笚喔掂箞喔椸赋喙冟斧喙夃笚喔膏竵喔勦笝喙冟笝喔竾喔勦箤喔佮福喙�喔傕箟喔侧笘喔多竾喙勦笖喙夃竾喙堗覆喔� 喔覆喔∴覆喔｀笘喔椸赋喔囙覆喔權福喙堗抚喔∴竵喔编笝喙佮弗喔班抚喔侧竾喙佮笢喔權箘喔斷箟喔斷傅喔⑧复喙堗竾喔傕付喙夃笝 喔佮覆喔｀箑喔傕箟喔侧笘喔多竾喔傕箟喔浮喔灌弗喙佮笟喔氞箑喔｀傅喔⑧弗喙勦笚喔∴箤喔⑧副喔囙笂喙堗抚喔⑧箖喔箟喙�喔｀覆喔氞福喔脆斧喔侧福喔堗副喔斷竵喔侧福喔复喔權竸喙夃覆喔勦竾喔勦弗喔编竾喙勦笖喙夃笖喔掂涪喔脆箞喔囙競喔多箟喔� 喔｀赴喔⑧赴喙�喔о弗喔侧箖喔權竵喔侧福喙�喔曕复喔∴釜喔脆笝喔勦箟喔侧笚喔掂箞喔ム笖喔ム竾喔娻箞喔о涪喔ム笖喔笗喙囙腑喔佮釜喔脆笝喔勦箟喔侧箖喔箟喔涪喔灌箞喙冟笝喔｀赴喔斷副喔氞笚喔掂箞喙�喔浮喔侧赴喔浮 喔佮覆喔｀笟喔｀福喔ム父喔涏福喔班釜喔脆笚喔樴复喔犩覆喔炧箖喔浮喙堗箑喔弗喙堗覆喔權傅喙夃笂喙堗抚喔⑧箖喔箟喙�喔｀覆喔曕腑喔氞釜喔權腑喔囙竸喔о覆喔∴笗喙夃腑喔囙竵喔侧福喔傕腑喔囙弗喔灌竵喔勦箟喔侧箘喔斷箟喔斷傅喔⑧复喙堗竾喔傕付喙夃笝

喔椸副喙夃竾喔權傅喙夃箑喔｀覆喔⑧副喔囙箖喔娻箟喔涏福喔班箓喔⑧笂喔權箤喔堗覆喔� 麻豆原创 Intelligent Robotic Process Automation (IRPA) 喙�喔炧阜喙堗腑喔ム笖喔佮福喔班笟喔о笝喔佮覆喔｀箒喔氞笟 Manual 喙佮弗喔班箑喔炧复喙堗浮喔涏福喔班釜喔脆笚喔樴复喔犩覆喔炧競喔竾喔佮覆喔｀笚喔赤竾喔侧笝喙冟笝喙佮笗喙堗弗喔班抚喔编笝 喔赋喔福喔编笟喙冟笝喙�喔｀阜喙堗腑喔囙竵喔侧福喔炧副喔掄笝喔侧竵喔侧福喙�喔｀傅喔⑧笝喔｀腹喙� 喙�喔炧阜喙堗腑喙冟斧喙夃笚喔编笝喔佮副喔氞竵喔侧福喙�喔曕复喔氞箓喔曕箖喔權腑喔權覆喔勦笗 麻豆原创 SuccessFactors 喔堗付喔囙箑喔涏箛喔權箑喔椸竸喙傕笝喙傕弗喔⑧傅喔椸傅喙堗釜喔笖喔勦弗喙夃腑喔囙竵喔编笟喔佮弗喔⑧父喔椸笜喙屶箑喔｀覆喔椸傅喙堗箖喔箟喔勦抚喔侧浮喔赋喔勦副喔嵿竵喔编笟喔氞父喔勦弗喔侧竵喔｀競喔竾喙�喔｀覆喙�喔涏箛喔權腑喔编笝喔斷副喔氞箒喔｀竵 喙�喔｀覆喙冟笂喙夃福喔班笟喔氞竵喔侧福喔堗副喔斷竵喔侧福 喔佮覆喔｀箑喔｀傅喔⑧笝喔｀腹喙� 喙�喔炧阜喙堗腑喔澿付喔佮腑喔氞福喔∴笧喔權副喔佮竾喔侧笝喙佮弗喔班笧喔编笒喔權覆喔氞父喔勦弗喔侧竵喔｀箖喔箟喔覆喔∴覆喔｀笘喔涏福喔编笟喔曕副喔о箑喔傕箟喔侧竵喔编笟喔佮覆喔｀箑喔涏弗喔掂箞喔⑧笝喙佮笡喔ム竾喙勦笖喙�

喔勦抚喔侧浮喔｀腹喙夃箒喔ム赴喔勦抚喔侧浮喙�喔娻傅喙堗涪喔о笂喔侧笉喔傕腑喔囙笚喔掂浮 麻豆原创 喔｀抚喔∴笘喔多竾喔炧副喔權笜喔∴复喔曕福喔椸傅喙堗笂喙堗抚喔⑧箑喔｀阜喙堗腑喔囙竵喔侧福喔斷赋喙�喔權复喔權竵喔侧福 喙勦笖喙夃箒喔佮箞 Atos 喔赋喔福喔编笟 麻豆原创 S4HANA 喙佮弗喔� ABeam 喔赋喔福喔编笟 麻豆原创 SuccessFactors 喙佮弗喔� Round 2 喔赋喔福喔编笟 IRPA 喔曕箞喔侧竾喔∴腑喔氞福喔班笟喔氞釜喔權副喔氞釜喔權父喔權笚喔掂箞喔⑧腑喔斷箑喔⑧傅喙堗涪喔∴箖喔權笚喔膏竵喔斷箟喔侧笝 喔斷箟喔о涪喔勦抚喔侧浮喔覆喔∴覆喔｀笘喔椸覆喔囙箑喔椸竸喙傕笝喙傕弗喔⑧傅喙冟斧喔∴箞喙� 喔о副喔權笝喔掂箟喔竾喔勦箤喔佮福喙佮弗喔班笟喔膏竸喔ム覆喔佮福喔傕腑喔囙箑喔｀覆喔堗付喔囙浮喔掂競喔掂笖喔勦抚喔侧浮喔覆喔∴覆喔｀笘喔∴覆喔佮競喔多箟喔權箖喔權竵喔侧福喔堗副喔斷竵喔侧福喔佮副喔氞竸喔о覆喔∴箘喔∴箞喙佮笝喙堗笝喔笝喙冟笝喔笝喔侧竸喔�

喔弗喔侧涪喔氞福喔脆俯喔编笚喔佮赋喔ム副喔囙腑喔⑧腹喙堗福喔班斧喔о箞喔侧竾喔佮覆喔� 喙�喔涏弗喔掂箞喔⑧笝喙佮笡喔ム竾喔椸覆喔囙笖喔脆笀喔脆笚喔编弗喙�喔炧阜喙堗腑喙�喔曕福喔掂涪喔∴笧喔｀箟喔浮喔赋喔福喔编笟喙傕弗喔佮涪喔膏竸喔弗喔编竾喙傕福喔勦福喔班笟喔侧笖 喔勦父喔撪笀喔班箖喔箟喔勦赋喙佮笝喔班笝喔赤腑喔班箘喔｀竵喔编笟喔炧抚喔佮箑喔傕覆?

喔佮覆喔｀箑喔涏弗喔掂箞喔⑧笝喙佮笡喔ム竾喔椸覆喔囙笖喔脆笀喔脆笚喔编弗喔娻箞喔о涪喙冟斧喙夃腑喔囙竸喙屶竵喔｀笗喔侧浮喔椸副喔權竸喔о覆喔∴笗喙夃腑喔囙竵喔侧福喙冟斧喔∴箞喙� 喔傕腑喔囙弗喔灌竵喔勦箟喔侧箒喔ム赴喙傕腑喔佮覆喔笚喔侧竾喔佮覆喔｀笗喔ム覆喔斷箖喔浮喙堗箚 喔堗付喔囙箘喔∴箞喔栢阜喔抚喙堗覆喙�喔涏箛喔權竵喔侧福喔ム竾喔椸父喔權釜喔灌竾喔傅喔佮笗喙堗腑喙勦笡 喙佮笗喙堗浮喔掂竸喔о覆喔∴笀喔赤箑喔涏箛喔權腑喔⑧箞喔侧竾喔⑧复喙堗竾喔曕箞喔竵喔侧福喔涪喔灌箞喔｀腑喔斷競喔竾喔樴父喔｀竵喔脆笀喙冟笝喔⑧父喔勦箖喔浮喙堗笝喔掂箟 喔佮覆喔｀箑喔涏弗喔掂箞喔⑧笝喙佮笡喔ム竾喔椸覆喔囙笖喔脆笀喔脆笚喔编弗喙�喔涏箛喔權抚喔脆抚喔编笒喔權覆喔佮覆喔｀腑喔⑧箞喔侧竾喔曕箞喔箑喔權阜喙堗腑喔囙箒喔ム赴喔堗赴喔傕副喔氞箑喔勦弗喔粪箞喔笝喔勦抚喔侧浮喔覆喔∴覆喔｀笘喙冟笝喔佮覆喔｀箒喔傕箞喔囙競喔编笝喔椸覆喔囙箑喔ㄠ福喔┼笎喔佮复喔堗笗喙堗腑喙勦笡 喙�喔∴阜喙堗腑喙�喔｀覆喔炧复喔堗覆喔｀笓喔侧笘喔多竾喙傕弗喔佮涪喔膏竸喔弗喔编竾喔佮覆喔｀箒喔炧福喙堗福喔班笟喔侧笖 COVID-19 喔复喙堗竾喔笝喔多箞喔囙笚喔掂箞喙佮笝喙堗笝喔笝喔勦阜喔� 喔炧袱喔曕复喔佮福喔｀浮 喔斷复喔堗复喔椸副喔ム競喔竾喔溹腹喙夃笟喔｀复喙傕笭喔勦箑喔涏弗喔掂箞喔⑧笝喙勦笡喔曕弗喔笖喔佮覆喔� 喔ム腹喔佮竸喙夃覆喔嬥阜喙夃腑喔傕腑喔囙腑喔笝喙勦弗喔權箤喔∴覆喔佮競喔多箟喔權箒喔ム赴喙冟笂喙夃腑喔膏笡喔佮福喔撪箤喔椸傅喙堗箑喔娻阜喙堗腑喔∴笗喙堗腑喔∴覆喔佮競喔多箟喔� 喙�喔娻箞喔� 喔浮喔侧福喙屶笚喙傕笩喔� 喙佮笚喙囙笟喙�喔ム箛喔� 喙佮弗喔班弗喔赤箓喔炧竾 喙�喔傅喔⑧竾喔副喔堗笁喔｀复喔⑧赴 喔竾喔勦箤喔佮福喔曕箟喔竾喔勦赋喔權付喔囙笘喔多竾喙佮笝喔о箓喔權箟喔∴箖喔浮喙� 喙�喔弗喙堗覆喔權傅喙夃箑喔炧阜喙堗腑喔斷付喔囙箒喔ム赴喔｀副喔佮俯喔蔡� 喔溹腹喙夃笟喔｀复喙傕笭喔勦箖喔權箓喔ム竵喔斷复喔堗复喔椸副喔ム箘喔о箟

听

The post DoHome Drives Business Innovation with Digital Transformation appeared first on 麻豆原创 Southeast Asia News Center.