和光变法

    2001年，用ERP管理的浪潮在中国一阵紧似一阵，如何建立公司流程，并且运作科学有效，成为企业管理界的制高点。但是，它涉及企业内部利益、权利、重组、分配等等难题，很多企业望而却步。一个专门做营销的和光公司，却信誓旦旦、义无反顾主动进行了一场内部变法。当时，他一路高歌猛进，如今几年过去，掌舵人吴力先生已漂在美国。

    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

    “越往深谈的时候，我越来越发现做好咨询项目有点儿像两人结婚一样，最后产生出来的宝贝一定是两人的结晶，不能说是爸爸的功劳还是妈妈的功劳。”

    “我们实际上在探讨一个传统商贸流通业往现代商贸流通服务业的进化的一个通用型的解决方案。”

    “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.”