Technologist | Decision Yi Zhao Zhuwei: From meeting application requirements to serving business goals, from SaaS service providers to business partners

Cultivation of workaholics

"Technologists" once talked with Suzhou To B entrepreneurs about "why Suzhou To B industry started early, developed well, and has a large scale." One of the important reasons is: in the 1990s, many multinational giants settled in Suzhou. These companies It is not only an early customer of China's To B service, but also has the ability to export To B services. It has cultivated a large number of To B talents. It can be called the Whampoa Military Academy in China's To B industry-BenQ Chase, which is one of its representatives.

After graduating from university, Zhao Zhuwei chose BenQ as a technical engineer and worked for three years. Zhao Zhuwei said that this experience is mainly to develop good work habits and professional attitudes, specifically, to have the ability to cope with high-intensity work. Until now, he still maintains a huge workload of 12 to 14 hours a day.

After three years of work, the "BenQ Race" incubation plan that will send many To B talents in the future has surfaced. The information team has switched from internal support to external services, opening doors to customers. For Zhao Zhuwei, who has long been eager to enter the vast world of the market, "I think this may be the most important turning point in my career", so he took the initiative to ask.

The right choice brought rapid growth. Four years later, Zhao Zhuwei became the director of BenQ's ERP division, providing enterprises with ERP solutions based on Microsoft MBS and SAP products.

There is energy, but also direction

In 2007, in the turmoil after the failure of Siemens Mobile's investment, Zhao Zhuwei left BenQ and went north to Beijing to work for a short time at the Ministry of Industry and Information Technology. Then he returned to Suzhou and took up the post of CIO at Baoste Machinery (China), a world-renowned power tool company.

"People grow up to a certain level, after doing something, they will have blind self-confidence. There will be impulses in the heart, pushing you to embark on this road of entrepreneurship." From the end of 2009 to 2016, Zhao Zhuwei ran on the road of entrepreneurship. year. His first entrepreneurial attempt was a non-productive material trading platform, but due to resource constraints, he could not create a big picture. Since then, he has tried cutting-edge mobile Internet and relatively conservative and traditional cultural media, although it is not a failure. , But it did not make Zhao Zhuwei the success of self-satisfaction. "The process is very interesting, but in terms of the results, it has been a dull 7 years."

Looking back on the 7-year entrepreneurial journey in the first phase, Zhao Zhuwei believes that the biggest gain is a broad and three-dimensional perspective. “When doing IT Service, you also touch many industries and you have no shortage of horizons, but you can only observe the'process'. A high level. Only after a real business, do you know that a complete business body has all the internal organs, seven meridians and eight collaterals, and the biggest lesson is that you can make a successful business if you have ideas and enthusiasm. However, it was discovered after the fact that concentration is the foundation of a successful career. This reflection directly affected Zhao Zhuwei's next stage of life, All In, on an extremely subdivided and focused track.

Join the big health industry, lock in easy decision-making

Zhao Zhuwei and the founding team of Zhiyiyi are old knowledge, combined with the consensus on opportunities in the IT service field from both parties. In 2016, the second half of the To C wave is coming to an end. To B is in the ascendant, especially the health industry. As a long-term good sub-industry after the improvement of living standards, it is bound to usher in long-term development. It is the right choice to cut into sub-sectors to provide refined services and build barriers to competition, from the macro to the micro.
"This industry is good enough, special enough, and this is enough." Under this consensus, the old comrades once again joined hands to formally start the decision-making business of "digital service providers in the life sciences industry".

Technologist: How to analyze and judge the market situation at the beginning of the decision-making process?
Zhao Zhuwei: At the time of 2016, in the pharmaceutical industry CRM service providers, except for the international giants that are playing high in the head market, other competitors have entered the market not long ago. Each has its advantages, some are good at resource docking, some have product advantages in individual business areas, and the decision-making team is best at solutions and landing, so we established the "plan + landing" route as an initial competitive strategy. We also planned a roadmap to continuously strengthen our advantages and make up for shortcomings. For example, in the ability and resource structure of the founding team of E-Daily, the industry penetration and docking capabilities are obviously weak, and it has almost become a development bottleneck around 2018. We immediately followed the plan and invested Sufficient resources enhance the market ability. Since the private domain has no advantage, it will reach customers from the public domain route. Nowadays, market ability is no longer the shortcoming of easy decision-making and competitiveness.

Technologist: One of the underlying logics of the To B industry is the more stable and prosperous. The medical industry is characterized by continuously promoting various top-down reforms. How easy is the decision-making to judge on this and how much subsequent development has been affected? influences?
Zhao Zhuwei: I am personally not sure of this underlying logic, after all, opportunities arise from changes. For the leader in the inherent market, stability represents prosperity, but for new cakes or challengers, on the contrary, market changes mean more opportunities. So far, medical reform is still advancing, and the supply-side reform represented by pharmaceutical companies and medical devices has entered the later stage, and the future is to fight for product innovation and management systems. In the future, more changes will occur on the medical service side. The main contradiction at present is reflected in the scarcity of high-quality diagnosis and treatment resources, and the contradiction between the needs of a large number of patients. In this regard, we have started to enter at selected points: we hope to start with connecting patients, build user stickiness by providing patients based on Patient Journey's knowledge base, self-service, community communication, resource docking and other values, and gradually integrate resources and form a business model.
In short, industry changes should be positive factors for us. After all, the model innovation and refined management represented by digital transformation are more rigidly needed content for the standardized market.

The more turbulent, the more growth

On January 9, 2017, the National Health and Family Planning Commission issued the "Implementation Opinions on the Implementation of the "Two Invoice System" in the Drug Purchase of Public Medical Institutions (Trial)", announcing the beginning of the national "Two Invoice System". Since then, the medical reform for many years has officially entered a stage where various policies are intensively promulgated and fully implemented. The health industry centered on medicine and medical care is facing huge turbulence and restructuring.

For service providers, changes in the business environment require not only follow-up, but more guidance and solutions. In this change, the decision-making team actively responded, analyzed the final impact of policy changes on marketing management, grasped the two business pain points of data services and compliance, and quickly adjusted the plan. The introduction of data services and compliance solutions and products to the industry, the implementation of these solutions and services, allows customers to experience the professional capabilities of Easy Decision as a service provider, and drives a series of project cooperation.

In this huge change, the IT Service program capability of easy decision making has played a huge advantage, quickly responding, quickly forming solutions, quickly helping customers to implement them, and finally seizing the opportunity in the period of dramatic change. In 2019, Decision Easy has passed its initial stage and has ranked first in the first echelon of marketing digital service providers in the medical industry.

Technologist: When the industry is undergoing major changes, how does Decision Yi give full play to its own advantages and turn it into development opportunities?
Zhao Zhuwei: It is the customers who are most affected by the change. We start from the customer's perspective and discover the customer's management pain points. Based on this, we determine the customer's real needs, design reliable solutions, quickly iteratively release products, and ensure implementation. So as to help customers reduce the management adjustment cycle and cost brought by the change period.
For example, the compliance construction faced by the typical direct operation and investment promotion business models of pharmaceutical companies is completely different. For directly-operated teams, the compliance system is relatively well-established. Under the guarantee of internal audit and internal control, the promotion of a set of self-operated team behavior performance system can basically solve the main problems.
As for the investment team, its compliance business management system has many business links, including service provider access, service entrusted management, service data submission and key business management, service data reporting, etc. The entire business chain is long and involves many roles. We need to provide a complete set of closed-loop management solutions to ensure compliance with the entire investment business system. But even so, this can only help pharmaceutical companies, but it is difficult to empower CSOs, and it will be difficult for CSOs who cannot self-certify compliance in the future to survive. While helping pharmaceutical companies to do compliance, we found that CSO has the need for self-management, so we have opened up CSO behavioral process management and pharmaceutical company compliance system management, and truly formed a penetrating process management to compliance A complete closed loop of the evidence chain. This is currently the leading solution in the market and has helped many customers quickly complete the construction of a compliance system.
Our dedication to the solution comes from our sensitivity to the pain points of customer management, which is our value as a service provider. Insist on starting from a strategic and long-term perspective and tool innovation to help customers solve problems.

Data + products + services
Drive marketing innovation for pharmaceutical companies

Technologist: Starting data intelligence often means that To B companies have stepped into the innovation-driven and in-depth empowerment stage from the demand response stage. Which possibilities for data intelligence to be combined with the value of the big health industry scene have been easily discovered by decision-making?
Zhao Zhuwei: There are many scenarios that can be combined. In theory, as long as the data is sufficient, there is a mature model or logic. All business scenarios can achieve intelligent management, which is also one of the visions of digital transformation, but it takes time. At present, limited by the integrity of data and the accumulation of business logic, we focus on some business scenarios with a high degree of data mastery, mainly for the two points of market strategy and sales strategy.
Take market strategy as an example, combined with full market data, can clearly tell users the breadth and depth of current market coverage, find blank markets, and prompt development goals, which can greatly improve the efficiency of mastering and making decisions about the current market situation.
Regarding sales strategy, a typical scenario such as academic communication between medical representatives and HCP. Based on our HCP big data and algorithms, the system will provide a complete customer profile, and representatives can make action plans based on this. At the same time, when the representative requests help, the intelligent assistant can suggest which method, frequency, and academic materials should be used to communicate with the other party. At this time, the representative only needs to be responsible for the implementation. Representatives in such intelligent scenarios will have more focused capacity requirements, simplified work content, and significantly improved production capacity output.
In the future, with the accumulation of industry data and business logic for decision making, there will be more and more intelligent business scenarios. In the end, our intelligent assistant will become a full-role, full-scene, and companion AI assistant in the marketing business.

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▲In 2021, the decision is easy to fully reconstruct the bottom layer expansion of the full link.

Technologist: Data intelligence has different development bottlenecks in different fields. In the big health industry, what are the core elements of data intelligence?
Zhao Zhuwei: The core element of data intelligence is the business logic of big data and data application scenarios. The big data of customers in the big health industry involves a lot of information. In addition to direct terminal customer information such as hospitals, chain stores, and pharmacies, it also includes information about GPO drug procurement organizations, commerce, KOL key opinion leaders, and HCP medical professionals. With the continuous advancement of digital transformation, enterprise decision-making scenarios require the support of full market big data. However, it is unrealistic for any company to build full amount of big data. Therefore, the big data of service providers has become a necessary capability. What we need to do is to continuously improve data coverage, expand data content, and improve and integrate application scenarios. So far, the big data of Easy Decision has covered 100% of graded hospitals, more than 98% of commercial, chain, and pharmacies, and more than 70% of primary care. We have established certain advantages in terms of data integrity.
The mastery of business logic relies on the research of service providers and the accumulation of best business practices. Relying on research to strengthen the details of business logic, this approach is not realistic for us at present, and we should not go this way in the future. Therefore, we mainly rely on the abstraction of best business practices to accumulate. Our product team will continue to carry out excellent case analysis and business model design work. This is a process of continuous accumulation. The more benchmark customers we have, the richer the business logic we have accumulated.

Technologist: For To B companies, the value of PaaS has always been controversial. Why did the decision-making Yi decide to build aPaaS?
Zhao Zhuwei: Even if we jump out of the big health industry, I think that the development of To B IT services to a certain extent is inseparable from aPaaS. The advantages of standardization are clear to both supply and demand parties. It is light, fast, and convenient, but personalization must exist. Like individuals, any company will actively build differentiated management or passively form differentiated processes as it grows. These differentiated elements inevitably require the individual satisfaction of service providers. The aPaaS platform is the best choice to use technical means to meet the complex, long-term and changeable individual needs of enterprises, so we will firmly invest in the development and iteration of the aPaaS platform.

Technologist: I see that in the business areas of easy decision-making, some businesses covered by Saas have also launched business operations services. What is the proportion of these two services in the future, from software service providers to operations How to deal with the transformation of services and how to build the team?
Zhao Zhuwei: The expansion of SaaS service providers to business operations is a natural business extension and cannot be considered a transformation. Moreover, this extension is much smoother than we expected. It is a natural expansion of the service form after the core competence is available, and team building is not as difficult as expected. The operation services we provide are based on the business scenarios covered by our solutions, and they are all businesses with a high degree of dataization and systemization. So far, the business services we have provided include data-related services, overall process services for online meetings, incentive plan design and bonus calculation services, as well as online academic visits and sales support services. In terms of service form, the choice of SaaS or business operation is a reflection of the company's business strategy, which will coexist in the long-term. In the short-term, we do not make a focused choice. It depends on the market. Of course, the market size of business operation services is much larger than the Saas market in the long run, which is also our growth direction.
The decision-making team focuses on the construction of the three major capabilities of data, products, and services, empowering the digital operation of the customer marketing system in the health industry, helping customers quickly enter the era of compliance, refinement, and digital intelligence management, and taking the lead in the era of industry transformation Strengthen the ability to win the opportunity.