CDP零售行业案例分析
百盛案例分析
百盛案例分析引言在全球零售业竞争激烈的背景下，通过有效的市场定位和战略决策，企业能够脱颖而出并取得成功。
本文将对中国百盛百货公司进行案例分析，探讨其在竞争中的成功因素及经验教训。
一、企业背景介绍百盛百货公司是中国最大的连锁百货企业之一，成立于1992年。
作为中国零售业的领导者之一，百盛在过去几十年中一直秉承着“时尚、质量、机会”的经营理念，致力于为消费者提供高品质、多元化的购物体验。
目前，百盛在全国范围内拥有数百家门店，涵盖服装、家居用品、化妆品、食品等多个领域。
二、市场定位和目标消费者群体百盛以“时尚、质量、机会”作为主要的市场定位标准，致力于给予消费者现代、时尚的购物体验。
百盛的目标消费者群体主要是年轻人和中产阶级，他们注重品质和时尚感，追求个性化的生活方式。
百盛通过在产品设计、品牌选择和服务方面的不断创新，有效地满足了目标消费者的需求。
三、成功因素分析1. 精准的市场定位百盛通过深入市场调研和细分目标消费者群体，成功地实现了精确的市场定位。
百盛准确把握了年轻人和中产阶级的购物需求和购物习惯，针对性地开展产品设计和品牌运营，为消费者提供了合适的商品和购物环境。
2. 多元化的产品组合百盛以多元化的产品组合为消费者提供了更多的选择，满足了不同消费者的需求。
无论是时尚潮流的服装、家居用品，还是高品质的化妆品和食品，百盛都能够提供多样化的产品。
这种多元化的产品组合为百盛赢得了广大消费者的喜爱和信任。
3. 强大的供应链管理百盛建立了高效的供应链管理体系，保证了产品的及时供应和质量可靠性。
通过与供应商和合作伙伴建立长期合作关系，百盛能够快速响应市场需求，调整和优化产品组合，为消费者提供最新、最热门的商品。
四、经验教训总结1. 灵活应对市场变化百盛之所以能够保持竞争优势，一部分原因是其能够及时发现和应对市场变化。
随着消费者需求和市场环境的不断变化，百盛需要不断调整和优化其产品组合和市场策略，以保持竞争力。
客户成功案例制造业科勒
CDP 客户成功案例 制造业 科勒背景综述公司概况项目概述解决方案价值收益为何选择CDP化繁为简，CDP助推科勒在华业务稳步增长制造业属于劳动密集型产业，工厂企业，员工多，人员流动性大，集团管控难度大；随着中国国家地位的不断上升，人口红利优势也逐渐消失，人员管理的成本上升等系列难题出现。
企业试图通过引进先进技术、资源整合或携手领域内有经验的专家等方式来推动迫在眉睫的转型。
CDP凭借丰富的行业经验、独创的商业模式和领先的技术助力全球领先的厨卫品牌——科勒稳坐行业龙头宝座，推进其在华业务稳步增长！背景综述 公司概况 项目概述 解决方案 价值收益 为何选择CDP公司名称KOHLER （科勒）行业制造业总部地点美国威斯康辛州公司规模20,000多名服务人数8000人解决方案CDP 集团企业解决方案（薪酬外包）背景综述公司概况项目概述解决方案价值收益为何选择CDP 创立于1873年的美国科勒(Kohler)公司是迄今美国最庞大的家族企业之一,在世界范围内拥有50家工厂和20,000多名雇员，它是全球厨卫时尚的风向标。
2002年，在上海成立了科勒（中国）投资有限公司，作为科勒亚太区总部。
科勒历史悠久，堪称传统制造业的翘楚，公司规模大，员工众多，公司文化求稳，产品线纵深广，除了厨卫产品之外，还经营家具、发电机、动力系统等多项业务，业绩一直处于稳定增长的态势。
同时，它也有着传统制造业的通病。
首先，它们对成本控制很严格，对供应商的选择很挑剔，非常看重供应商的稳定性和软硬实力。
为了节约成本，合作的稳定安全，它们更倾向于选择实力强、服务质量有保障的优质供应商，来满足企业本身的多方需求。
其次，个性化服务要求高。
科勒12家分公司各自为政，很多是合资、独资的性质，员工数量多，集中管控难，急需有经验的供应商将12家公司整合到一起，实现集团管控。
最后，国内手工算薪费时费力且不精确，集团使用的全球SAP系统，进入中国后，水土不服，缺乏有经验的供应商去推进。
零售行业数据分析体系及案例介绍
零售行业数据分析体系及案例介绍数据混乱不能用问题反馈周期长业务决策效率低没人用不好用没价值可以落地的系统很难用分析内容缺乏可落地的规划咨询好听难以落地分析指标的罗列不能解决问题，可用的报表需要场景化：起因、经过、结果数据指标分析内容报表管理实现难度50%25%12.5%6.25%3.125%平台架构思路集团管理信息抓手追踪排名推动工作积极性实时监控平台业绩管理平台日/周/月/年报报送平台门店管理寻找增长点业绩激励日常工作指导赛马表实时管理平台销售报告销售/会员对照管理平台赛马表商品主题top/last 品牌分析活动主题会员主题销售主题招商/采购主题楼层/品牌收益分析活动业绩分析会员参与分析会员生命周期会员价值分析销售波动分析销售结构/趋势分析品类市场趋势分析品牌市场趋势分析分析体系针对：招商、人员管理、业绩管理、活动策划等查询销售模块：品牌动销查询、品牌销售查询。
防损模块活动模块领导层用户门店店长楼层长招商部策划部相关业务移动端微信端pc 端大屏监控邮件任务管理集团管理信息抓手追踪排名推动工作积极性实时监控平台业绩管理平台日/周/月/年报报送平台门店管理寻找增长点业绩激励日常工作指导赛马表实时管理平台销售报告销售/会员对照管理平台赛马表商品主题价格带分析活动主题会员主题销售主题采购主题商品abc 分析活动业绩分析会员参与分析会员生命周期会员价值分析销售波动分析支付分析品类市场趋势分析品牌市场趋势分析查询销售模块：品牌动销查询、商品周转查询。
防损模块活动模块领导层用户门店店长品类经理采购部策划部相关业务移动端微信端pc 端大屏监控邮件任务管理供应商主题供应商效益分布异常/淘汰列表分析体系平台架构－专营店集团管理信息抓手追踪排名推动工作积极性实时监控平台业绩管理平台日/周/月/年报报送平台门店管理寻找增长点业绩激励日常工作指导赛马表实时管理平台销售报告销售/会员对照管理平台赛马表商品主题价格带分析活动主题会员主题销售主题采购主题商品abc 分析活动业绩分析会员参与分析会员生命周期会员价值分析销售波动分析支付分析品类市场趋势分析品牌市场趋势分析查询销售模块：销售明细查询、商品周转查询。
零售业的大数据应用案例分析
零售业的大数据应用案例分析随着科技的不断进步，大数据在各行各业中的应用越来越广泛。
零售业也不例外。
大数据技术的应用对于零售业而言，可以提供准确的市场趋势分析、精确的商品推荐以及个性化的服务。
本文将分析几个零售业的大数据应用案例，以展现大数据在这一领域中的重要性和价值。
案例一：电商平台的个性化推荐系统在电商平台上，个性化推荐系统是实现客户精准消费的关键。
利用大数据技术，电商平台可以分析客户的浏览历史、购买记录、点击行为等数据，从而了解客户的偏好和需求。
通过对这些数据的分析，平台可以为每个客户量身定制商品推荐，提高商品的点击率和转化率。
例如，当用户在购物平台上搜索一款手机时，系统会根据用户的浏览历史和购买记录，向用户推荐与该手机相关的配件，如耳机、手机壳等。
这样的个性化推荐系统可以提升用户的购物体验，并增加零售平台的销售额。
案例二：实时销售数据分析大数据技术可以帮助零售业实时分析销售数据，以便及时采取相应的调整和决策。
通过对销售数据的分析，零售商可以了解产品的销售情况、受欢迎程度以及不同时间段的销售趋势。
例如，一家超市可以通过分析实时销售数据，确定热销商品的销售速度，及时调整进货量以避免库存积压；同时，也可以根据销售数据，预测未来的需求趋势，以便制定更精确的采购计划。
这样的实时销售数据分析对于零售商来说非常重要，可以提高效率和盈利能力。
案例三：顾客行为分析大数据技术可以帮助零售商深入了解顾客的行为模式，从而更好地满足他们的需求。
通过分析顾客的购买历史、浏览行为和消费习惯，零售商可以揭示潜在的消费趋势和顾客偏好，进而制定更有效的市场策略。
例如，一家服装零售商可以通过分析顾客的购买记录，了解到某些顾客更喜欢购买某一品牌或类型的服装，然后根据这些数据调整产品陈列和推广策略，以提高销售额。
顾客行为分析不仅可以帮助零售商提供更好的购物体验，还可以提高销售效果和顾客满意度。
案例四：供应链管理优化大数据技术可以帮助零售商在供应链管理方面实现优化。
Nike营销案例分析：CDSTEP环境因素对营销决策的影响
Chapter Case StudyNIKE: DELIVERING INNOVATION AND INSPIRATIONNike fans want to jump higher, land softer, and look cooler. But do they care about saving the planet? Maybe, but that’s only one concern for Nike CEO Mark Parker, who is tasked mainly with ensuring the company continues to produce shoes that young athletes want to buy, so the company can generate profits even in a sluggish economy.<Social Trends: Greener Customer>COMPANY HISTORYThe global athletic footwear giant now known as Nike began as Blue Ribbon Sportsin 1964 under the leadership of Phil Knight and track coach Bill Bowerman.1 Theidea was to create better shoes for athletes—an idea that grossed about $8,000 that first year. Eight years later, Knight and Bowerman founded Nike, and the company grew from its beginnings in Oregon to a presence that stretches across theglobe, operates in more than 160 countries, and reported revenues of $19.2 billion at the close of the 2009 fiscal year. In addition to athletic footwear, Nike sells sports apparel and equipment and owns several subsidiaries, including Cole Haan, Converse Inc., the clothing company Hurley International, and NIKE Golf.<Background Introduction>FACTORS IN THE MACROENVIRONMENT (宏观环境)Like many companies, Nike outsources production to developing countries, where labor costs are more advantageous.2 The model works well for these countries, which welcome the new jobs, but comes at a cost for both Nike and the communities where shoes are made: Initially, the manufacturing process exposed workersand the environment to toxins. Nike invested heavily in clean-up efforts but faced continuing criticism for the atrocious working conditions in its manufacturing facilities. When it claimed, accurately but perhaps not ethically, that the contract manufacturers are responsible for the poor conditions at their own facilities, communicating the message hurt Nike’s image further. The company changed tactics and began insisting that its manufacturing partners improve labor standards. It embraced this new position so completely that Nike’s current head of corporate responsibility admits the company’s earlier stance was “defensive, aggressive, and isolationist.”3 When the company recognized its ability to influence change, it also committed to improving resource use across its entire supply chainAssessing the MarketplaceBut as Nike learned from its own clean-up efforts,going green costs money, and spending capitalreduces profits for shareholders and can drive upcosts for consumers. Financial outlays are particularlydifficult during recessions. However, according to thecurrent CEO Parker and other forward-thinking executives,investment in environmentally and sociallyfriendly initiatives in the present helps reduce wastethroughout the supply chain and protect companiesfrom long-term economic challenges, like risingenergy costs.Economic Factor: RecessionSocial Trends: Greener customer, Health and wellness Concern Demographic: outsourcing developing countriesPolitical: Employee protectionENVIRONMENTALLY ORIENTED PRODUCTS:AIR JORDAN XX3 AND TRASH TALKAlthough Nike made substantial progress replacingchemical glues with safer water-based adhesives inits shoes and protecting workers from toxicity, thecompany also challenged itself to create a new shoedesign that eliminates the need for toxic adhesives.The first product, the Air Jordan XX3, fits togetherlike puzzle pieces rather than relying on chemicaladhesives. Most pieces are joined with a “3-D”sewingmachine that stitches the shoe in an upright position,though the shoes also contain water-based glues and small amounts of chemical adhesives.The shoe accomplishes what it is meant to in terms of reducing greenhouse gases, and the company proclaims its confidence in the shoe’s ability to hold up on the court. But success in the market is no slam dunk. When he first saw the design, Michael Jordan—the namesake of the line, who has endorsed Nike shoes for decades—commented, “It better work right.”Athletes primarily demand shoes that perform well under pressure, so XX3s will have to match or outperform previous models on measures such as spring, cushioning, and stability. Sustainable environmental practices are unlikely to be an NBA player’s first consideration during a playoff game.Another new basketball shoe, the Nike Trash Talk, is made from leftover shoe leather and reground materials from other shoes. Used occasionally on the court by Phoenix Suns All-Star guard Steve Nash, Trash Talk shoes remain a limited edition, intended to help the company determine the advisability and viability of scaling salvage manufacturing into other shoe lines.环保系列跑鞋DEMONSTRATING RESPONSIBILITY AT HOME AND ABROAD强调社会责任&创新Having learned from its past mistakes, Nike now works toward an equitable and empowered workforce and better working conditions for its own workers, as well as for workers throughout the industry.5 Initially, the company established a Code of Conduct and required its manufacturing partners to abide by those standards for environment, safety, and health. Simply policing conditions did not solve allthe problems, so Nike evolved its approach to work with manufacturers and identify the root cause of Code of Conduct violations. To help address excessive overtime, equitable wages, and other employee-related issues, the company is integrating human resources management systems into its facilities and workingwith other brands and nongovernmental agencies to address community issuesthat may help the workforce thrive.The company has adopted “lean manufacturing”from the car industry. Inthis process, small teams of workers build entire items rather than taking onestep before the other as the item moves down an assembly line. This technique saves about 15 cents per shoe; the company also believes the new manufacturing approach will help workers feel more empowered and more equal. Caught inthe middle among consumers looking for low prices, shareholders wanting strong returns, workers who want and deserve fair pay, and a global recession, Nike continues to view its challenges as opportunities for innovation.。
cdp指标技巧
cdp指标技巧CDP指标技巧1. 什么是CDP指标CDP指标（Customer Data Platform Metrics）是一个用来衡量市场运营绩效的重要指标，它利用客户数据集成平台（Customer Data Platform）进行数据分析和管理，帮助企业更好地了解顾客需求、提高营销效果、优化用户体验。
2. CDP指标的分类采集类指标•数据粒度：确定数据采集的粒度大小，是否需要详细的个人信息，或者可以通过匿名数据进行分析。
•数据来源：分析数据的来源，是否来自网站访问、APP活跃度、社交媒体等。
•数据质量：评估数据的准确性、完整性和一致性。
整合类指标•数据清洗：确保数据质量，去除重复、错误、不完整的数据，保持数据的一致性。
•数据关联：将不同来源、不同形式的数据整合在一起，建立用户画像和行为路径。
•数据验证：验证数据的有效性，排除无效和错误数据。
分析类指标•用户洞察：从数据中挖掘用户的行为、偏好、购买力等信息，帮助企业了解用户需求，优化产品和服务。
•转化率分析：分析用户转化率，了解用户流失和留存情况，优化营销策略，提高转化效果。
•用户互动分析：分析用户在不同平台的互动行为，包括浏览、购买、评论等，优化用户体验，提高用户参与度。
3. CDP指标技巧数据采集技巧•精确定义数据采集目标，明确需要采集的数据类型和指标。
•合理选择数据采集工具，根据具体需求选择合适的数据采集工具，例如Google Analytics、Kissmetrics等。
•针对移动端用户，使用SDK或应用内置工具进行数据采集，获取用户APP内的行为数据。
•利用Cookie和用户标识来识别和追踪用户行为，补充数据中的匿名用户信息。
数据整合技巧•建立清晰完整的数据字典，明确各个数据字段的含义和关联关系。
•利用ETL工具进行数据抽取、转换和加载，确保数据的准确性和一致性。
•建立数据模型和关系图，清晰展现数据之间的关系和逻辑。
•运用数据挖掘技术，从海量数据中提取有价值的信息，帮助企业做出决策。
消费者购买决策的CDP模型
消费者购买决策的CDP模型广告策划主要是是针对消费者的策划，因此，有效的广告策划首先应该研究消费行为的规律。
如图1所示的消费者决策过程模型（Consumer Decision Process Model，即CDP模型）这是一个简单的版本，代表了一个消费者头脑中的形成购买决策的核心路径。
它不仅可以指导市场经营者如何制定产品的市场组合、沟通、销售策略，更可以为广告策划人了解消费者行为的一个指南。
随着我们对于问题研究的逐步深入，它会变得复杂一些（见稍后的内容）。
正如CDP模型所描述的那样，消费者决策过程有7个主要步骤：需求确认、搜集资料、购买前评估、购买、消费、用后评价以及处置。
通过理解消费者决策形成图，广告策划人可以发现消费者为何买或不买某种产品的原因，以及怎样做才能使他们购买更多的特定产品，或专门买某个供应商的产品，从而为这个特定的产品找到广告策划与策略的依据。
图1消费者决策过程模型（CDP）的一个简单版本CDP模型告诉我们，消费者决策过程有7个主要步骤：需求确认、搜集资料、购买前评估、购买、消费、用后评价以及处置。
第一阶段：需求确认如果不是因为需要或欲望，没有人会购买一个产品。
任何购买决策的出发点都是消费者的需求（或问题），当一个人的理想和现实存在差距时，就会产生需求确认。
只有当他们相信一件产品能够满足自己的需求或解决问题时，才会做出购买的决策。
因此，消费者购买产品的第一个阶段就是需求确认。
消费者在购买某一项商品之前，一定事先体验到购买此项商品的需要。
如天气炎热才会感到购买空调机的需要，天气冷了才会感受到购置棉衣的需要。
有时，人们并非是在直接需要的驱使下去购买商品，例如，当货币贬值、物价上涨之时，消费者往往不顾自己消费需要而去抢购，但这时候，驱使消费者去抢购的是一种心理需要，即安全的需要，而不是物质的需要。
事实上，任何购买行为后面都存在着某种需要。
在许多场合下，往往是由于某种外界刺激（例如广告）引发人们的需要。
零售业共享经济模式实践：共享库存、共享物流、共享渠道的实践案例
零售业共享经济模式实践：共享库存、共享物流、共享渠道的实践案例引言在当今快速发展的数字化时代，共享经济模式已经成为了一种流行趋势。
共享经济通过联网和数字技术的发展，使得资源的共享更加便捷，为传统行业带来了全新的商业模式。
其中，零售业是一个最直观、最受益的领域之一。
共享经济模式的实践在零售业中已经取得了一些令人瞩目的成果。
本文将以共享库存、共享物流、共享渠道为切入点，介绍一些零售业共享经济模式的实践案例，以期让读者对这一趋势有更深入的理解。
共享库存共享库存是指通过共享平台，实现零售商之间库存资源的共享。
传统零售业在面临销售力不足、库存积压等问题时常常导致资源的浪费和成本的增加。
而通过共享库存模式，零售商可以将自己的库存资源共享出来，供其他零售商利用。
这使得库存资源得到更充分的利用，避免了资源的浪费。
案例1：小米之家小米之家是小米科技旗下的线下零售店铺。
每当新品发布或者促销活动时，小米之家往往会面临供不应求的情况，客流量非常大。
为了解决库存供应的问题，小米之家采取了共享库存的模式。
他们与小米官方线上商城和其他零售店进行合作，共享库存资源。
在供不应求的情况下，小米之家可以向合作伙伴借用库存，以满足更多顾客的需求，避免销售的失去。
这种共享库存的实践让小米之家在销售高峰期能够更好地服务客户，提升了客户的满意度。
案例2：ZARAZARA是一家知名的快时尚品牌，以其短周期的设计、制造和配送而著名。
在快节奏的时尚行业，库存管理是一个关键挑战。
为了解决这个问题，ZARA采用了共享库存的模式。
他们建立了一个全球统一的库存管理系统，每个店铺都可以通过该系统查看全球范围内的库存情况。
当某个店铺库存不足时，他们可以向其他店铺借用库存，以满足销售需求。
这种共享库存的实践让ZARA能够更好地应对快速变化的市场需求，提高了销售效率和利润。
共享物流共享物流是指通过共享平台，实现零售商之间物流资源的共享。
传统零售业在面对仓储、配送等物流环节时，常常存在高昂的成本和效率低下的问题。
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CDP Retail HR Outsourcing Solution & Case StudyRetail is a newly emerging and rapidly developing industry. It has become an industry of large scale especially after entry into WTO. National statistics show that the consumer retail amount in 2008 has come to 8921 billion Yuan, with an increase of 16.8 percent than last year.Currently with the rapid development of our retail industry, enterprises’ demands more for talents, modern human resource management theory and especially tailored solution which can greatly improve their core business.Grouping, chain stores, mergers and acquisitions, big shopping mall, regional and global expansion are all the new patterns of retail industry which have the following characteristics differ from other industries.1. Scattered location, centralized managementDue to scale effect of the retail industry, enterprises in retailing have more chain stores which scatter from each other. Almost all the retail companies use store expansion as a major measure during their early‐stage growth, which results in lack of communication between each stores.2. Duplicated management systemThe number of chain stores decides the size of an organization. The management of chain stores applies standardized operation according to group strategy and procedure, while in real practice most companies have difficulties in unifying the management information system.3. Talent retain and managementThe high staff turnover is another issue for staffing, training, payroll, attendance tracking and a big challenge the retail industry is facing. More work should be done to retain and develop staff than just to hire them.4. Information management becoming bottleneck of business developmentRetail companies should set up a modern information system to standardize the management, which often has to be postponed due to the high implementation fee.In view of the above characteristics of the retail industry, CDP put forward “human resource outsourcing solution of retail industry” which has been successfully implemented on leading enterprises such as Mary Kay, Prada, Lacoste, Eland and Wyeth, etc.In servicing for those retail companies, CDP well knows the unique HR management characteristics in retail industry and learned a lot of our own methodologies and service procedures in retail companies HR outsourcing.Generally，retail companies have many chain stores, which exist obviously and independent factors on management, location, employee qualification and self‐development plan. Each of the chain stores has its own HR outsourcing requirements. According to above situations, CDP developed a set of appropriate HR outsourcing solution for retail companies from 3 levels.1，Try to improve the HR transaction and employee master data management efficiency to manage all the information systematically, such as employee personal information, contract, attendance tracking, payroll information, performance. The target is to increase the accurate ratio and on‐time update. This is the key point in retail companies’ HR management.2，Optimize retail companies’ HR process, which means to re‐engineer their HR management processes and work flows to fit for the fast growing of the organization. The characteristics of retail industry decide that all retail companies will not stop changing and developing to satisfy its organizational requirements. A unified and standard HR management process and work flow is the guarantee of a retail companies entire image.3，Enhance retail companies’ capabilities of analysis and forecast to support is ongoing development.Mary Kay has grown to be a multibillion‐dollar global cosmetics company with more than 1.7 million Independent Beauty Consultants in more than 30 markets worldwide. Mary Kay was created from one woman’s desire to enrich women’s lives. After more than 40 years, it remains one of the most popular business opportunities for women around the world and features one of the most generous compensation plans and incentive awards programs in the direct selling industry. Today, Mary Kay is one of the largest direct sellers of quality skin care and color cosmetics in the world.Project Objectivesz Centralized HR processz SOX regulation compliancez Focus on HR core businessz Integration with Oracle/JDE FI/COScope of projectz Payroll/Benefits outsourcing servicesWhy CDPz Accelerate SOX compliancez Integration with other systemz Knowledge, Experience and Practicesz Payroll outsourcing powered by SAPBenefitsz No upfront IT investment with low riskz High HR operation efficiency and effectivenessz Reduce the HR operation costsz Accelerate to SOX compliancez Gain the 3rd HR knowledge and expertsPRADA is one of the most famous luxury consumer providers in the world. PRADA produces the best luggage, leather goods, accessories and fashions from early 1900’s to create a fresh, fashion‐conscious identity.Project ObjectivesReduce HR operations costs while improving efficiency and employee satisfactionSOX complianceIntegrationHR process centralizationScope of projectHR transformation consulting servicesPayroll outsourcing servicesBenefit outsourcing servicesWhy CDPUnderstanding of China and local regulations.High end HR platformOn‐step solutionBenefitsDecreased up‐frond investment and maintenance costsSimplified administrative workImproved employee productivity and satisfactionLowered operation costs and increased flexibilityAccelerate SOX complianceThe nd Group (‘ELG’), a specialized fashion/retail business enterprise, consists of Fashion Business, Retail Business, and Growth‐Support & Future Business. The Fashion Business encompasses adult casual wear, children’s wear, underwear, ladies’ wear, jewelry, etc; the Retail Business runs NewCore Outlet, NC Department Store, Kim’s Club Mart, Homever ‐ a premium large‐scale discount store, as well as 2001 Outlet, the first fashion discount store in department store style in Korea; the Growth‐Support & Future Business operates construction business, food business, hotels and resort business, and e‐business.Project ObjectivesReduce HR operation costCentralized HR processFocus on HR core businessScope of projectPayroll/Benefits outsourcing servicesWhy CDPKnowledge, Experience and PracticesCover 62+ citiesPowerful HostingBenefitsNo upfront IT investment with low riskHigh HR operation efficiency and effectivenessReduce the HR operation costsAccelerate to SOX complianceGain the 3rd HR knowledge and expertsIn 1933, Rene LACOSTE and Andre GILLIER, the owner and chairman of France's largest knitwear manufacturing firm at the time, set up a company to make the logoembroidered shirt designed by the champion for his own use on the tennis court. Also marketed were a number of other tennis, golf and sailing shirts, as can be seen in the first catalogue from 1933.Objectivesz Employee number increase and operational workload increasez Focus on core business, reduce cost, improve HR efficiency and enhance employee satisfactionz Integrate with the global ERP systemz Reduce the costScope of projectz Payroll outsourcingz ReportsWhy CDPz CDP BPO products taking place of manual operation which greatly enhance efficiencyBenefitz Reduce error ratez Providing better report forms for clientsz Providing clients with high‐level SAP HR platformWyeth is a research‐based, global pharmaceutical company responsible for the discovery and development of some of today's most innovative medicines. Their products are sold in more than 140 countries, and the product portfolio includes innovative treatments across a wide range of therapeutic areas. Its worldwide resources include more than 52,000 employees, manufacturing facilities on five continents, and a discovery and development platform encompassing pharmaceuticals, vaccines and biotechnology.Project ObjectivesHR transformationHR process centralizationReduce HR operation costFocus on HR core businessShare the risk of HRISScope of projectHR transformation consulting servicesPayroll outsourcing servicesWhy CDPYears HR experience and practicesHelp them to accelerate SOX complianceHigh end HR platformOn‐step solutionBenefitsDecreased up‐frond investment and maintenance costsSimplified administrative workImproved employee productivity and satisfactionLowered operation costs and increased flexibilityAccelerate SOX compliance。