How to ensure that only authorized employees, partners and customers can access materials and applications?

How to ensure that only authorized employees, partners and customers can access materials and applications? I think in this case, you should first establish a friend relationship with the customer. If the customer has not rejected your negotiation request, he intends to find another supplier. Selling this job has always been selling yourself. If you sell yourself and become a friend, it is very difficult for the enterprise to do so, and many skills are needed. I think, as long as you are sincere, treat customers as friends and cooperate in business, it is only a matter of time. Wish you success!

How to inquire about the address of Oracle Bone Inscriptions WDP partner's authorization qualification;

:work force . Oracle ./pls/wdp _ ekit/new _ home . main

Open the page, select a country option in the "Find Members Near You" column in the lower left corner, and then select "China":

Select "WDP" as the partner type option, and click "Search" button to query the names of all WDP authorized partners in China.

Enter "Chongqing" in the input city option, and you can directly query Chongqing Stronghold Technology Co., Ltd.:

How to become strategic partners with group customers, hand over professional things to more professional people, and ensure that the process and results of operation and product production have top professional standards. In the social division of labor system, the responsibility and role of real estate enterprises is to integrate various resources and shape real estate products that meet market demand; The molding process of residential products is divided into different professional manufacturing processes, so as to find more professional contractors from the market and coordinate the relationship between professional contractors in the manufacturing process to achieve the purpose of product manufacturing and sales. The professional ability of real estate enterprises is manifested as integration ability, management ability and integration and coordination ability. Finding more professional contractors is one of the most important management contents of real estate enterprises. The control ability of real estate enterprises in this respect directly affects the design and quality of their products, as well as the performance of business sales and customer relations. One of the core competitiveness of real estate enterprises is the ability to identify and hire excellent contractors. Obtaining the best and most cooperative suppliers from planning and design, construction, product procurement, marketing, property services and other aspects, in order to create high-quality products that meet the requirements of target customers and realize the benefit objectives of business operations of both partners, is the most concerned issue of real estate enterprises, and it is also an important basis for their sustainable development and improvement of market competitiveness. Excellent strategic partners can provide unique value in many aspects, such as high quality, high efficiency, avoiding quality cost, avoiding uncertainty risk and sharing experience, which are very important for high-quality products and greatly reduce various hidden costs and risks brought about by uncertainty. Super supplier relationship refers to the cooperative relationship between enterprises and suppliers based on high trust, sincere treatment and objective treatment of results. Japanese automakers such as Honda and Toyota have left Ford and General Motors far behind through cooperation with super suppliers. It may be the best way for enterprises and suppliers to cooperate. As long as it is used properly and acts according to the principles listed in this paper, the super cooperative relationship can bring great benefits to both parties. Will your enterprise cooperate with suppliers? Perhaps most people will give a positive answer to this question. However, what is "cooperation"? We must define cooperation more strictly to reflect the cooperative relationship between customers and suppliers at all levels. These aspects mainly include business relations, performance indicators, inter-company communication, management attitude and fundamental goals. Let's look at the highest level of cooperation between customers and suppliers, that is, super suppliers. The fundamental goal of this cooperation model is set high, and there is no doubt that it is different from other cooperation models. Some companies said: "Close cooperation with super suppliers means that we will successfully achieve the goal of doubling the cost-effectiveness through the joint efforts of both parties." Super cooperation, obvious advantages. Let us take Honda as an example. In six years, Honda has made remarkable achievements through cooperation with a few super suppliers. During this period, the consumer price index in the United States rose by 65,438+065,438+0 percentage points, while one of Honda's main competitors couldn't help feeling smug, because they kept the increase of their material costs within 7 percentage points. This small achievement pales in comparison with Honda. With the cooperation of super suppliers, Honda achieved 19% cost reduction and won 26% market share from competitors. Honda's achievements show that establishing and maintaining a super cooperative relationship with suppliers will bring great benefits to enterprises, which is incomparable to the traditional loose "customer-supplier" relationship. It is by establishing good relations with a few key suppliers and carefully maintaining them that Honda has greatly reduced its costs and expanded its market share. So, how did Honda achieve the above results in the United States? Do they cooperate with each supplier in a friendly way? That was not the case. Many enterprises talk about cooperation, supplier partnership and so on. All the time, but they often talk on paper, and at most they just regard it as a negotiation skill. However, the establishment of super-supplier relationship requires the hard work of both customers and suppliers. The establishment of this relationship should focus on quality rather than quantity, that is, enterprises should focus on dealing with supplier relationships that can bring differentiated competitive advantages. In the past 10 years, the development of automobile industry has proved the fact that enterprises have obtained the main competitive advantage by using the super supplier relationship. Specifically, Japanese automakers such as Honda and Toyota have left Ford and General Motors far behind through cooperation with super suppliers. Eastern and western cultures have completely different styles in dealing with the relationship between enterprises and suppliers. Japanese supplier relations are based on mutual trust, honesty, integrity and an objective attitude towards results. In addition to the issues of culture and * * * enjoyment of values, super cooperative relationships usually require enterprises to greatly reduce the risks of suppliers, so as to make better use of suppliers' production or service capabilities. Cultural conflicts are inevitable, but through high cooperation, reducing internal transaction processes and close cooperation at all operational levels, we can reap the rewards brought by this relationship. If we want to make the super supplier relationship a reality, we can't do it overnight, and there is no shortcut. Enterprises must adhere to mutual trust, honesty, integrity and an objective attitude towards results for a long time, and should not unwisely squeeze key suppliers. Both enterprises and suppliers should carry out long-term process improvement to continuously reduce costs and improve value. It is as important to emphasize the benefits of super-cooperative relationship to suppliers as to emphasize the benefits it brings to customers. Super suppliers can provide cost-plus prices for partners and market transaction prices for competitors. Because super suppliers have higher production efficiency, they can get higher profit returns when they provide products or services to their partners' competitors at market prices. Step by step, the cooperation is seamless. So, how is the super cooperative relationship established and what steps should it go through? First of all, cooperation should be divided into four different levels. Supplier relationship is a process of continuous development, evolution and selection. From one level to another, it needs to go through a certain process of change, which has a far-reaching impact on the establishment of super cooperative relations. From non-cooperation to high cooperation, manufacturers and suppliers need to go through four levels. A high degree of cooperation requires manufacturers to actively assist suppliers to succeed and enhance their competitive position. Super cooperative relationship is the highest level of cooperation, which requires customers to actively assist suppliers to become stronger than their competitors, so as to get preferential treatment in return. The first layer: tit-for-tat relationship. This is the traditional purchasing strategy of enterprises: the purchasing department adopts "step by step" negotiation skills to achieve its own goals. This strategy emphasizes bargaining or using suppliers, which is common in purchasing departments. However, this relationship means that suppliers lack motivation to improve the cost-benefit ratio of their products or services to customers. Suppliers will not share their innovations with customers who only care about bargaining. The conclusion is that a tit-for-tat relationship may help you get the most competitive price and avoid being at a competitive disadvantage, but it rarely brings you any competitive advantage. In the super cooperative relationship, customers must actively assist suppliers to become stronger than other competitors, so as to get preferential treatment in return. This does not mean that the procurement department should give up this means of negotiation. In fact, for many procurement projects, this is a good means. For example, those procurement projects that are not critical to you and you are not the main customer of the supplier, why not strive for the lowest price? However, as a customer, you should use measurement carefully. If "low price" is the only indicator to measure the performance of the procurement department, this negotiation method may become the usual means of the procurement department, and they will be applicable to all suppliers. However, we can't let all supplier relationships develop like this.

The second layer: cooperative relationship. Many purchasing relationships are cooperation between enterprises and suppliers in supply chain management. This relationship usually exists only as an exchange of existing products and services between enterprises, and rarely goes beyond the scope of cooperation acceptable to both parties. The same cost in the supply chain relationship is the result of negotiation between the two parties. Customers and suppliers work together to reduce these costs, manage inventory and control the overall quality level. In addition, both parties also enjoy information about sales, customer feedback and transactions, thus making their operations more efficient. The third layer: cooperative relationship. The cooperative relationship only accounts for a small part of the relationship between customers and suppliers. The cooperative relationship emphasizes creating value for both parties at the same time, rather than fighting for control, nor focusing on how to bargain. The cooperative relationship is developed on the basis of the cooperative relationship and is committed to maximizing the value of the cooperative relationship. Through cooperation, both parties can jointly develop or utilize intellectual property rights, so as to maximize the value of the cooperative relationship. The cooperative relationship helps both parties to improve productivity, and also promotes the product development work in which * * * participates, unlike the cooperative relationship which only focuses on price and transaction cost. The establishment of cooperative relationship is not overnight, and the communication between the two sides must be smooth and frank. In this way, both sides can work together to achieve long-term goals. The two sides also emphasize how to cultivate new competitiveness, new ideas and new technologies, so as to strengthen cooperation between the two sides and provide customers with more product portfolios. The fourth layer: super cooperative relationship. Becoming a "super supplier" is not to make suppliers become omnipotent giants, but to realize real cooperation between the two sides. Some manufacturers have invested in procurement projects and benchmarking management, and developed cost models such as "due cost" or "absolute optimal cost". These models and the knowledge of purchasing engineering used to build them can help them get lower prices from suppliers. However, the value of tit-for-tat customer-supplier relationship is very limited. On the contrary, if the super supplier uses the results of the absolute best cost model, it will bring the best cost profit rate. As long as it is properly managed, suppliers can respond to competitors' competition by using competitive information, new knowledge and engineering expertise, thus gaining a competitive advantage. Customers in the super cooperative relationship will mobilize the whole company and all functional departments to create a significant competitive advantage for the selected suppliers. Correspondingly, customers also require suppliers to create competitive advantages for themselves. This requires enterprises to abandon many traditional purchasing behaviors and concepts.

What does effective cooperation and preparation bring to the Chief Procurement Officer? What should enterprises do to establish a more effective cooperative relationship? How to take the first step towards a super cooperative relationship? What requirements must the purchasing department and other departments of the enterprise meet? It's best to start with suppliers. The purchasing department needs to analyze which supplier is the best target of the super cooperative relationship, and if the super cooperative relationship is successful, which one can bring the expected benefits to the enterprise. In addition, you need to consider which supplier can establish a trust relationship with the enterprise and give each other the most preferential treatment. Both sides need to work together to establish a cooperative relationship that can stand the test of time and establish a lasting measurement index system. Before establishing a super cooperative relationship, enterprises should ensure the following: the purchasing department should have a set of strategic principles, measurement indicators and enterprise objectives different from "bargaining to the end" in order to gain a competitive advantage. The product or service field to be purchased has been determined, and there is an opportunity to establish a super cooperative relationship in this field. The functional departments of both sides will actively participate in the establishment of super cooperative relationship and give full support. The corresponding organizational structure has been established to continuously measure, communicate and improve the super cooperative relationship. It is responsible for continuous communication and coordination within the enterprise and between the enterprise and suppliers. Super cooperative relations require certain diplomatic skills. It is impossible to establish and maintain a super cooperative relationship for enterprises that are swaying from side to side, short-sighted and lack the concept of cooperation. Enterprises need to choose the right person who is competent for this task as the head of the purchasing department. The standard of measurement has been gradually improved. When measuring the results, it is very important to use the "absolute best cost model" mentioned above as an objective and fact-based benchmark. The goal of both partners is to gain a significant competitive advantage, which is an absolute index rather than a relative index. Once the super cooperative relationship is established, the old indicators for measuring supplier relationship are no longer applicable. It goes without saying that the super cooperative relationship will definitely bring remarkable results to both parties, because both enterprises and suppliers have made much more efforts than other types of purchasing relationships. Different from the cooperative relationship in the supply chain, the measurement index of super cooperative relationship should not only focus on the overall improvement of the supply chain or the maximization of value creation, but also focus on what competitive advantages the super cooperation has brought to both parties. Super cooperative relationship can improve the traditional production efficiency index, but both parties must constantly improve the measurement standard on the basis of utilizing interests and accumulating experience. Super suppliers will also use their new competitiveness to deal with other customers. The significance that super suppliers can provide * * * products or services to other customers most effectively is that they can ask other customers to pay higher prices! Of course, enterprises and super suppliers should have an open discussion about what experiences and measures they can share with other customers. However, it is not worth encouraging to set up too many rules and regulations, because what is important is how to improve the competitive position of both partners in the market and create competitive advantages for each other. If super partnership can bring such attractive results, why don't major manufacturers rush to implement it? Simply put, this is because the establishment of super-cooperative relationship requires a fully authorized procurement functional department and high-level efforts and efforts in strategic policies. The establishment of this relationship needs long-term investment and attention, and the whole enterprise should believe it. Most enterprises have great difficulties in implementing internal measures, and long-term cooperation with the outside world makes them feel uncomfortable. In addition, relying on the procurement department as a booster for enterprises to gain competitive advantage has not been recognized by the majority of enterprises. In the long run, the procurement function will surely develop into an important part of the competitive advantage of enterprises. The Chief Procurement Officer must ensure that employees in the procurement department have the appropriate skills. As long as it is handled properly, the time and energy invested by enterprises and employees will certainly achieve remarkable results. Corey Billington is a professor of purchasing and operation management at IMD, Carlos Cordon is a professor of process management at IMD and Tom Vollmann is a professor of manufacturing management at IMD.

How to communicate with partners? The most important thing is to be honest with others. Narrowness of mind is a disadvantage. Sincerity, tolerance and patience. Don't be too competitive and don't care about gains and losses with others (in general). Wait until you can't stand it! I also have enough confidence and smile, so I think I will handle it well! Of course, it is best to be humorous, so it will be easier to integrate into groups or individuals! ! !

Maintaining good and smooth communication with partners is a daily work that a commercial organization can't ignore. However, in reality, there are not many institutions that can do this work well. To a great extent, several basic problems have not been solved. Question 1: Distinguish between enemies and friends "Who are our friends and who are our enemies? This is the primary problem of the revolution! " No matter how time passes, this quotation of Chairman Mao will never be out of date. The first task for an organization is to determine which objects it wants to communicate with. Generally speaking, we use the word "stakeholders" to collectively refer to interested parties. Generally speaking, it includes the following groups: shareholders/capital market suppliers, especially production supplier channels, including dealers and customers of stores (such as supermarkets and department stores), including individual and corporate customers. For most China companies, including the branches of multinational companies operating in China, communication difficulties mainly exist in the middle two groups. This is because most companies are not listed companies, or just a branch of listed companies, and there is no need to face the doubts of a large number of investors. The relationship between customers and enterprises is simpler and more direct than that between suppliers and channels. Question 2: What mountain to go to and what song to sing? The essence of communication is simple: let the other party receive the information he wants to receive. Mastering this "root", many difficulties will no longer be a thread group without a clue. Generally speaking, suppliers are concerned about such topics: l profit l purchase quantity l account period. On the other hand, as a customer, the areas that enterprises pay most attention to when communicating with suppliers usually include: l price, l prepayment ability, l quality, l delivery time, and the core of communication between after-sales service and suppliers lies in the strength comparison between the two parties. If the strength and status of customers in their field are not as high as that of suppliers in their industry, then the scene of store bullying is likely to happen. We can recall many such cases: China's private enterprises just washed their feet in the fields, invited 4A and McKinsey with great money and trepidation, and finally broke up. As suppliers, these 4A don't mind complaining after receiving a large sum of money. Moreover, the accusations of these customers will hardly shake the reputation of suppliers in their own circles, and there are still many people who are willing to take the bait. Similar situations exist in other industries. If you use production outsourcing to run your brand, you will find that you have no status and dignity in front of those giant OEM factories. Payment should be made in advance, discount is not negotiable, and delivery time is not guaranteed-in short, small customers love to do it or not. In this case, instead of sitting there racking their brains, it is better to do some reflection at the president's meeting. The fundamental way to solve the problem lies in the mentality. Choosing suppliers and getting along are actually similar to getting married. The best is not necessarily the best. Instead of constantly appearing friction in the process of cooperation and trying to make up the gap through communication, it is better to carefully choose the partner that really suits you from the beginning. If this can be done, communication with suppliers will become much smoother. Most of the above topics can find the basic communication tone. For example: l link the price with the prepayment ability; L try to avoid linking the purchase quantity with the delivery date; L link the billing date with after-sales service; At the same time, except in extremely special circumstances, try to keep 65,438+0-3 backup suppliers as a weight to negotiate with existing suppliers at any time. According to my experience, as long as enterprises can figure out what they want and how much they can pay, and then communicate openly with suppliers, they can completely maintain an overall harmonious and cooperative atmosphere with them. A similar principle is fully applicable to channels. The reason is simple-you are the supplier when facing the channel. In business. The core of communication with them is "win-win, make money together". However, the focus and corresponding countermeasures of dealers and stores are still different. Let's talk about dealers first. The content that dealers pay attention to is closely related to the sales strategy of enterprises. Here we will briefly discuss it in several categories. 1. The brand is not operated by itself, but by agents, including marketing and distribution. 2. The brand is responsible for marketing and the agent is responsible for sales. 3. The direct selling of brands and the distribution of agents coexist. In the first case, dealers are most concerned about "policies", especially long-term policies. What they are most afraid of is that after the market matures, the brand will take back the right to sell and switch to direct sales. Such cases are too numerous to mention. Li Ning and kappa broke up for this reason. Lacoste cultivated the market in Chinese mainland for ten years through agents, and finally started his own business in 2006. A distributor who can be a national agent of a brand usually lacks strength, talents and funds. What is lacking is confidence and support. For this model, the main theme of communication between brands and agents should be "encouragement+appeasement+help". The help mentioned here is that the brand should try its best to help the agent solve some difficulties that it is difficult to solve. For example, an agent may not be familiar with the brand category. For example, agents may lack professionals in terminal training, which is exactly the brand's strength. Brands should actively help agents to improve their deficiencies. As the saying goes, mountains don't turn to water, thirty years in Hedong and forty years in Hexi. You know, even if you have the ability to kick off the agents who have cooperated for ten years today, who can guarantee that you won't encounter difficulties and don't need their help in the next ten years? Give him substantial help and help him improve, not just make money. This cooperation is a way to maintain good relations in China society for a long time. Of course, for some western multinational companies, relying on brands, funds and networks accumulated around the world, they may not agree with this view, but "rationally" talk to agents from a purely commercial perspective. For such a company, you will eventually learn what you should learn from the market. For the second mode, the voice of the agent is more single: it is to keep asking for resources. More advertising support, more sales expenses support, more promotion approval support, and so on. At this time, brands have two basic strategies to choose from. One is to adhere to their own financial principles and strictly refuse most of the requirements of agents under their own indicators such as gross profit margin and return on net assets. The second is to try to dynamically bind the sales performance of the agent with the support obtained, forming such a situation: give you an initial motivation, help you start the motor, and dynamically adjust the resources according to your performance during the March. If there is brocade, add flowers, and if there is snow, I won't give you charcoal. There is no right or wrong between these two strategies. It is nothing more than the overall strategic decision of the enterprise. But from the perspective of communication, "honesty" and "villain before gentleman" are necessary principles. Business is a two-way choice. Brands are obliged to make it clear in advance. Don't be vague at first, then nod or shake your head a little after the cooperation begins. This will not only damage the enthusiasm of agents, but also damage the interests of the brand itself. If the business model of the brand you serve is the coexistence of direct selling and distribution, then as a marketing manager, I'm afraid you will consume more saliva than your peers in the first two models. I'm afraid the main theme of communication between agents and brands in this mode will be "seizing territory" and "anti-interference". And their voice will be directly proportional to the proportion of your direct/distribution business. For those capable dealers, they can't wait to do business in all the areas they can reach, including your direct sales area. Not long ago, I met a dealer who was eager to take over our business in two less successful provinces. For this scenario, brand marketing workers can't simply and rationally refuse, or just state (repeat) the company's channel policy. Soothing, drinking ecstasy soup and wearing a top hat are all common tricks. If necessary, you can fight back and make some exchange conditions, such as a high performance index and so on. In short, there is no particularly good ready-made solution to this dilemma. Another problem that dealers are worried about is that the direct selling system will compete with them for business. For example, a customer in Zhenjiang may directly call the Shanghai headquarters to talk about big business or group buying business, and the headquarters will take over the business itself, so it will definitely not be a pleasant thing for the dealers in Nanjing. If the brand is mature, there will be a mechanism to avoid this situation. For example, the headquarters will divide clear sales areas with dealers. The brand will pass on the sales leads generated in the dealer's area to the dealer and help him achieve sales when necessary. If so, the two sides basically don't need any additional "communication". If you are unlucky, the direct sales department of your brand will not refuse the order, even if it hurts the agent's heart. My first suggestion to you is to call your headhunting consultant as soon as possible. Sooner or later, you will not get any help in doing business like this. It is better to go for a brisk walk early 123. In the face of this reckless squeezing operation, any "communication" will not change the ultimate fate of the enterprise. Just like 1587 described in "Fifteen Years of Wanli", the system has decayed, so no matter whether the records are smart or groggy, whether the emperor is diligent or passive, whether the ministers are incorruptible or corrupt, they can no longer change the final collapse of the dynasty. If you insist on "communication", then I think your communication object should not be the injured agent, but your general manager. If you insist that I give you some concrete suggestions, I think it is necessary to make as full preparation as possible before communication. Make your argument as short as possible, the logical structure of the argument is clear, and use informative but intuitive materials and charts as much as possible to strengthen the listener's understanding of the argument. Maybe this will touch some people and make some changes in their decisions. Communication is not just a matter of public relations. As long as you live in human society, you need to communicate with people constantly. Insight into what the other person wants to hear, and then try to satisfy. Easier said than done, and the walker knows it well.

For which customers and partners to provide big data services, advertising, communication and marketing are becoming more and more important in corporate strategic decision-making. However, traditional means are getting closer to or even surpassing the balance point of input and output, and many enterprises only get meager profits, but they get huge marketing costs. With the advent of the era of big data, market research and consumer research have become a science.

Talking about internet plus is inseparable from big data. With the rapid development of mobile Internet, the transmission of information is becoming more and more convenient, and the end-to-end demand is increasingly prominent. Throughout the entire mobile Internet field, its value is self-evident.

Big data can be applied to traditional industries such as catering, tourism, medical care, industry, manufacturing, sports, entertainment, lottery, film and television, real estate, retail, communication and aviation. Today's big data can also refer to health, environment, education, entertainment and so on.

Wal-Mart is a pioneer in data mining and analysis. Big data technology and methods enable enterprises to better optimize logistics, commodity display and price, and can also predict customer behavior and launch forward-looking promotional activities. Similarly, the automobile industry, banking industry, aviation industry and service industry are also using big data technologies and methods to promote marketing forecasting. Enterprises can invest flexibly according to the planning requirements and capture real-time data for dynamic adjustment.

With the upgrading of each concept, data processing and analysis become more and more difficult and challenging. As long as there is business, there will be a commodity economy. The specific business model will be determined by the market, and big data will inevitably become an important part of internet plus. Therefore, Yimei Softcom believes that it is particularly important for enterprises to tap the value of big data and find the profit model of big data.

How to break up with your partner? Trying to get rid of his shortcomings is the best way.

A person can be very lonely and helpless sometimes. I don't know if you have ever been helpless.

Few good brothers cherish it all their lives.

How to upgrade the Uber partner application can be downloaded and installed in Baidu Mobile Assistant.

In China, which training partners are officially authorized by Oracle Bone Inscriptions and which training institutions are not officially authorized by Oracle Bone Inscriptions?

Ocp exam can pass training or self-study.

If you want to learn some practical operations and common problem solving, you can attend the practical application training of oracle.

The coverage rate of the existing question bank is quite high. Remember that the question bank can also pass the exam.

How to find a partner? The first point is that partners must be of good character. With the cooperation of people with good character, the rules of the game will be easily solved, and whatever you decide will do, because people with good character will implement them. People with bad character will not implement the rules of the game well. If the rules can't be written, such cooperation will not succeed. Second, this cooperation is beneficial to the other party, this cooperation is beneficial to oneself, and the IQ of the other party can know that this cooperation is beneficial to you and me. Third, the partners must have a tacit understanding.