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  • 2022 China Content Collaboration Platform Market Report

    Asone of the foundations for building a digital workspace, content collaborationplatforms provide core data application, content empowerment and knowledgemanagement capabilities, help companies communicate in and out of theenterprises and upstream and downstream in complex network and securityenvironment, carry out cross-region and cross-organizational file and contentcollaboration, precipitate enterprise digital assets, and improve officeefficiency and quality. In addition, they can integrate with the originalapplications of enterprises to build intelligent content application platforms,give full play to the productivity value of content assets, and bring newmarket opportunities driven by demand.

    Contentcollaboration platform needs to have the capabilities of multi-level andmulti-dimensional collaboration, management and application integration offiles and content. Content collaboration market mainly covers enterprisenetwork disk and online documents. After over ten years of development, theindustry landscape is clear now. The head vendors have a large market share andthe content collaboration platforms with extensive integration capabilities andsupport for multiple forms of deployment will have more developmentopportunities.

    The Content collaboration platform can be used as anunstructured data middle platform to help enterprises and organizationssmoothly enter an information technology application innovation environment,and innovate more application scenarios with the combination with theecological development of the information technology application innovationindustry. With the development of Chinese enterprises' global businesses,content collaboration platforms will accelerate cross-border transmission andimprove cross-border data transmission compliance and control to achievedomestic and foreign business cycle linkage, helping enterprises develop inoverseas markets.

    Conceptof Content Collaboration Platform

    Contentcollaboration platform refers to a platform that can meet the basic needs ofenterprise file collaboration and management, manage content, and empowerbusiness with file content, thereby integrating the enterprise network disk andonline documents. A few of them with innovative capabilities also offer smarterapplications. The basic layer application of content collaboration refers tothe retrieval, access, browsing, sharing and basic permission settings offiles. The main functions of the extension layer are hierarchical management,content protection, business integration, etc.; The innovation layer is moreintelligent application. It has functions of both enterprise network disk anddocument collaboration.

    Competitive Landscape of the ContentCollaboration Platform Market

    The content collaboration market involves pan-domainvendors needed to build a digital office environment, mainly coveringenterprise network disk and online document. The content collaboration marketin China has been growing smoothly in recent years. Currently, most vendorsstill target the basic layer and attach great importance to meeting documentmanagement and storage demand. Only a few head players are in the stage ofinnovation, aiming at achieving Content Collaboration and intelligent application.In general, although some large providers started early, their productiteration and innovation fail to meet customers ' needs. They have shortcomingsin collaboration, file management, and knowledge accumulation. In the aspect ofenterprise network disk, the head vendors now have occupied a large marketshare and are expected to have a large space for service capability andfinancial performance improvement in the future. Currently, Filez accounts for40% market share, which is the largest.

    Content Collaboration IndustryMap 

    Content Collaboration Market Competitive Barriers

    Traditional network disks only have move and storagefunctions in document management. Content collaboration platforms have madebreakthroughs in content management, can analyze the changes in content andmanage metadata. They also combine document editing and collaborationcapabilities. To raise competition barriers, vendors can deeply integrateenterprise network disks and online documents, build an open and multi-cloudarchitecture, solve the pain point of architecture access, provide long-termand multi-level services, and have productization capabilities to quicklyrealize product compliance and security.

    Industry Development Prospects

    With growingintensity and depth of use, the sustainable architecture and constantlyevolving security system need multi-dimensional integration and expansion.Double circulation brings overseas development opportunities. Based on thedominant position of the domestic circulation and the economic growth driven byinnovation, Chinese vendors can have more opportunities. Enterprises' overseasdevelopment is the source of overseas circulation. Due to the leverage effect,demand in the overseas market rises and Chinese enterprises take thisopportunity to expand their revenue channels. Basic software providers havemore opportunities thanks to their stronger global versatility. However, theyshould pay close attention to local data and personal privacy requirements. Asthe government is encouraging information technology application innovation,vendors can choose the model of large integrators, develop independent andcontrollable capabilities, and build digital office platforms. They need thecapabilities of cross-terminal and cross-cloud data migration, and backup formulti-cloud recovery.

    Industry Development Prospects

    As the product matrix of content collaboration becomesincreasingly rich and enterprises' demand has upgraded, a single product canhardly meet enterprises demand for function, service, ease of use andconvenience, open products with integration functions come into being. Afterfierce competition, there is overlap in the capabilities of vendors in variousfields. To retain the advantages of openness and reduce resource waste,companies can choose content collaboration platforms that integrate various productfunctions to gain one-stop integrated services and reduce the binding with asingle vendor.

    Table of Contents of the Full Report

    1Flow of knowledge information Creates New Opportunities
    1.1ContentCollaboration Platform is the Foundation of DigitalWorkspace
    1.2ContentCollaboration During the Flow of Enterprise Information Elements
    1.3Influence of the Covid-19 Pandemic
    1.4Definition of ContentCollaboration Platforms
    1.5Evolution of ContentCollaboration Platforms
    1.6Value of ContentCollaboration Platforms


    2ContentCollaboration Platforms in the New Era
    2.1Changes in Enterprise Digital Office Scenarios
    2.2Enterprise Digital Office Driven by Policies
    2.3From the International Perspective: Enterprises’ Collaboration Demand forOverseas Development
    2.4From the Domestic Perspective: Information Technology Application Innovation ofContentCollaboration
    2.5ContentCollaboration Vendors:Deployment Model
    2.6ContentCollaboration Vendors:Service Demand
    2.7Competitive Landscape of the Content Collaboration Platform Market
    2.8ContentCollaboration Industry Map
    2.9ContentCollaboration MarketCompetitive Barriers


    3Case Study of ContentCollaboration Platforms
    3.1Filez
    3.2 AISHU
    3.3jiangguoyun.com
    3.4Kingsoft Document


    4Development Trends 
    4.1IindustryDevelopment Prospects 


    Aug 09 2022
  • Development of the Global Vocational Education and Training Industry in 2022

    From the macro perspective, the development of the vocational education and training market is closely related to the local economic structure and development level. The change of the global economic structure and the adjustment of the industrial structure constitute the underlying logic of the development of vocational education and education. Support and investment from governments and institutions and the empowerment by information technology continuously promote industry development.

    As the fact that vocational education and general education are equally important is widely recognized, vocational education and training will shoulder the heavy responsibility of talent supply that meet the needs of China's economic structural transformation, and will play an important role in social services such as housekeeping, healthcare, transportation, emergency response, and strategic emerging industries such as energy and environmental protection, aerospace and AI.

    Vocational education training enterprises play a critical role in the industrial ecology, and a linking role in industrial standardization. They are responsible for practical cooperation in the integration of industry and education and the cooperation between schools and enterprises. They are pioneers in the development and exploration of advanced education models and resources.

    Value Chain of the Vocational Education and Training Market

    The value chain of the vocational education and training market is a complex ecology composed of multiple participants. In this system, a closed loop of vocational education recruitment or training might be done by the combination and collaboration of multiple entities, which means the information transmission paths in the ecology are diversified. However, rich transmission paths might lead to potential risks such as information distortion. With the constant development of the market and the accumulation of information, the importance of digital platforms for vocational education and training becomes increasingly prominent. Only by connecting all the main bodies in the ecology and integrating all ecological information through digital platforms can the whole ecology coexist harmoniously and operate smoothly.

    Ecology of the Global Vocational Education and Training Industry

    Size of the Global Vocational Education and Training Market

    The size of vocational education and training has been rising globally. However, the size and growth momentum of different countries and regions vary according to macro policies, economic development levels, changes in labor supply and demand, and informatization degree. Although the Covid-19 pandemic, political turmoil in many countries, and extreme natural disasters have negative impacts on the global economy, the market size is expected to exceed 800 billion yuan by 2026, thanks to the positive macro background of global vocational education development.

    Overview of Vocational Education in Different Regions 

    Vocational education involves all walks of life. Its development degree is closely related to a country's population structure, economic structure and industry development. The development of vocational education in Europe and the United States is relatively mature. Thanks to years of development and iterative evolution, There are relatively complete vocational education systems and education models. However, in Asia, Africa and Latin America, vocational education is still in its infancy. These regions are actively exploring vocational education systems that meet their own talent development needs.

    Trends and Outlook of the Vocational Education and Training Industry in China 

    China has 200 million skilled workers, among whom 50 million are highly skilled talents. The jobs/applications ratio of skilled talents has been over 1.5 for a long time. According to National Development and Reform Commission, the proportion of skilled talents in China has been growing and is now nearly 30%. However, it is low considering the huge workforce, and it is much lower than that in manufacturing powerhouses such as Germany and Japan. The shortage of high-quality labor might become more severe in the future. On the other hand, the imbalance of vocational and general education in China's higher education system results in a falling employment rate of undergraduates. Chinese families will still prefer academic general education in the near future. However, in the long run, driven by the supply and demand of the job market, vocational education that emphasizes professional skills will attract more and more attention. The problem of imbalance between talent supply and demand can only be solved by healthy diversion of vocational education and general education.

    Trends and Outlook of the Vocational Education Industry in China 

    The ecology of vocational education includes diverse subjects and covers various industries and industry chains. In the traditional point-to-point industrial ecology, the efficiency of information transfer between the subjects is low, which is prone to disadvantages such as information asymmetry. With the improvement of the platform-based industrial ecology of vocational education, information barriers will be broken down, and fast exchange and circulation of information in the ecology will be realized, which will greatly improve the efficiency of information and resource allocation across the industry, and lay a solid foundation for the digital construction of talents. Such a huge and changing ecology need digital platforms to be stable, easy to use, highly compatible and have sustainable revenue. Therefore, the combination of industry training and employment service platforms based on SaaS will probably become the most promising business model for digital platforms.


    Table of Contents of the Full Report

    Abstract


    1 Overview of the Global Vocational Education Industry

    1.1 Scope and Definition of Vocational Education

    1.2 Analysis of Vocational Education Market Value Chain
    1.3 Ecological Map of the Global Vocational Education and Training Industry
    1.4 Market Size of the Global Vocational Education and Training Industry
    1.5 Macro Background of the Global Vocational Education and Training Industry
    2 Status Quo of Vocational Education in Different Regions
    2.1 Overview of Vocational Education in Different Regions
    2.2 Overview of the Vocational Education System in China
    2.3 Analysis of the Vocational Education Market in China
    2.4 Analysis of the Policy Environment for the Vocational Education Market in China 
    2.5 Overview of the Vocational Education and Training Market in Guangdong-Hong Kong-Macao Greater Bay Area
    2.6 Development Trends in the Vocational Education Market in Guangdong-Hong Kong-Macao Greater Bay Area
    2.7 Overview of the Vocational Education and Training Market in Europe
    2.8 Analysis of the Vocational Education and Training Market Size in Europe
    2.9 Factors Driving the Vocational Education Market in Europe
    2.10 Development Trends in Vocational Education in Europe
    2.11 Overview of the Vocational Education and Training Market in Africa
    2.12 Analysis of African Vocational Education Market Size
    2.13 Status Quo of the Vocational Education Market in Africa
    2.14 Factors Driving the Vocational Education Market in Southeast Asia
    2.15 Development Trends in the Vocational Education Market in Southeast Asia

    3 Analysis of the Demand for Vocational Talents in China

    3.1 Demand for Talents is the Underlying Factor Driving the Vocational Education Industry

    3.2 Analysis of the Demand for Talents in Recruitment Examination Related Industries

    3.3 Analysis of the Demand for Talents in the Corporate Training Industry

    3.4 Analysis of the Demand for Talents in the Housekeeping Industry

    3.5 Analysis of the Demand for Talents in the Emergency Industry

    3.6 Analysis of the Demand for Talents in the Finance Industry
    3.7 Analysis of the Demand for Talents in the Transportation Industry
    3.8 Analysis of the Demand for Talents in the Energy and Environmental Protection Industry

    3.9 Analysis of the Demand for Talents in the Aerospace Industry

    3.10 Analysis of the Demand for Talents in the Medical Care Industry

    3.11 Analysis of Demand for High-tech Talents

    3.12 Position of Vocational Education in the Professional Talent Supply Ecology


    4 Case Study of Representative Enterprises Worldwide

    4.1 Case Study of Overseas Representative Enterprises

    4.2 Case Study of Chinese Representative Enterprises


    5 Trends and Outlook
    5.1 Trends and Outlook of the Vocational Education Industry in China



    Jul 29 2022
  • 2022 Development of Data and AI Integration in China

    Traditional data warehouse and the separation of data lake and data warehouse make data and AI integration and enterprises’ agile decision-making difficult. Since data silos still exist, decision-making is not based on full data. The circulation of data results in high costs, long cycle and lack of timeliness. Based on separated storage, cache and computing, data lake, data warehouse and AI data unify metadata management, which can achieve the best result in data volume, cost, efficiency and agility。

    Open-source model contributes a lot to the ecology of data and AI. However, this doesn't mean all companies need to build their own data and intelligence platforms through open-source products. In fact, most companies focus on their core businesses and choose commercial data and intelligence platforms that have stable performance, data-intelligence integration, end-to-end automation and intelligence and do not need operation or maintenance. Enterprises that are more flexible and open have lower IT talent replenishment costs.

    Rising Data Volume andUnstructured Data Proportion 

    Global datavolume is surging at an annual growth rate of over 59%. 80% of the data areunstructured or semi-structured. The amount of data in China is rising at ahigher rate. Object storage-based data lakes are increasingly common thanks tothe rising data volume and proportion of non-structured data. Unifiedmanagement, query, and use of data are the new challenges.

    Development of AI Needs Large Amount of Accurate Data

    Whenenterprises deploy AI applications, the effect of AI applications dependslargely on the quality of data resources. To promote high-quality AIapplications, targeted data governance is the primary link. The traditionaldata governance systems built by the enterprises mostly focus on theoptimization of structured data governance. AI applications' high requirementsfor data can hardly be met in the dimensions of data quality, data fieldrichness, data distribution and real-time data. Enterprisesneed to carry out secondary data governance for artificial intelligenceapplications.

    Pain Point: Data Warehouse, Data Lake and AI Data Form New Data Silos

    Data analysis and AI analysis have developed for manyyears. There are many specialized data systems for different tasks. The datawarehouse systems process structured data, but the scale is small; Big datasystems handle massive amounts of data and unstructured data; AI systemsgenerally store data locally. These proprietary systems have shortcomings. Someof them form new data silos. Some need to migrate data to develop differentbusinesses, which consumes time, storage and network resources. What's worse,there is a risk of data inconsistencies. It is also It is relatively difficultto drill down and trace the data when abnormal data is found. They can hardlymeet the needs of agile data analysis in a rapidly changing market environment.

    Strategy 2: Unifymetadata to a central node

    Unify the data warehouse, data lake, AI datadirectory, data permission, transaction consistency, multi-version managementand other capabilities to a central node, and rely on this node to access data,therefore, data use wouldn't be constrained by isolated systems. Thisdistributed storage and unified management Master-Slave architecture aresimilar to Mapreduce in thecomputing field. This approach can break down data silos and allow the same setof data to be freely shared among multiple engines. Different users have thesame permissions and Consistent transaction control regardless of the tool theyuse to access data. It can also avoid the waste of resources caused by datamigration. Any link can see the full amount of data within its authority. Allmodels are based on a single source of truth ( raw data) to avoidinconsistencies in results caused by different teams' different data analysis.Once an anomaly is found, it can be easily drilled down and backtracked.

    Huawei Cloud DataArts+ModelArts

    Huawei Cloudcombines big data and AI through the integration of DataArts and ModelArts. It unifiesmetadata so that data can be used for multiple purposes, break down data silos,and avoid data migration. The separation of storage, cache and memory considersstorage, cost and computing performance. The combination of DataQps and MLOps different departments of the enterprise to use datain a way they prefer. Low code, no code and AI4Data make the whole processautomated and intelligent.

    HUAWEI Cloud DataArts+ModelArts

    Huawei Cloudhas advantages in software and hardware integration, industrial practiceexperience, and open source ecology. In the area of software and hardwareintegration, Huawei Cloud is good at the underlying technologies of computing,storage and network. For example, Huawei has an obvious advantage in the numberof patent applications for RDMA, one of the key technologies of memory pooling.In the aspect of industrial practice experience, Huawei Cloud has adhered tothe principle of everything as a service and has accumulated a lot of practicalexperience in the areas of the Internet and government and enterprises. It usesthe experience to improve its products. In terms of open-source ecology, HuaweiCloud contributes a lot to Hadoop and Spark communities. Thus, HUAWEI CLOUD hasa deeper understanding of security, stability, and other aspects of theseopen-source products. DataArts has bettercompatibility with the mainstream versions of these open source products.

    Table of Contents of the FullReport

    Abstract

    1Development Background of Data and AI Integration in China

    1.1Social Background

    1.1.1Data Volume and the Proportion of Unstructured Data Are Rising

    1.1.2Multi-source and Heterogeneous Data Become Normal

    1.1.3The Volume, Variety, Veracity, Value and Velocity of Big Data Need to beFurther Released

    1.2Technology Background

    1.2.1Cloud Native: From Micro Service to Serverless

    1.2.2Development of AI Needs a Large Amount of Accurate Data

    1.2.3Business Agility Needs De-process of IT Architecture

    2Pain Points of Enterprises Data and AI Integration and Corresponding Strategies
    2.1Pain Point 1:LargeData Volume,LowCostandHighEfficiencyCanHardlybeAchievedattheSameTime
    2.2Solution 1: Separation of Storage, Cache and Computing
    2.3Pain Point: Warehouse-Lake –AI Data Form New DataSilos
    2.4Solution 2: Unify Metadata to Central Nodes

    2.5Pain Point 3: Rich Open-source Products; Difficult Development, Operation andMaintenance
    2.6Solution 3: Integration of DataOps and MLOps
    2.7Pain Point 4: Complex and Inefficient Data Preparation
    2.8Solution 4: End-to-endAutomation and Intelligence


    3Typical Practices of Data and AI Integration
    3.1Core Advantages of Data and AI Integration of Huawei Cloud
    3.1.1DataArts+ ModelArtsofHuawei Cloud
    3.2 Typical Practices of Data and AI Integration of Huawei Cloud  
    3.2.1ITService
    3.2.2Online Car-hailing
    3.2.3Social Network


    Jul 29 2022
  • 2022 China Industrial Goods B2B Industry Report

    •The constant release of industrial digitalizationpolicy dividends: National policies on industrial digitalization keep promotingdeep integration of digital economy and the real economy. Industrial goods B2Bplatforms make good use of their platformization, digitalization capabilities and service advantagesand seize the development opportunities brought by industrial digitalization.
    •SMEs are a focus of digitalization policies: Thegovernment encourages innovative development of platform companies toconstantly empower SMEs. Policy orientation is increasingly detailed andstrengthened, providing great new opportunities for industrial goods B2Bmarket.
    •Emerging medium- and long-term technologicaldividends: Thanks to the fast promotion and application of big data, AI, IoTand other new information technologies, the medium- and long-term industrialgoods B2B market technology dividends are gradually emerging.
    •Growing market size: In 2021, the industrial goodsmarket and industrial goods B2B market in China hit 12 trillion yuan and 584.3billion yuan, respectively.

    •The industrial goods B2B platforms have sped up theimprovement of their supporting facilities and services. It is expected thatthe industrial product B2B market size will maintain a growth rate of over 16%in the next 2-3 years.

    In the upstream of the industry chain, platforms increase theircooperation with suppliers by solving the four major development pain points ofthe upstream suppliers; In the downstream, platforms improve the layout ofregional networks and actively increase SME customers.

    •Upstream:Platforms increase their cooperation with upstream industrial goods suppliersby helping upstream sellers gain advantages in customer acquisition channels,product exposure, online operation efficiency and improve their producttransaction matching based on perfect product standards.
    •Downstream:Head platforms enhance their regional network layout and actively increase SMEclients. In terms of product positioning, low-barrier MRO categories such astools are more likely to be used as focuses for platforms to strengthen theirindustry competitiveness. Meanwhile, based on the supply chain's digital andintelligent services, platforms improve the rapid response of the regionalsupply chain.

    More active players in theindustry chain, more market opportunities for SMEs that occupy a favorableposition in the industry chain, and constantly improving standards that areapplicable to many industrial fields provide the industrial goods B2B marketwith opportunities for another round of rapid growth.

    •Thebusiness of the B2B platform of industrial products has changed from mainlydriven by the platforms to actively promoted by both the upstream anddownstream. Meanwhile, platforms constantly improve their service ecology toprovide good conditions for upstream and downstream enterprises to help themactively enter the new business ecology.
    •Platformsshould further empower SMEs in both the upstream and downstream of the supplychain of supporting state-owned enterprises and large private enterprises topenetrate deeper into the industry chain and seize development opportunities.
    •withgreater dominance over the standardization of industrial products willbe able to further improvesupply and demand matching efficiency, thereby helpingplatforms begin another round of rapid development.
    Structure of the Industrial GoodsB2B Market in China

    The size ofChina's industrial goods market exceeded 12 trillion yuan in 2021. The size ofthe MRO market was 2.48 trillion yuan, accounting for 20% of the industrialgoods market. The Internet giants have increased their layout in industrialgoods. Generally speaking, with constantly improving economic structure, theindustrial goods market is facing huge upgrades and reforms, which providesgreat development space for big platforms involved in the industrial goods B2Bmarket.

    Size of the Industrial Goods B2BMarket in China 

    Thanks tofavorable policies, market demand and advancement in digital technologies, thesize of the industrial goods B2B market has been growing in the past 5 years.Despite the influence of the pandemic in 2022, China's economy remainspromising. The development of the industrial goods B2B will speed up. Themarket size is expected to maintain a growth rate of over 16% in the next 2-3years.

    IndustryMap of the Industrial Goods B2B Market in China
     

    Industrial goods B2B platforms empower all parties inthe industry chain

    Pain Points in the Upstream ofthe Industry Chain

    Upstreamindustrial goods merchants have bottlenecks in customer acquisition, productexposure increasing, meeting the needs of downstream customers, and onlineoperation efficiency improvement. As the macroeconomic growth slows down andthe cost of production elements increases rapidly, optimizing the supply chain,improving the efficiency of production services and reducing comprehensivecosts have become the top priorities for upstream industrial goods merchants.

    Pain Points in the Downstream ofthe Industry Chain

    Based on thecharacteristics of industrial products, the level of informatization anddigitalization of downstream buyers in the transaction link needs to be enhanced, logistics timeliness needsimprovement, and stagnant goods may lead to high storage costs .Meanwhile, buyers' terminal service demand for some industrial goods cannot bemet.

    Industry Trends

    •With growing digital economy and the resurgence of COVID-19, industrialgood enterprises in both the upstream and downstream have accelerated theirdigital transformation. Their online layouts will be more active and the business of the B2B platforms of industrialproducts has changed from mainly driven by the platforms to actively promotedby both the upstream and downstream.
    •With the expanding industrial good B2B business andthe improving service ecology of B2B platforms, multi-service capabilities suchas online operation, supply chain finance, warehousing and logistics servicewill be constantly improved, which provides favorable conditions for upstreamand downstream enterprises to actively enter the new business ecosystem.

    Table of Contents of the FullReport

    Abstract

    IndustryDefinition and Caliber

    1Development Opportunities Facing the Industrial Goods B2B Industry in China
    1.1Driven by Policies
    1.2Driven by Technologies
    1.3Driven by Economy
    1.4Market Size of the Industrial Goods B2BMarket in China
    1.5Financing History of the Industry

    1.6Inspiration of Overseas Capitalization Path


    2China’s Industrial Goods B2BIndustry Chain
    2.1Industry Chain of the Industrial Goods B2B Market in China
    2.2Pain Points in the Upstream of the Industry Chain
    2.3Industrial Goods B2BPlatform: Empower Upstream Merchants
    2.4Pain Points in the Downstream of the Industry Chain
    2.5Strong Demand in the Downstream of the Industry Chain
    2.6Industrial Goods B2BPlatform: Positioning of Buyers
    2.7Industrial Goods B2BPlatform: Product Positioning
    2.8Industrial Goods B2BPlatform: Supply Chain Strength Enhancement


    3Case Study of Typical Enterprises in the Industrial Goods B2B Industry in China
    3.1Baidu Aicaigou
    3.21688 Industrial Product Brands
    3.3JD Industrial Products


    4Trends in the Industrial Goods B2BIndustry in China
    4.1More Active Players in the Industry Chain
    4.2SMESOccupying Favorable Positions in the Industry Chain Have Greater Opportunities

    4.3Platform Accelerates the Construction of Industrial Product Standards

    Jul 21 2022
  • 2022 HR Digitalization in China

    StatusQuo of Demand: Status Quo of Demand: High-tech enterprises that focuson talents and human efficiency and the traditional labor-intensive enterprisesthat advocate digital transformation have a great demand for human resourcedigitalization. The managers mainly focus on cost reduction and efficiencyenhancement, while the HR department and employees attach more importance torealizing individual values. The three parties have different digitalizationdemand, but their need for productization is rising and they are payingincreasing attention to the product experience. With the increasing penetrationof the flexible employment model, digital demand based on this model issurging. The core needs are improving the supply and demand match, coordinatingpersonnel management, and ensuring the compliance of payroll tax settlement.Enterprises will select digital products or services based on cost performance,brand, product, service and other factors.

    Marketsize: The size of the human resource digitalization marketwas around 20 billion yuan in 2021 and its CAGR in the next three years isexpected to reach 25.3%. From the perspective of demand, the factors drivingthe growth include: (1) companies are attaching increasing importance to thedigital management of human resources. (2) SaaS accelerates the penetration ofdigitalization in human resources; (3) Enterprises have an increasingly cleardigitalization layout, purchase more digital product models and spend more onhuman resources. From the perspective of supply, the driving factors include(1) HR SaaS; (2) More and more technology companies and cross-industry playershave joined in, increasing market supply; (3) Players have been improvingservice chain, service accuracy and service models. The proportion of one-stopsolutions has increased and the overall profitability has improved.

    Trends: In terms ofconcept, the integration of business and human resources has gradually become aconsensus on both the supply and demand side. In terms of technology, therewill be deeper implementation of AI in human resource scenarios. In the aspectof product deployment, the SaaS form will be the major trend since it hasfeatures such as fast iteration, easy access and social integration. In termsof product abilities, one-stop and comprehensive human resource managementcovering all processes is the ultimate goal. The achievement of integrationneeds cooperation and synergy between the upstream and downstream as well asinside and outside of the industrial chain. Thus, market ecologicalization will be amain trend.

    Human Resource Digitalization

    Human resourcedigitalization plays an important role in enterprise digital transformation. Itis a multi-level change from the outside to the inside and from the bottom tothe top. Its core value is using data in human resource management to reshapemanagement and business processes, Thereby enhancing enterprise managementenergy efficiency and optimizing employee work experience. In basic definition,the main body of human resource digitalization is the human resource departmentof the enterprise. In a narrow sense, it refers to digital transformationwithin the human resource department; In a broad sense, it refers to theintegration of human resources business into the operation ecology of theenterprise, and the interaction and cooperation with the enterprise's digitaltransformation. In the implementation process, the digitalization of humanresources often analyzes and predicts the underlying data through technologiessuch as cloud and AI to empower enterprise decision-making, and enhance employees'understanding of digitalization, thereby forming a cultural atmosphere ofdigital management.

    Market Size

    According to iResearch, the size ofthe HR digitalization market was around 20 billion yuan in 2021, increasing by26.8% year on year. Its CAGR in the next three years is expected to be around25.3%. By 2024, it will reach about 40 billion yuan. From the perspective of demand, the factors drivingthe growth include: (1) companies are attaching increasing importance to thedigital management of human resources. (2) SaaS accelerates the penetration ofdigitalization in human resources; (3) Enterprises have an increasingly cleardigitalization layout, purchase more digital product models and spend more onhuman resources. From the perspective of supply, the driving factors include(1) HR SaaS; (2) More and more technology companies and cross-industry playershave joined in, increasing market supply; (3) Players have been improvingservice chain, service accuracy and service models. The proportion of one-stopsolutions has grown and the overall profitability has improved.

    Industry Map

    Competitive Elements

    HR digitalservice providers need to improve their competitiveness in the increasinglyfierce market competition. Besides firm value judgment and insights intoindustries, a deep understanding of business, flexible products and services,and good user experience are also important. The key to success is using goodtools to provide the right customers with products and services that have widecoverage, good business fit and resiliency. With good products and services,service providers also need to attach a lot of importance to their marketingcapabilities.

    Development Pain Points

    The coredevelopment pain point of HR digital service providers is in the aspect ofindustrial logic, centering around digitalization understanding and cognition.In terms of the top-level design, Party A and Party B often have differentcognitions of business scenarios. Therefore, the products or services might notsuit the application scenarios. In terms of underlying cognition, digitalservice providers need to focus on improving products and services. Instead,many party B players focus on marketing and promotion and fall into ahomogeneous competition. For digital service providers, the premise of buildingproducts or services is improving business standardization. However, theoverall standardization level of the HR industry in China is low. To achievesound development, relevant companies need a top-down logical reshaping fromtop-level design to underlying cognition. They also need to work with multipleparties to build an industry standard system.

    Concept: Integration

    HR isincreasingly closer to businesses. The concepts that the job of HR should startfrom understanding business and business demand, and that HR management shouldalso involve the business department are more and more widely accepted byenterprises. In the digital sector of human resources, few Chinese companiesnow carry out management and business digital transformation at the same time,and not many of them are close to the actual business demand, which means theintegration of HR and businesses still has a long way to go. Meanwhile, somedigital service providers have begun to promote the concept of business and HRintegration, which starts from the perspectives such as covered scenarios andfunctions to improve products or services, help companies connect HR andbusiness, and realize the deeper value of HR management.

    Table of Contents of the FullReport

    Abstract


    1 Development Background of HumanResources Digitalization

    1.1 Human Resource Management

    1.2 Human Resource Digitalization

    1.3 Features of Human ResourceDigitalization - Elements

    1.4 Features of Human ResourceDigitalization - Main Line

    1.5 Driving Factor - Economic

    1.6 Driving Factor - Society

    1.7 Driving Factor – Technology


    2 Status Quo of Human ResourceDigitalization Demand
    2.1 Standard Recruitment
    2.1.1 Demand Overview - Subject
    2.1.2 Demand Overview - Object
    2.1.3 Recruitment
    2.1.4 Organization and Personnel
    2.1.5 Salary
    2.1.6 Performance
    2.1.7 Benefits
    2.1.8 Training
    2.1.9 Test
    2.2 Flexible Employment
    2.2.1 Demand Subject
    2.2.2 Core Demand
    2.3 Demand Implementation
    2.3.1 Factors of Selection
    2.3.2 Status Quo of Implementation
    2.3.3 Pain Points of Implementation


    3Status Quo of Human Resource Digitalization
    3.1Market Size
    3.2Industry Map
    3.3Analysis of Core Players
    3.3.1Core Technologies
    3.3.2Supply Form
    3.3.3Service Chain
    3.3.4Competition and Cooperation
    3.3.5Competitive Elements
    3.3.6Development Pain Points
    3.4Case Study
    3.4.1Beisen
    3.4.2BRIDGE HRTech
    3.4.3iHR
    3.4.4eRoad
    3.4.5ZHONGHE GROUP


    4Trends in Human Resource Digitalization
    4.1Concept: Integration
    4.2Technology: Intelligence
    4.3Product: SaaS
    4.4Product: Integration
    4.5Market:Ecologicalization


    Jul 19 2022
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