CN111461471A - Method for analyzing and dynamically identifying company strategic environment trend - Google Patents
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Abstract
The invention discloses a method for analyzing and dynamically identifying company strategic environment trend, which comprises the following steps: firstly, a quantization processing link: 1. collecting dynamic information; 2. judging the influence direction; 3. quantifying the degree of influence; 4. judging influence content; II, a data analysis link: 1. cleaning data; 2. data tagging processing; 3. and (5) scanning and analyzing data. The method for analyzing and dynamically identifying the trend of the strategic environment of the company is characterized in that a 360-degree three-dimensional tracking and scanning analysis system of the strategic environment of the company is constructed on the basis of the dynamic information of the strategic environment reported by each secondary unit, the general change trend of the strategic environment of the company is judged by carrying out quantitative conversion and statistical analysis on a large amount of fragmented qualitative information, the dynamic state of the important strategic environment needing attention is identified, and a reference basis is provided for the improvement of strategic decisions of the company.
Description
Technical Field
The invention relates to the technical field of trend analysis and important dynamic identification of company strategic links, in particular to a method for analyzing and dynamically identifying company strategic environment trends.
Background
At present, social economy develops rapidly, a plurality of emerging companies develop rapidly, then the companies develop sub-companies towards various regions of the world in order to meet the requirements of global economic development, and then the strategic environment trend analysis of the companies has certain differences due to different regions, so for a general company, the sub-companies face complex and rapid external strategic environments, and some sudden important strategic environment trends can affect the overall development of the company, so that a method for analyzing and dynamically identifying the strategic environment trend of the company is designed, so that the problems are solved.
Disclosure of Invention
The invention aims to provide a method for analyzing and dynamically identifying strategic environmental trends of a company, which is based on a macroscopic and industrial integration framework and is used for solving the problems in the background technology.
In order to achieve the purpose, the invention provides the following technical scheme: a method for analyzing and dynamically identifying trends of strategic environments of a company comprises the following steps:
firstly, a quantization processing link:
(1) collecting dynamic information: each secondary unit selects information with great influence to report, each unit reports more than 20 pieces of information in each period in principle, and all sample information is subjected to statistical analysis;
(2) judging the influence direction: judging whether the influence direction of the dynamic state on the company is positive, negative or neutral according to the strategic opportunity or challenge of certain environment dynamic information on the company;
(3) quantification degree of influence: quantitatively evaluating the influence degree of the forward dynamic state and the backward dynamic state on a company, wherein the three dimensions comprise an influence depth, an influence breadth and a coping difficulty;
(4) judging the influence content: according to strategic objectives and strategic key points of a company, judging which aspect of the company is influenced by strategic dynamics from four dimensions of operation performance, power grid development, operation management, safety and service;
II, a data analysis link:
(5) and data cleaning treatment: summarizing and screening the reported dynamic information and the scoring condition of each piece of information to obtain an effective information sample;
(6) and data labeling treatment: classifying and labeling each piece of information from three dimensions of the region, the environment category and the influence on the company according to different attributes and characteristics of each piece of information;
(7) and data scanning and analyzing:
a. and (4) judging the overall situation: overall analysis, dimension-based analysis and multi-dimension correlation analysis;
b. identifying important dynamics: positive and negative dynamics recognition and neutral dynamics recognition.
Preferably, the positive influence means that the dynamic state will bring obvious opportunities to companies and power grid development, operation performance, market competition and the like, or the opportunities are more than challenges; the negative influence means that the dynamics can bring obvious threats and challenges to the industry status, the operation performance, the market share, the safety service and the like of the company, or the challenges are greater than opportunities; the influence is neutral, which means that the influence direction on the company cannot be judged temporarily according to the content of the current information, or the information describes the progress of an event, and the influence on the company is still to be observed.
Preferably, the influence depth refers to the significant and far-reaching degree of the dynamic influence on the company, and whether the influence has long-term influence on key and core strategic elements of the company such as the industrial position, the safety service, the market share, the cost price and the like; the influence breadth refers to the size of the dynamic influence range on the company, and whether the influence range influences each unit level of headquarter, province company, city company, county company, power supply station and the like and each operation link of power grid development, management change and the like; the difficulty of handling refers to the difficulty of the company to grasp and handle tightly with respect to the opportunities or challenges posed by the environment dynamics.
Preferably, the three areas are divided into an east area, a middle area and a west area according to the area position of each unit.
Preferably, the strategic company environment can be divided into a macroscopic environment and an industrial environment.
Preferably, the overall analysis is based on all samples, using descriptive statistical methods to perform mean analysis, analysis of variance, and trend analysis on positive and negative information.
Preferably, the dimension analysis is to perform descriptive statistical analysis such as mean, variance, and the like on each region, each environment category, and the influence link on the company, respectively, on the basis of information classification.
Preferably, the multidimensional correlation analysis comprises differential analysis of different regional environments on company influence links and differential analysis of different environmental categories on company influence links.
Compared with the prior art, the invention has the beneficial effects that:
1. the method for analyzing and dynamically identifying the trend of the strategic environment of the company is characterized in that a 360-degree three-dimensional tracking scanning analysis system of the strategic environment of the company is constructed on the basis of dynamic information of the strategic environment of each secondary unit (the dynamic information refers to the change condition of the external strategic environment reported to the headquarters by each subordinate unit of the company and is reported on time per month, and about 20 pieces of information are reported each time), the overall change trend of the strategic environment of the company is judged by carrying out quantitative conversion and statistical analysis on a large amount of fragmented qualitative information, the dynamic of the important strategic environment needing attention is identified, and a reference basis is provided for the improvement of strategic decisions of the company.
2. By carrying out quantitative processing on the environmental dynamics, formulating reference basis and standard for dynamic quantitative evaluation, evaluating the influence direction, influence degree and influence links of each dynamic information on a company, and converting unstructured text information into quantifiable and statistically quantitative data; second, the quantized data is analyzed. The method comprises the steps of adopting methods such as descriptive statistical analysis, trend analysis, correlation analysis and cluster analysis to comprehensively analyze the economic and social macro environments and the industrial environments such as energy, power and customer, discovering the trend characteristics of the strategic environmental change of the company and mining and identifying important strategic dynamics.
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FIG. 1 is a diagram of a corporate strategic environment analysis framework of an embodiment of the present invention;
FIG. 2 is a diagram of a strategic environment dynamic "influence level-frequency of occurrence" matrix according to an embodiment of the present invention;
FIG. 3 is a diagram illustrating an overview of strategic environment dynamics in accordance with an embodiment of the present invention;
fig. 4 is a diagram illustrating the dynamic situation of the strategic environments of each region according to an embodiment of the present invention;
fig. 5 is a diagram illustrating the influence of the strategic environment dynamics of each region on a company according to an embodiment of the present invention;
FIG. 6 is an important dynamic identification diagram based on the "influence degree-frequency of occurrence" matrix according to an embodiment of the present invention.
Detailed Description
The following will clearly and completely describe the technical solutions in the embodiments of the present invention, and it is obvious that the described embodiments are only a part of the embodiments of the present invention, and not all embodiments. All other embodiments, which can be derived by a person skilled in the art from the embodiments given herein without making any creative effort, shall fall within the protection scope of the present invention.
The invention provides a technical scheme that: a method for analyzing and dynamically identifying trends of strategic environments of a company comprises the following steps:
firstly, a quantization processing link:
1. collecting dynamic information: each secondary unit selects information with great influence to report, each unit reports more than 20 pieces of information in each period in principle, and all sample information is summarized and subjected to statistical analysis;
2. judging the influence direction: judging whether the influence direction of the dynamic state on the company is positive, negative or neutral according to the strategic opportunity or challenge of certain environment dynamic information on the company;
3. quantification of the degree of influence: quantitatively evaluating the influence degree of the forward dynamic state and the backward dynamic state on a company, wherein the three dimensions comprise an influence depth, an influence breadth and a coping difficulty;
4. judging influence content: according to strategic objectives and strategic key points of a company, judging which aspect of the company is influenced by strategic dynamics from four dimensions of operation performance, power grid development, operation management, safety and service;
and (4) judging which aspect of the company is influenced by strategic dynamics, and marking the corresponding influence links with 'V' (optional).
TABLE 1 strategic environmental dynamic influence link judgment basis
According to table 2: company part strategy dynamic quantification of results.
Table 2 company part strategy dynamic quantification results
II, a data analysis link:
1. data cleaning treatment: summarizing and screening the reported dynamic information and the scoring condition of each piece of information to obtain an effective information sample; and summarizing and screening the dynamic information reported by each secondary unit and the grading condition of each piece of information to obtain an effective information sample. The screening content mainly comprises: the method is characterized in that invalid information is removed, and mainly information which does not belong to external environments, such as internal events of provincial companies, is removed. And the information with abnormal scores is rejected, namely the score of the information is not qualified, for example, the information is not scored, or the absolute value of the score exceeds the specified range of 1 to 5. And thirdly, integrating repeated information and combining the repeatedly reported information of the same province company.
Example (c): taking the third-stage strategic dynamics as an example, 216 pieces of dynamic information are collected, 35 pieces of unqualified information are removed, and 181 pieces of effective dynamic information are obtained finally.
1. Data labeling treatment: classifying and labeling each piece of information from three dimensions of the region, the environment category and the influence on the company according to different attributes and characteristics of each piece of information;
please refer to fig. 1: for the environmental categories: the method is based on strategy management theories such as a PEST theory, a five-force model and a value chain model, fully considers the characteristics of the properties of the power grid business of the company, the attributes of the central enterprise and the like, and constructs a strategic environment analysis framework of the company.
According to the analysis framework, the strategic environment of a company can be divided into a macroscopic environment and an industrial environment. Wherein:
the macro environment (the white part at the outermost layer) refers to the whole external large environment faced by the company and comprises four aspects of policy environment, economic environment, natural social environment and technical environment.
The industry environment (the inner layer has color part), which means the environment having direct influence on the company operation, has two aspects: the method comprises the steps that firstly, the whole environment (blue oval part) of the energy power industry comprises the energy power environment, the reform environment and the industry benchmarking enterprise condition; the other is the situation of a company closely related person (diamond part), and the concept of 'four services' and the improvement progress are mainly included according to the supervised property of the company power grid business, and the situation mainly comprises the related requirements, the power generation enterprise and client situations and the situation of a competitor.
Please refer to table 3: specifically, each environmental category and its subcategories and main content.
TABLE 3 Environment Categories content
The influence links on the company are as follows: whether the macro environment or the industrial environment affects the operation performance, the power grid development, the operation management, the safety and the service of the company. The operation performance, safety and service are the final result and expression of the operation development of the company, and the power grid development and operation management are the important contents of the two changes of the company. Specifically, the operation performance mainly includes financial performance, market performance, and the like of the company. The power grid development mainly comprises planning and approval, early stage and construction, scheduling and operation, overhauling and maintenance and the like of the power grid. The operation management mainly comprises an organization system, management innovation, business innovation and the like of a company. The safety and service mainly comprises the safety operation, service innovation and the like of a company.
TABLE 4 impact of strategic environments on companies
Please refer to table 5: taking the third-stage strategic dynamics as an example, the data tagging processing condition and the number of information under different categories. And further dividing the sub-dimension labels for the environment category.
TABLE 5 dynamic information tagging processing scenarios
Please refer to table 6: company dynamic information tagging process results.
Table 6 dynamic information tagging example of processing
3. Data scanning analysis:
a. and (4) judging the overall situation: overall analysis, dimension-based analysis and multi-dimension correlation analysis;
b. identifying important dynamics: positive and negative dynamics recognition and neutral dynamics recognition.
(1) Positive and negative dynamic recognition
For positive and negative trends, the importance degree of the dynamics is judged by drawing an 'influence degree-occurrence frequency' matrix, and the specific process is as follows.
First, keywords are extracted. And extracting the positive and negative dynamic information keywords by a method combining subjective extraction and objective extraction. The subjective extraction is based on dynamic information content, and keywords such as government promotion, leadership and the like are subjectively given to each piece of dynamic information content according to the understanding of a researcher to the dynamic information content. And in the objective extraction, information with large influence degree on the company is selected and summarized (the score absolute value is more than or equal to 3), and keywords are automatically extracted through software by using a big data text analysis method. By combining the two methods, the integrity of entry statistics can be ensured, the omission of key entries and information which have great influence on companies by subjective extraction can be prevented, and the requirement of important dynamic identification can be met.
Secondly, clustering is performed on the keywords. And (3) applying a big data word frequency statistical method, simultaneously soliciting expert opinions through expert seminars, clustering the trends with similar keyword contents to form strategic dynamic clusters of a plurality of different keywords, and counting the dynamic frequency.
And then, measuring and calculating the influence mean value of each type of dynamic cluster. And calculating the influence mean value of each type of strategic dynamic clusters by adopting a descriptive statistical method.
Finally, an 'influence degree-occurrence frequency' matrix is formed, and important dynamics are comprehensively analyzed. And two-dimensionally arranging the influence mean value and the dynamic frequency from low to high to form an influence degree-occurrence frequency matrix, and analyzing the characteristics of strategy dynamics of different quadrants in the matrix and company attention strategies. Specifically, the method comprises the following steps:
the first quadrant has high occurrence frequency and large influence degree of the dynamic state, and is particularly concerned about the dynamic state. Such dynamics are generally concerned by companies in various provinces, and are closely related to companies, and require the companies to pay key attention and conduct special research when necessary.
The second quadrant has high occurrence frequency and small influence degree of the dynamic state, and is dynamic for continuous attention. Such dynamics have little impact on companies, but provincial companies have a lingering view, probably because the information conveys a movement or a young stage, although the impact on the company is not fully reflected for a while, but represents a development trend, and the company is required to keep track of.
The third quadrant has low occurrence frequency and small influence degree of the dynamic state, and is a general concerned dynamic state. Such dynamics are not universal, nor are they very close to corporate relationships, and thus, are subject to general attention.
The fourth quadrant has low occurrence frequency and large influence degree, and focuses on the dynamic state. Although the occurrence frequency is not high, the dynamic state has a large influence on the company, and may be some sudden events or personalized events with regional characteristics, and the company needs to pay special attention in stages.
Example (c): based on the third period strategic environment dynamics, for positive and negative information, based on a strategic environment dynamics ' influence degree-occurrence frequency ' matrix, energy planning ' and the like are identified as important dynamics needing attention, the occurrence frequency is high (7 times), the influence degree is high (the mean value is 3.2), and further analysis and suggestion are provided.
TABLE 7 example of important dynamic identification based on "influence-frequency of occurrence" matrix
(Note: for ease of analysis in the matrix, the mean of influence is absolute and contains no directionality of influence)
(2) Neutral dynamics identification
Because the influence degree can not be quantified, firstly, a subjective extraction method is adopted to extract the keywords; secondly, clustering the similar dynamics of the keywords to form different dynamic clusters; and then, refining the information of each dynamic cluster by using a big data abstract analysis method to determine the degree to be concerned in the next step.
Example (c): for neutral information, the content analysis method was performed for important dynamic identification, as shown in the following table.
TABLE 8 important dynamic identification example based on "content analysis
Preferably, the positive influence means that the dynamic state will bring obvious opportunities to companies and power grid development, operation performance, market competition and the like, or the opportunities are more than challenges; the negative influence means that the dynamics can bring obvious threats and challenges to the industry status, the operation performance, the market share, the safety service and the like of the company, or the challenges are greater than opportunities; the influence is neutral, which means that the influence direction on the company cannot be judged temporarily according to the content of the current information, or the information describes the progress of an event, and the influence on the company is still to be observed. During quantitative processing, positive information is assigned as a positive value, negative information is assigned as a negative value, and neutral information is directly marked as 'neutral'.
TABLE 9 strategic environmental dynamic impact Direction judgment basis
Preferably, the influence depth refers to the significant and far-reaching degree of the dynamic influence on the company, and whether the influence has long-term influence on key and core strategic elements of the company such as the industrial position, the safety service, the market share, the cost price and the like; the influence breadth refers to the size of the dynamic influence range on the company, and whether the influence range influences each unit level of headquarter, province company, city company, county company, power supply station and the like and each operation link of power grid development, management change and the like; the difficulty of handling refers to the difficulty of the company to grasp and handle tightly with respect to the opportunities or challenges posed by the environment dynamics.
And comprehensively analyzing the influence degree of a certain dynamic on the company according to the three dimensions, and carrying out quantitative evaluation. According to the form of a Likette 5 scale table, the values of 1-5 are respectively assigned according to the influence degrees from 'normal, large and extreme'.
TABLE 10 criterion of dynamic influence of strategic environment
Preferably, the three areas are divided into an east area, a middle area and a west area according to the area position of each unit. Wherein, the east region comprises 10 companies of Beijing, Tianjin, Hebei, Jibei, Shandong, Liaoning, Shanghai, Jiangsu, Zhejiang and Fujian; the middle area comprises 11 companies of Shanxi, Jilin, Heilongjiang, Anhui, Jiangxi, Henan, Hunan, Hubei, Mengdong, Chongqing and Sichuan; the western region includes 6 companies of Shaanxi, Gansu, Qinghai, Ningxia, Xinjiang and Tibet.
Preferably, the strategic company environment can be divided into a macroscopic environment and an industrial environment.
Preferably, the overall analysis is based on all samples, using descriptive statistical methods to perform mean analysis, analysis of variance, and trend analysis on positive and negative information.
The method is characterized in that firstly, through mean value analysis, the whole strategic environment of the company is judged to be chance or challenge, and how much influence is exerted on the company. Secondly, the complexity of the strategic environment of the company is judged through variance analysis, and the larger the variance is, the more complex the environment is. Thirdly, comparing the current stage strategy dynamics with the last several stage strategy dynamics through trend analysis to judge the variation trend of the company strategy environment.
TABLE 11 corporate strategic environment Overall analysis
Example (c): the third dynamic analysis result shows that the overall strategic environmental opportunity of the company is greater than the challenge. Of the 181 events reported in each unit, 102 events (56.4%) were reported in the positive direction, 33 events (18.2%) were reported in the negative direction, and 46 events (25.4%) were reported in the neutral direction. The mean of all dynamics is 1.22 and the variance is 2.122, indicating that the overall chance is greater than the challenge and the impact of different strategic environmental dynamics on the company is more complex.
Preferably, the dimension analysis is to perform descriptive statistical analysis such as mean, variance, and the like on each region, each environment category, and the influence link on the company, respectively, on the basis of information classification.
Through regional analysis, it can be judged on which region strategic dynamics of a company, particularly negative dynamic information, is mainly concentrated, and differences of the influence of strategic dynamics of different regions on the company.
Through the analysis of the environment types, the strategic dynamics, particularly the negative dynamics, of the company can be judged to be mainly reflected on which environment dimension, and the differences of the influences of different dimensions on the company can be judged.
By analyzing the influence links of the company, it can be judged what aspects of the company are mainly influenced by the recent strategic environment, and what influence degree, especially which business or links are mainly focused by the negative dynamic, is more challenging for the company.
Example (c): taking the third-stage strategic dynamics as an example, from the view of regions, the east, middle and west regions all have a situation that the chance is greater than the challenge, wherein the challenge is relatively more obvious in the east region, the chance is less obvious in the middle region, and the chance is more obvious in the west region. According to the environment types, the related requirements and the dynamics of the reform environment are most concentrated, and particularly the quantity of incremental power distribution reform information is the most; negative dynamics are mainly focused on the aspects of environment improvement and competitors, and the challenge is greater than chance. From the content of the influence on the company, the main focus is on the aspects of power grid development and operation performance, and especially on the influence on the operation performance, the challenge is large.
TABLE 12 analysis of strategic environmental dynamics in dimensionality
Preferably, the multidimensional correlation analysis comprises differential analysis of different regional environments on company influence links and differential analysis of different environmental categories on company influence links.
The method is used for analyzing the difference of influence links of different regional environments on companies. And (3) dynamically counting the influence links of the company in different areas, judging whether regional differences exist in the influence on the company in the aspects of operation performance, power grid development and the like, or judging which common characteristics exist in different areas, and deeply analyzing the reasons.
And secondly, analyzing the difference of different environmental categories on the influence links of the company. The method is characterized in that dynamic influence links on the company under different environment types are counted, information of various types such as economy and energy is judged, the influence on the company reflects aspects such as operation performance and power grid development, difference and common characteristics exist, and reasons are deeply analyzed.
Please refer to fig. 4: taking the third-stage strategic dynamics as an example, the differences of the influence links of different regional environments on the company are analyzed. The strategic environment of the east region mainly affects the safety and service of companies, and the middle and western regions concentrate on the aspects of power grid development and operation performance. The strategic environment of the east region brings more opportunities to companies in the aspects of power grid development, safety and service than challenges, but certain challenge pressure exists in the aspect of operation performance. The operation performance, power grid development, operation management, safety and service in the regions of the Chinese and western regions are more than challenging.
TABLE 13 statistics of company influence by strategic environmental dynamics in each region
Although embodiments of the present invention have been shown and described, it will be appreciated by those skilled in the art that changes, modifications, substitutions and alterations can be made in these embodiments without departing from the principles and spirit of the invention, the scope of which is defined in the appended claims and their equivalents.
Claims (8)
1. A method for analyzing and dynamically identifying trends of strategic environments of a company comprises the following steps:
firstly, a quantization processing link:
(1) collecting dynamic information: each secondary unit selects information with great influence to report, each secondary unit reports more than 20 pieces of information in principle at each stage, and all sample information is summarized to carry out statistical analysis;
(2) judging the influence direction: judging whether the influence direction of the dynamic state on the company is positive, negative or neutral according to the strategic opportunity or challenge of certain environment dynamic information on the company;
(3) quantification degree of influence: quantitatively evaluating the influence degree of the forward dynamic state and the backward dynamic state on a company, wherein the three dimensions comprise an influence depth, an influence breadth and a coping difficulty;
(4) judging the influence content: according to the strategic objective and the strategic key point of the company, judging which aspect of the company is influenced by strategic dynamics from the four dimensions of operation performance, enterprise development, operation management, safety and service;
II, a data analysis link:
(5) and data cleaning treatment: summarizing and screening the reported dynamic information and the scoring condition of each piece of information to obtain an effective information sample;
(6) and data labeling treatment: classifying and labeling each piece of information from three dimensions of the region, the strategic environment category and the influence on a company according to different attributes and characteristics of each piece of information;
(7) and data scanning and analyzing:
a. and (4) judging the overall situation: overall analysis, dimension-based analysis and multi-dimension correlation analysis;
b. identifying important dynamics: positive and negative dynamics recognition and neutral dynamics recognition.
2. The method of claim 1, wherein the method comprises the steps of: the positive influence means that the dynamic state can bring obvious opportunities to company development, operation performance, market acquisition and the like, or the opportunities are more than challenges; the negative influence means that the dynamics can bring obvious threats and challenges to the industry status, the operation performance, the market share, the safety service and the like of the company, or the challenges are greater than opportunities; the influence is neutral, which means that the influence direction on the company cannot be judged temporarily according to the content of the current information, or the information describes the progress of an event, and the influence on the company is still to be observed.
3. The method of claim 1, wherein the method comprises the steps of: the influence depth refers to the significant and far-reaching degree of the influence of the dynamics on the company, and whether the influence has long-term influence on key and core strategic elements of the company such as the industrial position, the safety service, the market share, the cost price and the like; the influence breadth refers to the size of the dynamic influence range on the company, and whether the influence range influences each unit level of headquarter, province company, city company, county company, power supply station and the like and each operation link of power grid development, management change and the like; the difficulty of handling refers to the difficulty of the company to grasp and handle tightly with respect to the opportunities or challenges posed by the environment dynamics.
4. The method of claim 1, wherein the method comprises the steps of: the areas are divided into three areas, namely an east area, a middle area and a west area according to the positions of the areas of the units.
5. The method of claim 1, wherein the method comprises the steps of: the strategic environment of a company can be divided into a macroscopic environment and an industrial environment.
6. The method of claim 1, wherein the method comprises the steps of: the overall analysis is based on all samples and uses descriptive statistical methods to perform mean analysis, variance analysis and trend analysis on positive and negative information.
7. The method of claim 1, wherein the method comprises the steps of: the dimension analysis is to perform descriptive statistical analysis such as mean, variance and the like on the basis of information classification respectively aiming at each region, each environment category and influence links on a company.
8. The method of claim 1, wherein the method comprises the steps of: the multidimensional correlation analysis comprises the difference analysis of different regional environments on company influence links and the difference analysis of different environmental categories on the company influence links.
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| Publication number | Priority date | Publication date | Assignee | Title |
|---|---|---|---|---|
| CN112258369A (en) * | 2020-11-17 | 2021-01-22 | 珠海大横琴科技发展有限公司 | Unified data platform and data processing method based on unified data platform |
| CN112328585A (en) * | 2020-11-17 | 2021-02-05 | 珠海大横琴科技发展有限公司 | Data processing method and device |
| CN113240229A (en) * | 2021-03-29 | 2021-08-10 | 中信银行股份有限公司 | Intelligent decision making system and method based on user portrait data |
-
2019
- 2019-01-21 CN CN201910054456.9A patent/CN111461471A/en active Pending
Cited By (3)
| Publication number | Priority date | Publication date | Assignee | Title |
|---|---|---|---|---|
| CN112258369A (en) * | 2020-11-17 | 2021-01-22 | 珠海大横琴科技发展有限公司 | Unified data platform and data processing method based on unified data platform |
| CN112328585A (en) * | 2020-11-17 | 2021-02-05 | 珠海大横琴科技发展有限公司 | Data processing method and device |
| CN113240229A (en) * | 2021-03-29 | 2021-08-10 | 中信银行股份有限公司 | Intelligent decision making system and method based on user portrait data |
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