H公司从2011年开始，由单一的运营商业务市场向企业业务（B2B）等领域扩展，以得到更大的生存空间，是一个重大的战略转变，这样的战略是比较稳妥的，但在实现这个战略的过程中，H由于管理的惯性和组织记忆，其直销基因在企业业务市场上并没有取得很好的业绩。本文描述了H公司重要战略、销售业绩，并从企业业务采用的销售架构、组织建设、人力资源、合作模式等方面，分析公司在这两年中出现的问题：渠道架构上缺少产品细分；组织流程上缺少对企业行业的适配；人员上主要为直销技能，缺少渠道经验；合作上缺少被集成的战略执行，等等。针对这些问题，并给出一些合理的建议。

Since 2011, H company expanded their business from a single operators market to enterprise business market to get more living space, it is a major strategic shift, and such a strategy is relatively safe. But in the process of achieving this strategy, due to the inertia of the management and organizational memory, its direct gene in the enterprise business market did not get good results. This paper describes the H important company strategy, sales and marketing theory from the channels used by the enterprise business , H sales system and management, human resources, corporate branding and other business, analyzes the problems encountered by the company in the past two years: lack of product segments in channel structure; lack of adaptation of organizational processes for enterprise business; skills of staff is mainly direct sale experience, lack of channel experience; lack of implementation of integrated strategy in business cooperation; and so on. The paper gives some reasonable suggestions.