在数字经济的浪潮中，以物联网、人工智能、云计算、大数据、区块链等为代表的数字技术迅速发展，新的经济发展形式也随之出现。新冠疫情发生后，由于经济、技术、消费等因素的制约，各类企业面临业绩增长乏力、客户管理困难、线上线下割裂、信息系统结构落后等问题，这已成为制约我国经济发展的瓶颈。在全球经济发展速度减缓的不利环境下，数字化转型领军企业依然保有强大的发展韧性，成功地将数字化优势转化为财务优势。因此，在恰当的时机推进企业的数字化转型，有效地挖掘企业的数据价值，并在新的竞争中建立优势尤为重要。

T公司是中国石油天然气集团有限公司旗下主营天然气销售业务的分公司，山东分公司是T公司下属规模最大的省公司。作为山东省最大的天然气资源供应商、最大的城市燃气企业和最大的车船用燃气企业，山东分公司辖55家项目公司在山东各地进行天然气供应，主要客户有居民用户、工业用户等。作为传统央企，山东分公司依靠人工线下为主的传统方式进行销售经营及客户管理，运行效率低下的问题日益突出，加之国家“双碳”政策与竞争对手转型成功等外部因素加剧了市场竞争，对山东分公司市场份额构成了威胁。内外部因素交织，迫使山东分公司做出转型改变，而数字化成为转型的有力手段。

笔者梳理国内外企业数字化转型现状，通过运用案例分析、文本调查等研究方法，结合T公司山东公司内部调查收集的数据、情报和资料，应用流程再生和价值协同相关理论，找出T公司山东公司销售业务数字化转型的内外动因，分析高效率、线上线下一体化的数字化转型成为解决低效问题抓手的原因，对转型实施路径和过程进行跟踪分析，并对转型成效进行简要评价。通过研究分析，本文认为，构建以用户为核心的价值协同生态、打通线上线下渠道壁垒、加速业务融合、数字生态建设等数字化转型路径，对于企业数字化能力、构建数字竞争优势具有理论意义和现实价值。

本文研究样本为传统央企T公司山东分公司，公司规模大、市场份额高，在行业内具有典型性。T公司山东分公司依托数字化手段实现企业转型升级，建设内容丰富、手段多样，对面临经营效率困境的同类型公司具有一定的借鉴价值。

In the wave of digital economy, digital technologies represented by the Internet of Things, artificial intelligence, cloud computing, big data and blockchain are developing rapidly, and new forms of economic development are also emerging. Since the outbreak of COVID-19, due to economic, technological and consumption constraints, enterprises of all kinds have faced problems such as sluggish performance growth, customer management difficulties, online and offline separation, and backward information system structure, which have become the bottleneck of China's economic development. In an unfavorable environment of global economic slowdown, digital transformation leaders have maintained strong resilience and successfully translated digital advantages into financial advantages. Therefore, it is particularly important to promote the digital transformation of enterprises at the right time, effectively mine the data value of enterprises, and establish advantages in the new competition.

T Company is a subsidiary of China National Petroleum Corporation, which is mainly engaged in natural gas sales business. Shandong Branch is the largest provincial subsidiary of T Company. As the largest supplier of natural gas resources, the largest city gas enterprise and the largest vehicle and ship gas enterprise in Shandong Province, Shandong Branch has jurisdiction over 55 project companies to supply natural gas throughout Shandong Province, with main customers including residential users and industrial users. As a traditional central enterprise, Shandong Branch relies on the traditional way of manual and offline sales management and customer management. The problem of low operation efficiency is increasingly prominent. In addition, external factors such as the national "dual carbon" policy and the successful transformation of competitors have intensified the market competition, posing a threat to the market share of Shandong Branch. Interweaving of internal and external factors forces Shandong Branch to make transformation changes, and digitalization has become a powerful means of transformation

The author sorted out the current situation of digital transformation of domestic and foreign enterprises. By using research methods such as case analysis and text investigation, combined with the data, intelligence and information collected from the internal investigation of T Company Shandong Company, and applying the relevant theories of process regeneration and value synergy, the author found out the internal and external motivations for the digital transformation of sales business of T Company Shandong Company. This paper analyzes the reasons why the digital transformation with high efficiency and online and offline integration becomes the key to solve the inefficient problem, tracks and analyzes the implementation path and process of the transformation, and makes a brief evaluation of the transformation effect. Through research and analysis, this paper believes that the construction of user-centered value collaborative ecology, breaking through the barriers of online and offline channels, accelerating business integration, digital ecological construction and other digital transformation paths have theoretical significance and practical value for enterprises' digital ability and the construction of digital competitive advantages.

In this paper, the Shandong Branch of T Company, a traditional central enterprise, is selected as the research sample. The company has a large scale and a high market share, which is typical in the industry. T Company Shandong Branch relies on digital means to achieve enterprise transformation and upgrading, and the construction content is rich and the means are diverse, which has certain reference value for similar companies facing the dilemma of operation efficiency.