Bmstech

Ngày 20/4/2019, Công ty TNHH BMS TECHNOLOGY và Công ty Cổ Phần thiết bị y tế Nhật Linh chính thức kí hợp đồng hợp tác triển khai giải pháp bảo hành trực tuyến.

Công ty Cổ phần thiết bị y tế Nhật Linh chuyên cung cấp các thiết bị sử dụng trong ngành nha khoa. Với số lượng sản phẩm lên đến hàng nghìn mã hàng việc quản lý bán hàng và sau bán hàng cũng như chính sách bảo hành hay đổi trả hàng cần được quản lý một cách chính xác để tránh thất thoát.

Hiểu được vấn đề của Công ty Cổ phần thiết bị y tế Nhật Linh, đội ngũ của BMSTECH đã viết ra giải pháp bảo hành trực tuyến giúp cho:

+ Quản lý từng mà sản phẩm 1 cách dễ dàng

+ Quản lý các sản phẩm được bảo hành, đổi trả,...

+ Tiết kiệm thời gian thống kê, kiểm kho,...

+ Quản lý thu chi, tài chính, công nợ.

Giải pháp đã đem lại cho Công ty Nhật Linh một bước tiến mới giúp cho các khách hàng của họ an tâm sử dụng sản phẩm, doanh số tăng và đặc biệt là xóa bỏ được hoàn toàn sổ bảo hành bằng giấy.

Chúng tôi rất vui mừng và cảm ơn Công ty Nhật Linh đã tin tưởng đồng hành để tạo ra được một giải pháp bảo hành trực tuyến tuyệt vời như vậy.

Chúng tôi - Đội ngũ của Công ty TNHH BMS TECHNOLOGY hy vọng sẽ được đồng hành cũng quý danh nghiệp để giusp doanh nghiệp ngày càng phát triển mạnh mẽ và bền vững hơn.

Trân trọng cảm ơn.

Liên hệ để được tư vấn:

Hotline: 0899.1899.59
Website: http://bmstech.io/

Fire is the Test of Gold

—A New Year's Message for 2019, Thach Pham Chairman

Marcus Tullius Cicero, a Roman philosopher, once said, "The greater the difficulty, the greater the glory." Truer words were never spoken as we bring 2018 to a solid close. It has been an eventful year, to say the least. But we have never stopped pushing forward, and as a result our 2018 we finish 2 internal projects to be commercial - MYSMSBRANDNAME and DENTOSYS, 1 big projects for MLM marketing solutions and more than 10 others small projects for our clients.

In 2018, we also complete our research in Image Recognition, Desktop Software, Mobile Applications iOTs to work and connect to odoo ERP’s cores. We also have big jump in understand odoo architecture to make odoo more easy to see reports, graphs in realtimes data. We must not be discouraged by malicious incidents or temporary setbacks, and must remain determined to achieve national leadership in ERP’s services. Setbacks will only make us more courageous, and incredibly unfair treatment will drive us to become the Vietnam's number one in ERP services.

Our business performance remains strong, and this is by far the most direct form of validation that we can receive from our customers. It is also our best response to negative conjecture and market restrictions. Here I would like to thank all of our customers and partners, as well as the public, for your trust and support. Thanks to our employees for your incredible, hard work. And finally, I would like to extend my gratitude to your families for their unfailing support and understanding. No matter what changes we might face, our procurement strategy will remain unchanged.

In the coming year, we will see new waves of development in digitization and intelligence, and we may very well encounter even greater difficulties. In times like this, we must summon our inner strength, improve the quality of our operations, inspire passion across the organization, and continue forging ahead to satisfy customer needs and achieve strategic leadership.

In 2019, we will focus on strategic businesses and strategic opportunities and build a more resilient business structure. We will continue to optimize our product and services to achieve odoo leadership in Vietnam. As part of this, we need to retain products that are competitive and appealing, and phase out those that aren't. If we can make our transaction models as simple as possible, ensure the highest level of cyber security and privacy protection, produce the best products, and provide the best services, nothing can stop us.

We will refocus the efforts of our manager and expert teams on business success while building out stable teams of professional operations staff. The opposite of success is not failure, but mediocrity. We can't let our managers become overcautious or commonplace, and we need to prevent BMS itself from becoming a mediocre company. Our managers must have drive, not apathy. Constant vigilance, perhaps a bit of madness even, is vital to success. We will continue to open our arms and embrace talent members. By further bolstering our professional operations staff, we will be able to build a set of stable, efficient, and quality operational systems and teams.

We will optimize individual performance management and build a more united team. When managing performance, we should not overly focus on individual results and responsibilities. Of course, we need to inspire our people to keep improving their performance and capabilities, but we also need to inspire them to do the same for their teammates. While maintaining a focus on results and responsibilities, we should also de-emphasize output as a factor of productivity. We need to look at how much value our people create for customers, how they help others maximize their contribution, and how they use the output of others to improve their own. We will learn from Huawei and Viettel and form our special forces.

We will value the most dedicated among us, and put everyone on equal footing when rewarding contribution. We should explore incentive structures that better match the characteristics of different businesses while ensuring the consistency of our HR policies. We need to combine different kinds of incentives to reflect different responsibilities and contributions, both for teams and individual employees. This will give people the extra motivation they need to push themselves and achieve more. Naturally, those who contribute more will earn more. Bonuses should serve as an incentive for short-term contributions, and also as a guide for future investment. We should reward those who work to grow the harvest, as well as those who work to increase the fertility of our soil for future growth.

We must step up efforts to establish our presence and increase investment, making tangible contributions to communities and working to secure opportunities for fair competition. Every BMS employee is an ambassador of our core values and a representative of the BMS brand.

Over the past five years, we have served our customers with religious devotion, working closely with them and our partners to bring telecommunications technology beyond the confines of ivory towers and labs and give it practical application in cities and remote regions the world over. Digital transformation is in full swing, and we find ourselves at the cusp of an intelligent world. Consumers are actively looking for more advanced, more trustworthy digital technologies and services. Going digital and intelligent will be a long process, so we need to keep innovating and delivering cutting-edge results.

Always remember that the journey is hard, but joyful. Fire is the test of gold. Hardship and pressure will only make us more united and stronger. I have no doubt that we will achieve what we've set out to do: to bring digital to every person, home and organization for a fully connected, intelligent world.

A thousand ships sailed past the shipwreck; our day to brave the winds and waves will come. No hardships or difficulties can stop us sailing forward.