At the end of the year, when the country has only 4 months left, the country has completed its "Eleventh Five-Year Plan" energy-saving emission reduction targets. Some unconventional power-restricting measures have begun to flourish in all parts of the country, and valve companies have been greatly affected.
The entire industry chain of the valve industry, from raw materials to valve body castings and valve assembly production, is a high-energy-consuming, high-emissions enterprise that has long been highly concerned by the central government. However, for local governments to consider their own interests, all local governments adopt a negative response policy on this issue. The government's long-term mechanism for energy-saving and emission reduction is not established and the inaction of the government’s management mechanism leads directly to this “11th Five-Year Planâ€. "Unfortunately," the "strong men break wrists" like unconventional power curtailment measures forced behavior.
When the country first proposed the “Eleventh Five-Year†constraint on energy-saving and emission reduction, it made it clear that this is a goal that must be accomplished. It is an “insurmountable red lineâ€. Why did some regions wait until the end of the last few months? Hustle and bustle This fully exposed the local government's negative attitude and bureaucratic prevalence on this issue.
As we all know, most of the “bridging development†of the domestic valve industry is based on the competitive advantages of low-cost products won by low-energy-saving and low-environmental investment. As a result of this development model, are local government officials really ignorant of the "imaginable" situation?
If a government's policy makers are so low-powered that they are so "indifferent", the power to use blindly to exercise some unorthodox so-called strong measures after a low-energy fire will be great. How can such government office efficiency be evaluated?
Of course, there are many reasons for the emergence of any problem. Enterprises themselves only care about their immediate interests. Regardless of the long-term development of management consciousness, they also lead enterprises to the situation they face today.
Recently, as a member of the pump and valve industry, “China Pump Valve Network†visited several valve companies, and they all displayed “awe-inspiring, confused and incomprehensible†in front of this “emergencyâ€. "Negative," "helpless," "listen to the fate," and even "anger" have become the internal monologues of corporate managers. Upstream valve body casting companies can't deliver on time; companies can't produce electricity because of limited power; they never start to worry about orders. This is how much you want to cry without tears.
It is likely that there will be no end to the question of who caused this situation. Meditate and think about how the company's next step is how to take it is the current corporate CEOs should think about it.
As the saying goes: "Let's live and die," in the face of crisis, calm thinking is the best policy. If you look from a dialectical point of view, bad things may not turn out to be a good thing. This event is for those who always pay attention to quality and scientific management. Is it not a once-in-a-lifetime opportunity for companies with complete hardware and software facilities?
At this moment, there is no point in complaining, and the author believes that what the current valve companies should do is: analyze the form, meditation, adjust ideas, and seize opportunities.
The following are some ignorant suggestions of the author, only for reference.
1. Adjustment of market strategy: The most obvious direct result of this incident is that the prices of raw materials and valve castings will rise rapidly, and the price advantage of foreign sales valves will be further reduced. Enterprises must immediately adjust the strategies for domestic sales and foreign sales, and at the same time, Increase the expansion of marketing channels.
2. Clean up inventory and strengthen outsourcing associations: The incident should be loosened at least until early next year. The most urgent need in the short term is to find a way to smoothly deliver the orders in the hand.
3. Accelerating the R&D of core technologies of enterprises: One of the most obvious signals issued by this incident is that the living space of high-energy-consuming and high-pollution enterprises in China's coastal areas will become smaller and smaller. If companies want to survive, they will continue to Technology, high value-added enterprise transformation has no alternative.
4. Change the way of thinking and strengthen the awareness of brand building: The change of the thinking mode of the enterprise managers, the improvement of the skills and skills of the enterprise employees, directly affects the ability of the enterprise to face the crisis, and the brands, management, technology, and talents are always the fundamentals for the success of the enterprise. factor.
5. Analyze the situation and turn it into passive: This incident is undoubtedly a devastating blow to those companies that are only heavy and not heavy. However, it is a rare opportunity for those companies that always pay attention to quality. At the moment when the entire industry is about to reshuffle, it depends on your ability to grasp opportunities. New life in the crisis, self-renewal in the crisis, your company will usher in a new transformation.
6. Restructuring of mergers and acquisitions, combining advantages and advantages: This incident is destined for those small and medium-sized enterprises without technical and quality advantages. It is also the long-term. To put aside illusions, long-term plan is the best policy. Accelerating the construction of mergers and acquisitions, merging the advantages of the enterprises, and making the company bigger and stronger quickly is an urgent need. Because the fragmented industry cluster model has faced challenges.
In short, opportunities are for those who are prepared early. In the face of the crisis, you are still puzzled by what you will face.
The entire industry chain of the valve industry, from raw materials to valve body castings and valve assembly production, is a high-energy-consuming, high-emissions enterprise that has long been highly concerned by the central government. However, for local governments to consider their own interests, all local governments adopt a negative response policy on this issue. The government's long-term mechanism for energy-saving and emission reduction is not established and the inaction of the government’s management mechanism leads directly to this “11th Five-Year Planâ€. "Unfortunately," the "strong men break wrists" like unconventional power curtailment measures forced behavior.
When the country first proposed the “Eleventh Five-Year†constraint on energy-saving and emission reduction, it made it clear that this is a goal that must be accomplished. It is an “insurmountable red lineâ€. Why did some regions wait until the end of the last few months? Hustle and bustle This fully exposed the local government's negative attitude and bureaucratic prevalence on this issue.
As we all know, most of the “bridging development†of the domestic valve industry is based on the competitive advantages of low-cost products won by low-energy-saving and low-environmental investment. As a result of this development model, are local government officials really ignorant of the "imaginable" situation?
If a government's policy makers are so low-powered that they are so "indifferent", the power to use blindly to exercise some unorthodox so-called strong measures after a low-energy fire will be great. How can such government office efficiency be evaluated?
Of course, there are many reasons for the emergence of any problem. Enterprises themselves only care about their immediate interests. Regardless of the long-term development of management consciousness, they also lead enterprises to the situation they face today.
Recently, as a member of the pump and valve industry, “China Pump Valve Network†visited several valve companies, and they all displayed “awe-inspiring, confused and incomprehensible†in front of this “emergencyâ€. "Negative," "helpless," "listen to the fate," and even "anger" have become the internal monologues of corporate managers. Upstream valve body casting companies can't deliver on time; companies can't produce electricity because of limited power; they never start to worry about orders. This is how much you want to cry without tears.
It is likely that there will be no end to the question of who caused this situation. Meditate and think about how the company's next step is how to take it is the current corporate CEOs should think about it.
As the saying goes: "Let's live and die," in the face of crisis, calm thinking is the best policy. If you look from a dialectical point of view, bad things may not turn out to be a good thing. This event is for those who always pay attention to quality and scientific management. Is it not a once-in-a-lifetime opportunity for companies with complete hardware and software facilities?
At this moment, there is no point in complaining, and the author believes that what the current valve companies should do is: analyze the form, meditation, adjust ideas, and seize opportunities.
The following are some ignorant suggestions of the author, only for reference.
1. Adjustment of market strategy: The most obvious direct result of this incident is that the prices of raw materials and valve castings will rise rapidly, and the price advantage of foreign sales valves will be further reduced. Enterprises must immediately adjust the strategies for domestic sales and foreign sales, and at the same time, Increase the expansion of marketing channels.
2. Clean up inventory and strengthen outsourcing associations: The incident should be loosened at least until early next year. The most urgent need in the short term is to find a way to smoothly deliver the orders in the hand.
3. Accelerating the R&D of core technologies of enterprises: One of the most obvious signals issued by this incident is that the living space of high-energy-consuming and high-pollution enterprises in China's coastal areas will become smaller and smaller. If companies want to survive, they will continue to Technology, high value-added enterprise transformation has no alternative.
4. Change the way of thinking and strengthen the awareness of brand building: The change of the thinking mode of the enterprise managers, the improvement of the skills and skills of the enterprise employees, directly affects the ability of the enterprise to face the crisis, and the brands, management, technology, and talents are always the fundamentals for the success of the enterprise. factor.
5. Analyze the situation and turn it into passive: This incident is undoubtedly a devastating blow to those companies that are only heavy and not heavy. However, it is a rare opportunity for those companies that always pay attention to quality. At the moment when the entire industry is about to reshuffle, it depends on your ability to grasp opportunities. New life in the crisis, self-renewal in the crisis, your company will usher in a new transformation.
6. Restructuring of mergers and acquisitions, combining advantages and advantages: This incident is destined for those small and medium-sized enterprises without technical and quality advantages. It is also the long-term. To put aside illusions, long-term plan is the best policy. Accelerating the construction of mergers and acquisitions, merging the advantages of the enterprises, and making the company bigger and stronger quickly is an urgent need. Because the fragmented industry cluster model has faced challenges.
In short, opportunities are for those who are prepared early. In the face of the crisis, you are still puzzled by what you will face.
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GUANGDONG CHITTAK INTELLIGENT EQUIPMENT CO.,LTD , https://www.ctklasercutter.com