How should the valve company upgrade and upgrade in the future?

How should the valve company upgrade and upgrade in the future?

How should the valve company go next? "Reverse the boat, do not enter and retreat" - in the face of fierce market competition at home and abroad, valve companies want to become bigger and stronger, but also how to prepare for peace? - This requires "transformation and upgrading."

Then, how do valve companies achieve transformation and development? How to solve the problems that arise in the process of enterprise development, such as management, technology and products? All of these require everyone to discuss and learn from each other. Jitong Bao pump nets Xiao Bian through visits to a valve company, contact valve experts, concerned about the valve industry dynamics, listed the following analysis and views, to provide reference for valve operators, hoping to help valve companies find problems, review problems and solutions problem.

First, the introduction of advanced equipment to improve the quality of valves early, China's valve industry has a low starting point, small scale, low degree of specialization, low degree of marketization, the industry has been booming, but with the economic development needs and foreign competition is becoming increasingly fierce, and gradually The problems of simple equipment, unreasonable product structure, low value-added products, and vicious competition are revealed. At the same time, middle- and low-end products occupy a large market and the market demands gradually become high-end and high-end. The major national project projects require high-end valves such as high-pressure and high-parameter valves. Because of the import supply, it is urgent for companies to improve their product quality.

When business operators introduce equipment, they should first consider the ability of enterprises to recognize funds, they must not blindly introduce advanced and expensive equipment, and must invest in value for money, so as to achieve the goal of “a single penny to earn a dollar”; It is best to have an accurate positioning product as far as possible to grasp the national mainline engineering or major projects; finally, to ensure that the company can fully grasp the equipment operation and simple troubleshooting, to create a state-of-the-art CNC machine tool, machining center and other advanced equipment. It is equipped with a dedicated and clean assembly workshop, advanced and complete test equipment, advanced leak detection methods, and other production workshops that are mechanized, semi-automated, and automated.

II. Leading enterprises through technological innovation Jiang said that innovation is the soul of the nation's progress and the inexhaustible motive force for the nation's prosperity. Without innovation, companies cannot maintain their vitality for a long time. The development of the enterprise depends on the market. In order to develop the appropriate market competition, the enterprise must continue to innovate and advance, and adjust the industrial structure. The valve company should adhere to its actual conditions, adhere to the "scientific and technological innovation" and increase the research and development of new products. , increase the market core competitiveness and dominance, and lead the development of enterprises with technological innovation.

At present, many domestic valve companies also introduce more advanced equipment and technologies, but the importance of scientific and technological innovation is still insufficient. The vitality of valve companies lies in whether their products have vitality, high technology and advanced nature. Although backward products can bring temporary benefits and cannot immediately abandon the value they generate, but only by insisting on independent innovation and development of new products, can we break out of the “innovation, imitating more” market chaos, and bring long-term benefits to enterprises. Develop and build your own brand.

Third, 1 + N mergers and reorganizations to accelerate the effective integration of resources In recent years, valve companies are not only facing tightening monetary conditions, raw material prices, *** appreciation, rising labor costs and other unfavorable factors, but also encountered energy-saving emission reduction, power cuts and other pressure; With the deepening of the economy and fierce market competition, some small and medium-sized enterprises with poor profitability and poor brand performance are struggling. The production methods and business models of the ever-growing small and medium-sized valve enterprises have gradually exposed the morbid state, and the ability to resist risks and breakthroughs have been obviously insufficient. The valve companies want to break through these predicaments must be transformed and upgraded, but whether the expected results after the transition, so that managers are indecisive - so, "consortium transformation" came into being: risk sharing, resource sharing, win-win results, The road to transformation can also rely on each other and develop together.

“A piece of chopsticks is easy to break and ten pieces of chopsticks are as hard as iron.” Companies should use joint mergers and acquisitions to promote the centralized integration of resources to enhance their competitiveness and influence. The success of the forerunners such as Kaishim Technology Group in Longwan, Wenzhou in 2009, proved that “1+N”—a large corporation and a combination of N SMEs’ ​​optimization and re-innovation are feasible and can be used for reference. So, what exactly should companies do together and how do they fit together?

First of all, the corporate culture, management model and development philosophy of both parties can be mutually recognized and integrated on a certain basis. Secondly, the focus of mergers and reorganizations is to eliminate backward production capacity and improve cohesiveness. Both factories, technology, equipment, brands, The production factors such as channels, products, management teams, and market resources are rationally and highly optimized and deployed, taking their essence and discarding dross, realizing more specialized production and forming a complete industrial chain, thereby ensuring the optimization of product quality and cost; After the group company focused on brand building and marketing network construction, focusing on high-tech product research and development and production, while the subsidiary companies should focus on the specialized production of superior products, do fine and strong, unified company's trademark, technical services and quality management, Jump out of the peerless disorderly competition to form a strategic alliance and embrace new markets. At the same time, mergers and reorganizations should pay attention to gradual and orderly progress.

Large enterprises and leading enterprises need to re-allocate resources to seek potential supporting enterprises; SMEs should take the initiative to integrate and reorganize, take advantage of their respective advantages, integrate and reorganize, and get rid of the past situation of “respectively doing R&D and diverging to find markets”, with large and small, strong Strongly join forces to form a strategic alliance to lengthen the industrial chain, ensure product quality and cost optimization, and better complete the transformation and upgrading.

At the same time, China Pump Valve Network recommends that the government and relevant functional agencies can better assist enterprises in macro control, policy guidance, coordination and supervision, and coordinate the improvement of financial support, tax relief, asset disposal, land and real estate, project approval, and technical changes. Problems such as the placement of employees have created a more favorable environment for the joint reorganization of enterprises.

IV. Establishing a modern management system and building a good competitive structure Today, valve companies are still generally implementing family-style management. The biggest advantage of family-owned companies lies in their management costs and cohesiveness. This not only reduces the company's entrusted management costs, but also results from the consistency of the overall interests. The members are more likely to trust and understand each other and increase the cohesion of the company; however, when the market is changing faster and more competitive, the drawbacks of closed family management that are completely controlled by family members are revealed. The development direction is ambiguous, the company’s management system is irrational, and the cohesion between employees and companies is insufficient. However, today’s enterprises need to be big and need to develop, and they need specialization and standardized management systems. Therefore, the transition of the family-based management model is urgently needed.

Enterprises should establish a reasonable and effective organization process system and talent competition system, adopt incentives, constraints, competition, and development methods to encourage employees to innovate and make full use of their personal talents, so that employees can recognize that their own ability and commitment will be recognized by the enterprise. And rewards, to create a good development stage for talents to use their expertise, so that the formation of a "competitive energy, energy, energy, energy, energy, energy, and energy" competition structure.

Establish and improve the management system, promote the management of the first-level to the first-level, and try to avoid cross-level command. At the same time, family members should take the lead in complying with the company's rules and regulations, and provide demonstration to other employees; assigning functions and posts according to their abilities, avoiding “common internal and external” family-related problems, and “doing favoritism” to “doing no favors” The change will allow employees to recognize that the company treats "family" and "outsiders" equally and enhances the company's affinity and sense of belonging. Finally, strengthen corporate culture construction, do a good job of the ideological work of employees, promote civilized management, build a learning-oriented enterprise, and attach importance to the immense role of spiritual civilization in promoting the enterprise. Only by establishing a perfect modern enterprise system, can we clarify the property rights, perform our duties, supervise affairs, and treat all employees equally. Only in this way can we gain advantages and avoid disadvantages in the competition, and maximize the profits of the company.

To sum up, it is believed that as long as the valve companies value and implement the above-mentioned major elements for substantive reforms, the road to success in transition will surely come to fruition, and will occupy a place in the fiercely competitive market in the future and will continue to grow bigger and stronger.