In a twinkling of an eye, another year will pass. If you use one word to describe your 2021, I am afraid many people will use the word "anxious", because the epidemic lingers like a ghost and sometimes slips back to us, causing employees to lose their jobs, businesses to lose their orders and people unable to go out. Many people are anxious.
Changes in the market are equally worrying, as sales are innovative but prices are getting lower and the loss area is getting larger, a serious departure from the nature of business. Should the market decline next year result in widespread credit risk and more serious losses? Think about how you can avoid anxiety. The author believes that the construction machinery market will decline in the next year, how can the enterprise survive?
We are in an era of tremendous change. The epidemic has changed everything. Telecommuting, video conferencing and home isolation will bring more virtual reality and enhanced reality into the service field in the future and improve service efficiency through remote diagnosis.
Every change of the times will eliminate a batch of old enterprises and lead to a batch of new ones. An important challenge that people face is: survival of the fittest, enterprises must complete the leap - from the original business model to the new business model, to achieve the leap from the first curve of the original main business to the second curve of the innovative business, because sooner or later the first curve will show the limit point. Successfully achieving leapfrog will enable us to continue to develop rapidly. Failure to leapfrog will be eliminated by the times.
Management improvement is the first leap for private enterprises
Private enterprises have developed rapidly in these years. With the expansion of enterprise scale, the original management mode can no longer meet the needs of enterprise development. Improving management level has become the first "barrier" that private enterprises must cross. From extensive family management to fine standardized management, more and more enterprises use system management software and employ professional managers. Change to a formal management model. The author has visited many excellent enterprises. They all attach great importance to the cultural construction of enterprises. They do not just learn from foreign management experience, but incorporate Chinese traditional culture into the management of enterprises, creating a management road with Chinese characteristics.
However, it would be naive to assume that if management systems were established and professional managers were hired, the business would continue to develop smoothly. As the times and markets change, the development of enterprises must also keep pace with the times.
Leapfrog from Incremental Market to Stock Market
No industry can keep growing all the time, but growth is a hard indicator given by stock market and investors to business operators. Those enterprises that can not achieve growth are unappreciated in the stock market. High-speed growth enterprises are highly sought after by investors and share prices are rising steadily. Therefore, before the end of incremental market, enterprises must find new growth points. For the construction machinery industry, it is to realize the leap from incremental market to stock market, develop post-market business and ensure the sustainable development of enterprises.
After years of rapid growth, the market has accumulated tremendous equipment holdings, which create hundreds of billions of dollars of potential in the aftermarket each year, including: services, accessories, oil, leasing business, used equipment, insurance, engineering contracting, equipment overhaul and remanufacturing, etc.
In the past, the profits from whole machine sales were so great that many enterprises did not pay attention to the rear market. Now, when the whole machine sales are not profitable, the enterprise only thinks of the post-development market, but finds that many customers have been lost and the products in the post-market are also lack of competitiveness.
This is the dilemma many dealers are facing today. After-market profits can save their lives when the whole market declines. Unfortunately, dealers have abandoned this straw when they are in urgent need of the after-market from "invisible, despised" to "unable to understand, too late".
Leapfrog from Petrochemical Energy to New Energy
*** It is a very arduous task to achieve the goal of "Double Carbon", which requires contributions from every industry. On the one hand, it is necessary to vigorously plant trees, on the other hand, to actively save energy and reduce emissions. The proportion of non-petrochemical energy consumption will reach about 20% in 2025 and 25% in 2030.
Construction machinery and equipment mainly use diesel power, with serious carbon emissions, non-petrochemical energy accounts for less than 1%, and the future industry will witness tremendous changes! What does this change mean to the business?
From 1892, Rudolph. Diesel engines have been with us since Diesel was invented, and it is not until today that humans realize that we must give up fossil energy, otherwise the earth will not be able to afford it.
From diesel engine to new energy, this change span is tremendous. Enterprises ahead of electronization will stand out and backward enterprises will be eliminated. New energy and electrification have enabled diesel engines to retire from the historical arena forever, and associated oils and filters have also disappeared. Many diesel engine manufacturers, oil manufacturers, distributors, repair shops and fittings stores will face enormous challenges, as the revenue from oil and filter elements in the aftermarket on which many enterprises depend has disappeared and what will be sold in the future?
Successful leapfrogging means new life or death for enterprises, which is the meaning of leapfrogging. Are you ready?
