The hottest Sany president Tang Xiuguo Sany manufa

2022-09-21
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Sany President tangxiuguo: Sany manufacturing upgrading road

Sany president Tang Xiuguo: Sany manufacturing upgrading road

China Construction Machinery Information

Guide: Sany group was founded in 1989, when it was a small factory engaged in welding materials, and the enterprise output value was only about 100 million yuan. At present, Sany group ranks sixth in the world's construction machinery industry and is the world's largest concrete machinery manufacturer. For more than 20 years, Sany group has gone through many construction machinery enterprises for decades or even

Sany group was founded in 1989. At that time, it was a small factory engaged in welding materials, and its enterprise output value was only about 100 million yuan. At present, Sany group ranks sixth in the world's construction machinery industry and is the world's largest concrete machinery manufacturer. For more than 20 years, Sany group has gone through a road that many construction machinery enterprises can only go through for decades or even hundreds of years

opening the performance statements of its listed company Sany Heavy Industry Co., Ltd. in recent years, a series of beautiful figures are eye-catching: in 2006, the enterprise's operating revenue was 4.574 billion yuan, and the net profit was 557 million yuan; In 2011, the operating revenue was 50.776 billion yuan and the net profit was 8.649 billion yuan. For more than six years, Sany's profit margin, return on net assets and annual compound growth rate have been more than 50% higher than those of its peers. Among the 40 companies with the highest return on net assets of China's top 500 companies in 2011 selected by Fortune magazine, Sany Heavy Industry topped the list with a return on net assets of 59%. How can Sany achieve such impressive performance? What enlightenment does the development track of Sany have for China's manufacturing industry? This newspaper recently went to Changsha to interview Tang Xiuguo, President of Sany group

Sany president Tang Xiuguo

enlightenment 1

independent innovation takes the road of differentiated competition

Sany products are priced according to value. The price is determined by the customer through competition, not by cost

: what do you think is the reason for the rapid growth of Sany

Tang Xiuguo: first, the profitability of enterprises comes from innovation in the final analysis. I think the development history of Sany can be summarized by our series of innovations: new products are constantly on the market, and then huge investment is made in research and development, and new products continue to come out, forming a virtuous circle. When the state regulated several times, the economic benefits of many enterprises declined, and our old businesses may not be able to grow, but we happen to have new businesses because of innovation. After the new business comes out, it is a new start for us, so there is growth. In this way, we have balanced the decline of our old business. For example, we used to engage in welding materials, but now we no longer do it, which is replaced by new businesses

second, take the road of differentiated competition. We propose to "change the world with quality" and make people feel that "made in China is better than made in other places" all over the world. What shall we do? Substitute import. Therefore, all products of Sany, such as concrete Trailer pumps and pump trucks, are imported instead. How did the pricing of these products come from? Price according to imported products! Approaching or even exceeding the quality level of imported products, and then the cost of Chinese manufacturing, isn't our efficiency better? Therefore, Sany products are priced according to value. The price is determined by the customer through competition, not by cost. If we implement the low price competition strategy, how can we invest 5% to 7% of our sales in R & D today, and form a continuous third industrial revolution that will create a large market value and space for customers to improve the ability to create more energy-saving and environmental friendly new products by using supporting conditions such as full-scale assessment of materials, performance evaluation in service environment and demonstration lines

looking back, the road we are taking is actually a road of differentiated competition. There are two ways to compete in the market. One is price war, constantly reducing prices and taking advantage of low manufacturing costs to occupy market share; The second is to take the road of differentiated competition, through strong independent innovation, give products better functions, close to user needs, so as to attract customers. We chose the latter path

our "import substitution" strategy is a kind of differentiation. Compared with imported products, where are our differences? It is close to their quality level, better service, and the cost of manufacturing in China. We have developed many functions that Chinese customers are accustomed to, while imported products enter the Chinese market with an arrogant attitude. He thinks it is so good that Europeans can use it, Americans can use it, and Japanese can use it. Why can't you Chinese use it? So he is teaching us a lesson, and we give Chinese users a good respect, which is the difference from imported products. The difference with domestic products is more obvious, which is significantly higher than the quality and service standards of domestic products. In the past, in terms of construction machinery, Chinese enterprises never promised to return goods when customers were really dissatisfied, but Sany could. If the machine is not repaired well within 24 hours, Sany will compensate. In the past, the failure rate of China's construction machinery was so high that if it had to be compensated, wouldn't it be all compensated? After we have this quality, we have the basis of compensation, and we can afford it. So we are really sorry. How to compensate? How many experimental machines do people rent? Symptom 2 online prompt: "turn over the equipment and lose money, and we will pay you how much until the machine is repaired.

it is easy to engage in a" price war ", but the problem is that due to the need to vigorously reduce costs, R & D investment will be insufficient, technical reserves will be difficult to keep up, services will be difficult to guarantee, and we will be in trouble as soon as foreign products are upgraded, You can only follow others. In a short time, the effect of price war is obvious; In the long run, the disadvantages outweigh the advantages. If you can use this trick, others will. Especially in the construction machinery industry, if we choose the strategy of low cost and low price, it is likely to sacrifice the quality of products and services, damage the interests of consumers, and is not conducive to the long-term development of enterprises and industries with low concentration

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