Enterprises that can really make up the quality of machine tools may have a better future in the future. Of course, specific to different companies, there will be different strategies:

1. What kind of coping strategies should large-scale local machine tool companies adopt?

Large corporations should abandon the idea of ​​“going up the scale and doing the total amount”, seizing on certain key technologies, and doing a thorough job, and increasing the recognition of the company in the market.

The width of the product line is not important, and the product's acceptance in the customer base and market is the most important.

Some companies are already large companies in terms of scale. Next, they can consider subtraction on the scale, add technology in research and development and product quality, and abandon the old “big, small, and comprehensive” thinking. The introduction of absorption, independent innovation efforts, constantly in the product's technical performance, technology accumulation, product quality from top to bottom, no longer seek to do "big", but the pursuit of "strong", not even a comprehensive strength, but as long as in a certain Something strong enough!

Learning new ideas, new ideas, and learning concepts from internationally advanced companies, especially to those companies with a long history, they are able to live a long time, there must be where they work, it is a long-term experience and lessons In exchange, it has valuable value.

Not only learning abroad, but also learning outside the industry, we advocate: wisdom outside the industry, because subversive thinking often exists outside the industry, but does not arise in the industry.

Large companies often have demonstrations. Large corporations only become truly “big” when they take on greater social responsibilities and industrial responsibilities.

Only when the big companies are stronger can they really call them big. Otherwise, they can only be paper tigers and they can't withstand the storm. Innovation in technology, as far as possible in the market to replace imports, make products not only shape, but also like God, will win the respect of the market!

2. What strategies should be adopted by small and medium-sized machine tool companies?

The answer is - differentiation. Nowadays, the Chinese market has entered a new stage of scale and total volume. Its characteristic is that each industry and every field gathers this large number of gold diggers, the competition will become more and more fierce, and the space for the development of SMEs will also become more and more. The era of small, barbarous growth is drawing to a close. Only differentiation, to find the blue ocean for their own, there is room for growth and growth time.

At the end of 2011, our journal published an interview article with Chairman Liang Xunyi. Chairman Zhong Liang strongly advocated the path of differentiation for small and medium-sized machine tool companies. The article also introduced several domestically successful small and medium machine tool companies. So success is because they found a niche market that suits them and developed a unique product.

Being able to meet the unique needs of some customers is the basis for the future survival and development of SMEs. For example, some companies specialize in ceramic lathes, or specialize in engraving machines, or produce non-circular gears, etc. These companies represent the development direction of SMEs. In the next five to ten years, small and medium-sized machine tool companies must give up the idea of ​​“doing large-scale”, save the necessary cost of capital, and make differences and uniqueness in many peers. Otherwise, even if they are lucky enough to survive this economic crisis, It may not be so lucky next time.

SMEs should use network marketing as much as possible in market sales. The Internet is a powerful weapon in the race between small and medium-sized enterprises and large-scale enterprises, because large companies have a complete sales channel, and direct sales or agency relations are stable everywhere. Even large-scale machine tool companies see the trend of the Internet, but scruples are already established. With traditional channels, it is difficult to combine the original channels with the Internet. This is where SMEs do not need to worry. It is the so-called small-scale boating. SMEs can quickly adjust their layout and make full use of the convenience of the Internet to create more sales with fewer resources.

The Internet age has come. After the 70s and 80s, the burden has been borne up in the workplace. In enterprises, they often participate in the procurement decision-making process. In their ideas, the Internet is the best choice for them to obtain information and information. Therefore, using the Internet is a matter that every small and medium-sized enterprise must seriously consider. Maybe you have an unpleasant experience on the Internet, but that's not the Internet's fault. Moreover, when you are learning a new thing, paying a little tuition is also normal. Internet integrated marketing must be the future of social sales.

3. Where did the new machine tool company go?

Under the current circumstances, new companies entering the machine tool industry will face enormous challenges. The reason is that the products of such enterprises are immature, sales channels have not yet been established, market awareness is not high, there is no customer base, there are no customer cases on the market, and the maintenance service system is not perfect. These factors can be overcome when market conditions are good. When market demand is low, a number of factors are superimposed on each other, which is enough to make the newly entering enterprises die.

Companies entering the machine tool industry must find unsatisfied customer needs in the market and their own direction of development. Then, in the premise of combining customer experience, they can quickly seize their position in the machine tool market, which is the key to the new enterprise. .

In terms of sales, we need to take a quick and low-cost path. In the past, machine tool companies built their own sales channels or searched for regional agencies. They were almost unfit for new companies because the market and economic situation did not allow them sufficient time. The innovation in sales of such companies is almost equal to the symbol of life and death. Online sales can be considered and customers can be found on the Internet. Compared with the traditional market sales methods, the first is high efficiency, high speed, the second low cost, and low investment.

Otherwise, exit the stop loss as soon as possible!

4. What kind of coping strategies do the machine tool agents take?

The agent is part of the manufacturer's channel, so the value of the agent lies in the value of the channel. During the economic crisis, agents focused on channel value.

First, the value of the customer is highlighted by the fact that the client has been taken prisoner and grasped. Make use of the natural close relationship between yourself and your customers in terms of geographical location, distance, culture, and mode of thinking. Make great efforts to serve your customers. Don't treat customers as merely profitable objects. Do not regard business as a process of making money, but tightly. Focusing on the interests of customers to serve customers and win the hearts of customers, the value of channels will be a matter of course.

Second, it is based on the export of the customer as a monument. The service area of ​​agents is usually small and the reputation is particularly important to agents. In a small area, word-of-mouth spreads quickly, and good word-of-mouth brings a steady stream of business to agents, and bad word-of-mouth is the wall that blocks agents’ lives.

Third, expand business channels. Many agents only do business with old relationships, and their business channels are relatively narrow. In fact, even in relatively small areas, there are business opportunities that agents do not know. Recently, we have taken the initiative to contact the agents of our publication and requested to purchase purchase information from our magazine. During the short run-in period, the equipment was successfully sold, and it then requested to continue the cooperation. This shows that there is room for agents to tap.

Fourth, agents can also use the Internet to promote. In the past, agents always felt that they were agents. There was no need to invest on the Internet because the Internet had no boundaries. However, large-scale online marketing investment may be wasteful, but it is possible to spend less and spend less. For example, it would not be too much to publicize investment on local news websites. In addition, through blogs or light blogs, it would be effective without input. Make use of blogs or blogs to share cases, show your service content, methods, solutions, etc., with illustrations and strengthen your persuasion.

5. What kind of coping strategies do foreign machine tool companies adopt?

Since 2001, more and more foreign machine tool companies have entered China. In fact, this is not surprising. The demand for machine tools in China's manufacturing industry is the fundamental reason for attracting foreign-funded enterprises. At the same time, foreign-funded enterprises have also made due contributions to China's manufacturing industry.

At present, the status quo of China's machine tool market has also affected certain machine tools companies, including functional components and tool companies, to varying degrees. So, how should foreign companies deal with this economic crisis?

First of all, foreign-funded enterprises must adhere to their own high-end nature.

The place where the Chinese machine tool market complements foreign-funded enterprises is precisely the positive relationship between the high-end products provided by foreign-funded enterprises and China’s demand for precision equipment.

After 2008, there was a phenomenon in foreign-funded enterprises in China in which foreign-funded machine tool companies started to produce relatively low-end machine tool equipment in China. This has two advantages for foreign-funded enterprises. One is to make users who cannot afford imported machine tools. In advance contact with the big brand machine tools; the second is to use a relatively low-end machine tool to occupy a larger market share, and at the same time compete with Chinese companies, can serve two purposes. However, doing so also brings two disadvantages: First, it destroys the reputation of the brand; Second, it will arouse the resentment of local Chinese companies.

Therefore, we suggest that foreign companies must adhere to the brand's high-end, establish a good market image, in order to win the respect and dependence of the market for a long time! According to our observations, in the next three to five years, the uniqueness of foreign-funded enterprises will complement the high-end needs of the Chinese market.

Second, expand the proportion of products produced in China.

The Chinese government hopes that foreign-funded enterprises will transfer some technology to China. In fact, this desire can be understood, but it has made some foreign companies nervous. Looking at the larger scope, this will not damage the interests of foreign-funded enterprises, because the strengths of foreign-funded enterprises are their R&D capabilities. Although some of the production will be transferred to China, China will benefit from technology in the long term. However, as long as foreign companies maintain the advantage of technological R&D speed, they will eventually maintain their leading position in the market.

The benefits of localized production for foreign companies are not covered here. Everyone knows.

The long-term prospects of China's machine tool market are promising. It needs to take a deep root in this land and it will be conducive to long-term development.

Third, foreign-funded enterprises should pay attention to the cultivation and use of local talent in China.

Many senior managers of foreign-invested companies that manufacture and sell in China are still dispatched by the headquarters. However, their understanding of the Chinese market is far less than that of China's native talents. Therefore, localizing the management in China is an indispensable step in the current response to the economic crisis.

Fourth, comply with local development trends. China has its own development characteristics, which may be rare in other parts of the world.

such as:

(1) The difference between talent generation gaps is clear. 60, 70, 80, and 90 are the hot topics in China. The reason why society has a wide range of attention on this topic shows that this issue has been evaded in social life. As a member of the Chinese people, we also clearly feel that the Chinese people began to reform from the early 1980s onwards. With the acceleration of economic life, cultural concepts and the integration of the world, the values ​​between generations are taking place. The change. In the selection and use of talents, enterprises still use the past set of systems, which will reveal endless problems. Some local companies have shown some flexibility in adapting to this change.

In fact, any company that operates on this piece of land in China cannot avoid this problem. Only by adapting to changes, using changes, or even controlling changes, will it not be lost in the changes.

(2) The impact and impact of the Internet on society. China is still in a developing country status so far, and in many respects it is still relatively backward, but some areas have grown rapidly, even becoming the world's leading country. Internet applications are just one example.

A set of data from the Internet in 2011 by the three countries of China, the United States, and Japan can illustrate the problem: As can be seen from the three aspects in Table 1, China’s Internet population is the highest, more than twice as many as in the United States and 4 times higher than Japan’s. Times, taking into account China's population base and Internet penetration rate is far lower than the United States and Japan, the future of China's Internet population will also significantly improve the space; in terms of online shopping population, although the proportion of the Internet population in China is lower than the United States, but the absolute number It has already taken the lead in status.

Studying China's Internet trends, using the Internet, and using the Internet in the future may be an important factor in rewriting the industry landscape. At present, some tool companies have already made transactions on Taobao. Will there be any machine tool companies to open stores on Taobao in the future? Leave this question for time to test it.

(3) The industry structure changes rapidly. China's industrial foundation is thin, and the machine tool industry is typical. The thin side of the other side also means that there is a lot of room for development and the speed of growth may be rapid. In 2001-2011, the Chinese machine tool industry achieved remarkable results and completed the leap of “can never do it” (Chen Huiren language). In the next 10 years, China's machine tool industry will surely complete Well done." If we say that in the past 10 years, Chinese companies have not been able to form a real competitive trend with multinational companies, then in the next 10 years, more and more Chinese companies will surely be able to compete with multinational companies in their home countries. Therefore, foreign-funded enterprises must have such psychological preparations, see clearly the development trend of the Chinese machine tool market, accept the facts of the growth of competitors, promote development through cooperation, and promote development through development.

6. What strategy should Taiwanese-owned machine tool companies adopt?

First of all, Taiwan-funded enterprises must firmly grasp the positioning characteristics of Taiwan's products - higher than the mainland's products, but one level lower than European and Japanese machine tool products, this position is conducive to Taiwan-funded enterprises to open up the mainland market.

At present, China's current development stage presents a diversified market demand pattern. Machine tools and equipment at all levels are in favor of the market; market demand from high to low, showing the distribution of gold towers, the more downward, the greater the demand. Taiwanese-funded machine tool products are mostly in the lower central part of the pyramid. This part has a large demand, and it is suitable for the actual level of Taiwan-funded machine tools. The mainland manufacturers can't reach this level. European, American, and Japanese manufacturers do not like it, so they are suitable for Taiwan-funded enterprises. Flexing their muscles;

Second, Taiwan-funded enterprises must vigorously upgrade their equipment. At present, the position of Taiwan-funded enterprises is exactly the first step for the growth of mainland enterprises. Mainland companies will first of all be impacted by Taiwan-funded enterprises in the process of growth. Therefore, looking back at the changes in Taiwan-funded enterprises in the past 10 years, it is not difficult to find that most Taiwan-funded enterprises are getting sadder and harder because of the increasing number of mainland companies competing with them. Only those companies that are rapidly improving at the level of technology will develop steadily, such as companies such as Shanghai Silver and Youjia.

Some Taiwanese-funded enterprises do not push forward and sell large-scale gantry, floor, and other equipment on the mainland. The concept of hard-rail has still been promoted as a point of purchase. It is not known that mainland companies have used the hydrostatic guide rails as their development direction in the past. Large and heavy equipment will be thrown farther and farther by mainland companies.

Third, make use of the preferential policies of the mainland government for Taiwan-funded enterprises, such as the EC FA, the "Cross-Strait Economic Cooperation Framework Agreement." The mainland machine tool market is still the largest market in the world. Grasping the mainland market has captured the general trend of corporate development. In addition, Taiwan-funded enterprises have inherent advantages in opening up the mainland market. Both sides share the same roots, the same language, and the same culture. The preferential policies of the mainland government will bring tremendous development opportunities to Taiwan-funded enterprises.

Fourth, Taiwan-funded enterprises should let go of mainland talents and try to attract mainland talents. As Taiwan preceded the take-off of the mainland economy, it took the lead in the market, management, and internationalization. As a result, the management of Taiwan-funded enterprises had a great sense of superiority in face of talents on the mainland, and then most of the Taiwanese-funded enterprise managers Looking down on mainland talents, discriminating against mainland talents, and distrusting mainland talents, we dare not to decentralize and appoint mainland talents in enterprises. It does not seem that this has hindered the development of Taiwan-funded enterprises.

Fifth, use the Internet to expand sales. The speed of development of the mainland’s Internet can be described as rapid, even extending the reach of development to other countries and regions, such as where passengers land in Vietnam, Alibaba opens branches in Taiwan, and so on. Due to the narrow geographical area of ​​Taiwan, the development of the Internet will be subject to certain limitations. Therefore, we have found that the Taiwanese-funded enterprises have weak Internet awareness and there are few Taiwanese-funded enterprises that are on the mainland. This is one of the shortcomings of Taiwan-funded enterprises.

The mainland uses Internet sales as "Internet Marketing," and Taiwan as "Internet Marketing." Taiwan's name is more of an image. Actually, the Internet is the sales channel. It has similarities with the traditional sales channels, but its uniqueness. It is because of one Netcom world, one network is fully covered, there is no dead space, the efficiency is higher than the traditional one, and the cost is much lower than the traditional one. The other characteristic is that on the network access, the buyer often initiates the purchase behavior and is the buyer looking for the seller; The third feature is interactivity, which is difficult to achieve with traditional pathways.

Sixth, lay down your body and integrate into the mainland market. Although cross-strait culture shares the same roots, there are some differences in specific expressions. For example, Taiwan regards machine tools as machine tools, functional components as component parts, drilling and attack centers as computer gongs, and many Taiwanese capitals. Companies have set up companies on the mainland for many years, but stubbornly listed on their samples and websites: Taiwanese vocabulary such as machine tools, computer gongs, and component parts, and they are reluctant to make some changes so that mainland Chinese buyers have no idea. Although this is not a big problem, it will certainly cause some inconvenience in the communication with mainland customers, and even make the business down.