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 have adopted a negative response policy on this issue. The long-term mechanism for energy-saving and emission-reduction management by the government has not been established and the inaction of the government’s management mechanism has led directly to this “11. The compulsory behavior of the unconventional limit measures like the "strong men breaking wrists" before the "big exam".

In the case of only 4 months left at the end of the year, in order to complete the "Eleventh Five-Year Plan" energy-saving emission reduction targets, some unconventional power-restriction measures have begun to flourish in all parts of the country, and valve companies have been greatly affected.

When the country first proposed the “Eleventh Five-Year” constraint on energy-saving and emission reduction, it made it clear that this was a goal that must be accomplished and it was an “insurmountable red line”. Why did some regions wait until the deadline of the last few months? This has fully exposed the prevalence of negative attitudes and bureaucratic style of local government 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 a low energy-saving and environmental protection 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 "short-sighted," the power of a low-powered to burn their eyebrows will only blindly exercise the power of some unconventional so-called powerful methods. 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 the enterprises to the situation they face today.

Recently, as part of the pump and valve industry, several valve companies visited by China Valve & Valve Network have shown "awe, confusion, and confusion" in front of this "emergency". "Negative", "helpless" and "acceptance" have become the inner monologue 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 to take the next step.

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 has a high degree of scientific management for those who always pay attention to quality. Is it not a once-in-a-lifetime opportunity for enterprises with complete software and hardware settings?

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 the thinking, and seize the opportunity.

The following are some tips and suggestions for reference only.

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 exporting valves will be further compressed. Companies 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, high-polluting 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 consciousness of brand building: The change of the thinking mode of the enterprise manager, the improvement of the skills and skills of the employees of the enterprise directly affects the ability of the enterprise to face the crisis, and the brand, management, technology and talent are always the fundamentals of the enterprise's success. factor.

5. Analyze the situation and turn it into a passive one: 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. Rebirth in the restructuring, 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 company, 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.