On the afternoon of November 8, 2024, the company held a monthly business analysis meeting in Conference Room 403 of the office building. Executive President Meng Qingfei presided over the meeting, and General Manager Xu Xinghua first made an analysis report on the company’s business situation in October and January October. At the same time, he commented on the key work of relevant departments and analyzed and summarized key data. Finally, Mr. Xu announced the 10 key issues that the company will focus on in November. For the 10 key tasks that the company is concerned about, the heads of each responsible department should follow the company’s arrangements, conscientiously promote the development of the work, and complete the work tasks according to the prescribed time nodes.
After Mr. Xu’s report, CEO Mr. Meng visited domestic customers with the trade department for a period of time, participated in French exhibitions with the foreign trade department, communicated with foreign merchants, and shared his recent thoughts with the attendees.
Mr. Meng reviewed the company’s development history and the shift in strategic thinking. In 2020, the factory had not yet figured out which route to take. At that time, most people’s ideas were to innovate, build a brand, and produce flagship products. By 2021, when we returned to the walnut basic industry, we could do what others could do. At that time, we adopted a project-based approach to compete in the red ocean. By 2022, we will explore how we can be different from others. The company has started to contact walnut related equipment manufacturers, improve equipment, and carry out technological upgrades, gradually establishing the direction of transformation towards mechanization and automation. We aim to achieve assembly line production. Although we have not yet achieved our phased goals, I firmly believe that this path is the right one.
Mr. Meng then talked about his understanding of a good enterprise. Most people believe that a good enterprise is innovation, which means revolutionary change, such as Apple, Huawei, Tesla, etc. However, looking back at European enterprises, many of them are family owned and do not do cutting-edge things. They only do trade and simple processing, but have existed for a long time. Although their profit margins are not as high as before, they still do well. Sometimes we may not necessarily pursue so-called innovation. We should not innovate for the sake of innovation on the surface. I think the direction we are doing now is right. What we are doing now can be said to be micro innovation or integration, a change in production methods. Don’t think that the walnut industry is relatively primitive. We specialize in low-end and simple products, Doing simple things to the extreme is not easy.
Mr. Meng talked about our recent communication with clients, and many of them have recognized our direction, including our quality. We started with Xinjiang walnuts and eventually found that the simplest thing is to make products that have advantages for us. We need to solve the problem of having too many walnuts locally through technological transformation, rather than fundamentally doubting whether this path is right or not. Why do we need to make improvements? We need to establish a management system. The improvements we make are actually two points. One is to replace manual labor with technology, and the other is to replace human governance with management technology. We should not use human governance to do things, but use technology and management tools to do such things, including production. We cannot rely solely on human eyes to choose, but must have unified standards and use standardization to do this thing.
Next, Mr. Meng explained the revised introduction of the company to attendees from various departments. The revised introduction mainly consists of four parts: basic information of the company, company honors and scale, analysis of company advantages, and our products. Mr. Meng provided a detailed interpretation of the company’s vision and values
The company’s vision is to take the lead in achieving standardization and scaling of the nut/walnut industry, and lead the development and transformation of the industry, based on the trend of industrialization in agriculture and related industries.
The core values of the company are “sincere attitude and practical spirit”. Sincere attitude and practical spirit are our action guidelines and the key to our success.
A sincere attitude means that we treat others and work with sincerity and sincerity, without being hypocritical or perfunctory. We always face various challenges and difficulties with a sincere heart, and solve problems with practical actions, rather than just making verbal promises.
The spirit of practice is reflected in our persistent pursuit of goals and ideals. We are not only satisfied with setting plans and goals, but more importantly, we need to put them into action and implement them. No matter how great the difficulties and setbacks we encounter, we will persevere, move forward bravely, and use practical actions to achieve our dreams and pursuits.
We will uphold a sincere attitude, engage in in-depth communication and exchange with every customer, and meticulously understand and explore their deep-seated needs. At the same time, based on our actual situation, we will truthfully explain to the customer how we will meet their specific needs, clearly stating what we can achieve and what we are temporarily unable to achieve, and elaborating on the relevant reasons. For questions that cannot be answered immediately, we will communicate fully with colleagues from relevant professional departments before providing a response to the client. We will never shy away from any issues. In terms of internal management, we have always adhered to this core value.
After interpreting the core values, Mr. Meng also explained other contents of the revised company introduction and requested the CEO’s office to complete the improvement of the revised company introduction as soon as possible. Mr. Meng emphasized that we cannot deceive ourselves, our company, or our customers in our work. We must internalize our core values into our cognition.
Afterwards, Mr. Meng emphasized that we hope everyone can improve our production capacity and management system, do a good job in internal strength, so that we can truly go to war. All departments are the same, not just production and quality.
After Mr. Meng’s presentation, the heads of each department reported on their work in October in the order of their reports. Mr. Meng reported on the work of each department and also put forward requirements for key tasks for each department.
At this monthly business analysis meeting, Mr. Meng spent a long time sharing with the attendees the company’s development and changes in thinking, repeatedly emphasizing the improvement of production capacity and the establishment of systematization. The company’s adherence to the direction of automation and standardization strategy is correct. Mr. Meng’s speech made the heads of various departments present more clear about the company’s strategic direction and strengthened our belief in implementing standardization and industrialization. We believe that with the continuous deepening of our strategic goals of mechanization, automation, informatization, and intelligence, the company will definitely become a leader in the development and transformation of the walnut/nut industry.
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