I need a speech about "being a new generation of China Heavy Duty Truck".

A New Generation of China Heavy Duty Truck People

-A newcomer who dares to challenge himself.

Facing the stormy heavy truck market, a senior leader of China Heavy Duty Truck Group declared: "We are the best in the same industry in China".

In 2005, the heavy truck market entered a downward track. According to relevant statistics, during1-August, the production and sales of domestic heavy truck enterprises decreased 14.82% year-on-year, and 13 of 15 heavy truck enterprises suffered losses, while China National Heavy Duty Truck Group maintained a steady growth of 4.7% year-on-year, and its market share also increased from1at the beginning of the year.

Ma Chunji, chairman of China National Heavy Duty Truck Group, believes that "by the end of this year, the company's market share may be even higher". Focusing on one of its core assets-China Heavy Duty Truck (00095 1), he analyzed the development momentum and competitive strategy of the Heavy Duty Truck Group.

Ma Chunji emphasized that in the domestic heavy truck market, China Heavy Duty Truck Group's biggest rival is itself, and the company should launch a stronger challenge to its increasingly powerful self.

Reject temptation and always make production according to orders.

China National Heavy Duty Truck Group can achieve growth performance and further expand market share in the declining market environment. Ma Chunji first emphasized that "one of the main signs of adhering to the sustainable and scientific development concept is to observe and grasp calmly no matter what the market environment is, strictly follow the economic laws, follow the principles and paths established after full argumentation, and don't catch up with the limelight and indicators." It is understood that some enterprises often catch up with the year-end indicators and figures. When the market changes, it will cause a lot of inventory, increase the burden, affect the flow of funds, and risks will suddenly appear. The huge contrast between some heavy truck enterprises at the end of last year and this year is not only a reflection of the market, but also directly related to non-market practices such as catch-up indicators.

Ma Chunji said, "China National Heavy Duty Truck Group has been producing according to orders". He believes that the growth rate of China National Heavy Duty Truck Group is not as high as before, but the operation quality is still good. It is understood that the capital recovery rate of China National Heavy Duty Truck Group from June 5438 to August is as high as 98%, which is particularly valuable in the buyer's market, thus showing the solid foundation and benign state of the company's performance growth. This can also be proved by the relevant data of China Heavy Duty Truck, a subsidiary of the group. In 2004 and the first half of 2005, the operating cash per share of China Heavy Duty Truck was 3.38 yuan and 65,438+0.95 yuan respectively. Abundant cash flow shows the authenticity of its performance and good financial situation.

"Always make to order" seems simple, but it is not easy to realize in China's state-owned and state-controlled enterprises. We should not only grasp the trend of market changes, but also withstand the temptation of so-called performance indicators. China National Heavy Duty Truck Group can always adhere to this point, achieving a balance between production and sales, matching financial indicators, and coordinating logistics and cash flow.

Unique after-sales network service platform

Ma Chunji told reporters: "The construction of marketing network is one of the most prominent tasks of China Heavy Duty Truck this year."

In order to realize the networking and standardization of after-sales service, since 2005, China Heavy Duty Truck Group has comprehensively improved the supply of after-sales service parts, vehicle tracking service, established after-sales service websites, and trained and improved the technical level of after-sales service personnel.

The company has established a perfect after-sales network service platform and formed an internationally popular marketing network model integrating sales, information, service and spare parts supply. It is understood that it is not only the first in the heavy truck industry in China, but also the first in the national automobile industry, and has been commended and recognized by the National Development and Reform Commission, requiring all enterprises to establish the same service guarantee system as China Heavy Duty Truck.

At the same time, China National Heavy Duty Truck Group increased the construction of "4S stores" this year, and the supporting policies were further adjusted. At present, China Heavy Duty Truck has established more than 80 "4S stores" in China. Ma Chunji said that China Heavy Duty Truck has more than 600 dealers and 760 service websites, and the number of "4S stores" is expected to reach hundreds this year. The network platform is further unified, the image is further consistent, the service is more standardized, and the sales ability is further enhanced.

At present, the monthly production and sales volume of heavy duty truck group has reached more than 6,000 vehicles, and the product spectrum and vehicle types have reached more than 2,000, which has brought great challenges to logistics and service. It must provide systematic support for scientific management. Under this background, China National Heavy Duty Truck independently developed the computer management system of "One-Line Communication", which made the sales, service and payment status of each vehicle clear at a glance. At the same time, product data management system, computer aided design system, etc. With "One-Line Communication", it has covered all aspects of sales, service and enterprise production and operation, making all aspects of the company connected with after-sales service, which is supported by the overall service of the group.

Innovating labor system and improving product quality

On 200 1, the National Heavy Duty Truck Group, which was on the verge of bankruptcy, carried out major asset restructuring and leadership adjustment. Since then, the company has entered a new period of rapid development, with an average annual growth rate of more than 60% in 2004, becoming the fastest growing enterprise in the global heavy truck industry and ranking among the top ten in the world.

Ma Chunji believes that it is a rare opportunity to have time and energy to pay attention to quality when the market is weak and the growth rate of enterprises is lower than in previous years. He said, "Since the beginning of this year, the company has comprehensively collected all quality problems, big and small, that have occurred in recent years. Technology, production, supply, sales and other departments are led by the quality department, and the product quality is obviously improved. This year's product quality is the best in the history of China Heavy Duty Truck, which is also the main reason for the sharp drop in sales of others. We still have some improvements. "

It is understood that the quality war of heavy truck group is a real self-challenge. Ma Chunji said that it is a bigger problem not to find one's own shortcomings.

The new idea of improving the quality of China National Heavy Duty Truck Group in an all-round way lies in the combination with system construction, and the implementation of quality assessment, quality responsibility and quality incentive to people and posts. Not only that, the company also created a special post system. They made it clear that some key positions are called "loyalty posts" and the employees in this position become "senior employees". An employee can work in this position for a lifetime, so the quality is obviously stable, and "loyal posts" and "senior employees" will enjoy special incentives.

It is understood that the company's Changqing Industrial Park, Zhangqiu Foundry Center, technical renovation project of truck company, second inspection line and new coating line have all been put into production this year. The commissioning of these projects is of great significance to improve product quality. At the same time, the construction of the company's technology center has increased the investment of hundreds of millions of yuan, and some equipment has reached the international level.

Establish support alliances to reduce operating costs.

As early as the reorganization of the National Heavy Duty Truck Group, Ma Chunji proposed that "when the market is booming, it is necessary to achieve leap-forward growth; When the market is stable, it is necessary to achieve substantial growth; When the market is flat or even declining, we should also maintain the development goal of moderate growth. This view was once again confirmed when the market was flat this year, and one of its important factors was the company's continuous cost reduction work in recent years.

After the reorganization, heavy truck group has taken a number of measures to reduce costs in all directions. Comparison of quality and price, bidding and purchasing have become a system of China Heavy Duty Truck, squeezing out the inflated purchasing price. The company always produces according to the order, which reduces the inventory and capital occupation. At the same time, the company integrated production resources, improved logistics management, integrated three foundry enterprises into a foundry center, and established a bridge box division and a special vehicle division. This spare parts company has developed into a commercial vehicle company specializing in the production of low-tonnage heavy vehicles, effectively reducing costs.

The innovation of financial products has become a favorable tool for China Heavy Duty Truck to reduce costs. The production and sales volume of China Heavy Duty Truck has doubled continuously, which needs a lot of funds as the backing. The company borrowed a lot of money from the bank, and the loan only accounted for a small part of it. A large amount of funds are integrated through commercial bills and competitive drafts. Only this one, the enterprise reduces interest expenses by 654.38+0.6 billion yuan a year. At the same time, the company also borrowed resources such as the network of the banking system, which enabled banks and insurance companies to provide a large amount of financial support for China Heavy Duty Truck to open up the market, which virtually greatly reduced the sales cost of the enterprise.

According to the data, through vigorously implementing the low-cost strategy, China Heavy Duty Truck has been reducing its energy consumption per 10,000 yuan of output value by over 10% for four consecutive years. In 2004 alone, the comprehensive energy consumption of total industrial output value decreased by 47% compared with 2003, and the energy consumption of 94,506 tons of standard coal decreased by 1.500 kwh compared with 2006.

The low-cost strategy of China National Heavy Duty Truck Group is advancing to a new height, that is, establishing an alliance of supporting units, realizing the alliance to control costs and improve product quality and efficiency. The contradiction between a car factory and many supporting factories seems to be difficult to reconcile. The price of supporting products is too high, and the cost reduction of automobile factory is bound to be restricted; Too low will weaken the development stamina and strength of supporting manufacturers and affect the enthusiasm of participating in vehicle matching. In order to fundamentally solve this contradiction, heavy duty truck group is exploring a major innovation. In addition to providing technical support for supporting units, China Heavy Duty Truck Group is currently committed to establishing a guarantee system, with the company and more than 3,000 supporting manufacturers providing financing platforms to solve the funding problem of supporting manufacturers and form a new type of interactive and win-win alliance.

China Heavy Duty Truck Group, which has achieved the leading position in the domestic heavy truck market in just three years, constantly puts forward new goals, dares to challenge itself, breaks through the past and surpasses itself, which is the company's strongest competitiveness.