China Water Network: Mr. Yin, as you mentioned just now, the domestic market space is becoming narrower and narrower, but in fact, Leitz has always paid special attention to the overseas market and has accumulated some advantages. Can you talk about what the overseas market in your industry looks like? What is the extent of Leitz's participation now, and what are the plans for the future?

Yin Gongming: Since the establishment of our company, we have begun to pay attention to the overseas market in the early years of 2011. Because we used to make high-speed fans, our products actually have a very large application range and application scenarios overseas. What customers do we mainly do in the past? In the past, we did Red Bull, Tongyi, Master Kang, and various beverage enterprises. Our earliest fans were supporting the production lines of these enterprises. They have factories overseas, so we naturally entered the overseas market through this kind of matching. This is relatively easy to do.

We later found that when we were short floating maglev, we were also trying to expand the overseas market, but whether it was a technological barrier or a technology knight in this overseas market, he always thought that our products made in China were not necessarily excellent. He had a deep-rooted and narrow understanding, so in recent years, we have not only been in Southeast Asia We have done very well in Malaysia. We have a good market expansion in Russia, the Middle East and Central Asia, including some agents in South America. In Europe and North America, they have a narrow understanding of us. We have set up enterprises, companies and branches there, constantly breaking various barriers and penetrating brands.

In Russia, Southeast Asia, Central Asia and the Middle East, through the Belt and Road, many of our domestic enterprises have gone out and brought our products out, mainly in several ways: one is that we build our own channels, that is, to support our agent team, and the second is that we take our products out through domestic enterprises; Third, we have set up branches in some important markets. There is a certain amount of investment in these branches, and we believe there will be good returns.

China Water Network: Mr. Yin, what capabilities do you think enterprises need to build to deeply participate in overseas markets?

Yin Gongming: The core of overseas market is product strength. Why? In China, if your products have weaknesses, I can make up for them through services; But if you are in the overseas market, your product has obvious weaknesses or is more prominent. In addition, when the failure rate is high, it is difficult to make up for it through services. So I think if you go to sea, first of all, don't go to sea blindly. You must polish the product to maturity, try to consider all the application scenarios perfectly, polish the product well, and then go to sea may have this condition relatively. You will go a lot easier and get twice the result with half the effort. If you are in a hurry and do not make preparations to go to sea, it will be very difficult for you to go behind. If the projects in front do not start, it will be very difficult for you to expand later and spend more time. Your partners have no trust in you.

So this is my advice to everyone, whether it's our E20 partners or other enterprises of the same type in our environmental circle who are interested in going to sea, that is, we must focus on polishing our products, try to improve our application scenarios as much as possible, and want all the application scenarios to be good, for example, in Russia, Our fan is more than 30 degrees below freezing temperature. If your fan is more than 30 degrees below freezing temperature, can it operate stably under all conditions? If you do not have the same test conditions in China, can we find a project in Mohe to test all relevant conditions, and can we guarantee that the fan will not have problems after it is sent to Russia. If there is a problem, the Russian customer will lose confidence in you. Once the two projects are completed, it is impossible to cooperate with you later. He will always find another partner again.

So this is also my advice and advice to some other colleagues in the environmental protection industry who are committed to going to sea. The core competence is really such a very tough product competence. We must polish the product, not only that it has an excellent energy saving rate, but also that I value its product itself, its stability and other qualities. I even think that, More important than the energy saving rate, stability prevails.