Yuchai problem

As the sole domestic mainstream independent engine manufacturer, Yuchai, Guangxi Yuchai Machinery Co., Ltd., faced new challenges after achieving its fifth consecutive year of growth in 2007. That year, it marked its first production and sales milestone in the internal combustion engine industry. With a large domestic sales base, maintaining double-digit growth became increasingly difficult. The question was: where would the next growth engine come from? On January 20, 2008, Yuchai unveiled a new strategic plan, and Lin Yuxing, the newly appointed overseas marketing director, made his debut at the 2008 Marketing Service Conference. This signaled a turning point in solving the puzzle of future growth. According to data reported by journalists, Yuchai aimed to sell 330,000 units in early 2007, with a target of 350,000. In reality, the company achieved 383,688 units in 2007, a 35% year-on-year increase. Truck and passenger car engines reached 230,000 and 80,000 units respectively, far exceeding expectations. However, this market success brought new challenges. First, finding the next growth driver. Second, establishing a new benchmark. By 2008, Yuchai Group aimed to reach a total output value of 20 billion yuan. With 2007 sales revenue exceeding 18 billion, and Yuchai Machinery contributing over 60%, the goal seemed achievable. For 2008, the company targeted 430,000 units. With the three-year restructuring project coming to an end, the challenge now was setting new strategic goals for the next five to ten years. Unlike large vehicle groups, Yuchai had no backing, making this task even more complex. So, how did Yuchai plan to solve these problems? At the 2008 Marketing Service Conference, senior management introduced a new strategic positioning: “Excellent Quality, International Yuchai.” This meant not only improving quality but also expanding into global markets, aiming to align with world-renowned brands like Cummins. At the conference, leaders such as General Manager Li Tiansheng, Deputy GM Wu Qiwei, and newly appointed Lin Jianxing outlined different aspects of the overseas strategy. High-level attention shifted Yuchai from simple product exports to a comprehensive international approach. Li Tiansheng explained that to become an international company, Yuchai needed to enter the global economy, requiring internationalization in markets, organizations, talent, management, branding, and production. Under this strategy, Yuchai planned to establish an overseas business unit in 2008 and subsidiaries in 2009. It aimed to expand its presence through offices, representatives, and dealers, increasing overseas offices to 20 and business representatives to 80 by 2008. By 2010, it aimed to export 100,000 engines annually, accounting for 20% of total sales, focusing on Southeast Asia. By 2015, it hoped to reach 300,000 units exported, or 30% of annual sales, targeting developed markets like Europe and North America. While the gap between Yuchai and giants like Cummins was evident, it also represented potential. China’s commercial vehicle exports were rising, and Yuchai’s 2007 exports reached 29,599 units. In 2008, it aimed for 50,000 units, contributing over 40% to its 430,000-unit target. Yet, challenges remained. As one of the first to establish an overseas business, Yuchai still faced hurdles in self-operated exports, cooperation with vehicle companies, and building brand recognition abroad. Domestically, Yuchai maintained its top position, but its heavy-duty engine sales were still low, affecting its product structure and strategy. After launching the Euro V diesel engine, some questioned whether Yuchai was ahead of its time. However, the answer came during the 2008 conference: targeting overseas markets, especially Europe and the U.S., was key. Developing Euro V engines helped Yuchai test these markets, build brand image, and gain experience for future demands. In conclusion, Yuchai was charting a bold course toward global expansion, driven by innovation, strategic planning, and a clear vision for the future.

Filter Press With Flex And Vibration

Filter Press with flex and vibration is suitable for materials with large viscosity and difficult to automatically fall off.

The filter cloth varicose system developed by our company can enable the filter press to change the inclination angle of the filter cloth during operation to form an inverted V shape, and at the same time, the springs held on the filter cloth expand and contract to generate vibration, so that the filter cake will fall off automatically. The varicose rod is made of reinforced polypropylene, which is light in weight, corrosion-resistant, flexible in movement and easy in maintenance. The varicose vibrating filter press is suitable for materials with high viscosity and difficult for the filter cake to peel off automatically.

This machine is widely used in wastewater treatment in various industries, such as food wastewater treatment, slaughterhouse wastewater treatment, meat processing sludge dehydration, cooked food processing factory wastewater treatment, soybean product wastewater treatment, urban sewage treatment, papermaking sludge dehydration , chemical fiber textile printing and dyeing sewage treatment, petrochemical sewage treatment and sewage treatment plants and other industries that require solid-liquid separation.

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Shenzhen Hongfa Environmental Protection Equipment CO., LTD , https://www.hongfafilterpress.com