Competition in The Agricultural Machinery Market Requires More Crisis Awareness

To increase crisis awareness in competition is actually to be prepared for danger, enhance the spirit of responsibility, actively analyze problems, seek patterns, and seize opportunities from the management chain, industrial chain, and information chain, achieve equal interaction between internal and external resources and management processes, seize development opportunities, and continuously explore more development space. In the fiercely competitive market, agricultural machinery enterprises must continuously optimize resource allocation, enhance management capabilities, and cultivate leading advantages in order to achieve sustainable development goals.

Especially in the current batch market and fierce competition of China's fourth product, agricultural machinery enterprises must seize rare market opportunities, continuously enhance their awareness of risks and opportunities, carefully analyze the pressure brought by external environmental changes, fully grasp the development opportunities under the policy of benefiting farmers, be proactive, comprehensively improve product quality, focus on competitive strategies, strengthen cost management, and improve operational performance, Continue to achieve good and rapid development of agricultural machinery enterprises.

Management is the only initiative in the hands of agricultural machinery enterprises. Self improvement is much more proactive than passive change. At present, the agricultural machinery industry has entered a critical period for the development of mid to high end products, with profound changes in the industry landscape, industrial structure, and interests. It is expected that some agricultural machinery enterprises will transform or exit in market competition, which poses new and higher requirements for the management of agricultural machinery enterprises. Agricultural machinery enterprises must form a comprehensive management chain in terms of personnel, property, production, supply and marketing, responsibilities, rights and interests, smooth management processes, strengthen weak links, gather management resources, and improve management capabilities. By aggregating the management resources of human resources, marketing resources, financial resources, manufacturing resources, and other aspects of agricultural machinery enterprises, we can optimize, adjust, and allocate resources effectively. Continuously make up for its own shortcomings in the industrial chain and value chain, identify development gaps, clarify development paths, leverage the gathering effect of resources, promote the achievement of high-end value goals, and strive to build a leading endogenous mechanism for agricultural machinery enterprises.

Enhancing crisis awareness should seek transformation from the industrial chain. At present, there is an excess supply capacity for middle and low-end products, and a serious shortage of supply capacity for high-end products. The most representative large and medium-sized trailer products, such as power shift and continuously variable transmission, have sales of less than 1% of the total sales. There are currently around 250 manufacturing companies, and the top ten companies can fully meet market demand in terms of production capacity.

To achieve comprehensive upgrading and development breakthroughs in the industrial chain, agricultural machinery enterprises need to comprehensively sort out the value-added links of their own industrial chain through market research, product upgrading, supply chain collaboration, service improvement and other channels, carefully grasp their own development positioning, scientifically analyze their core interests, key issues, and implementation paths, firmly establish the goal of mid to high end high-end, and strive to increase scarce resources, Ensure that advantageous resources drive the progress and development of key industries. Timely adjust product structure according to market and user needs, extend value-added links, seize high-end blank areas of added value, and achieve the transformation from low-end manufacturing to high-end manufacturing. Enhancing crisis awareness should seek opportunities from the information chain.

Information is not only the basis for decision-making in agricultural machinery enterprises, but also a key element for controlling market trends, grasping competitive characteristics, and understanding user needs. To gain a leading advantage, agricultural machinery enterprises need to construct and utilize information chain resources to allocate resources and enhance capabilities within a global perspective. Against the backdrop of the current global financial crisis, competition among agricultural machinery enterprises is becoming increasingly fierce. They need to not only focus on their peers, markets, and national industrial policies, but also closely follow the pulse of domestic and foreign markets, introduce, absorb, innovate, and develop key resources, core capabilities, and management systems that meet demand, reserve development momentum, and improve the construction of information chains, enhance the leading advantages of industrial chains and management chains, consolidate development factors, and achieve high-quality Low priced products or services meet the market and reward users, striving to introduce technology, expand products, and provide supported services, firmly grasping the initiative of development.