In 2005, Shenlong’s sales target was increased by 20,000 units, 135,000 vehicles were produced and sold throughout the year, and the number of vehicles reached 145,000. It was ensured that every month in the second half of the year, the company achieved profitability. The annual operating results were better than last year. This was announced by Shenlong Company at its second official meeting in 2005 held recently.
In the first half of the year, Shenlong Motors improved marketing and fully implemented the P2+2 plan to achieve initial results: From January to June, the company sold a total of 72,470 vehicles, an increase of 54.9% year-on-year, far higher than the industry's growth rate of 14.05%; The market share rose to the eighth place in the industry; the Chinese market became the fastest growing regional market for PSA's global business; the company's operating conditions continued to improve, and the company continued to make profits in May and June.
Dong Wei, deputy general manager of the company and Liu Weidong, general manager of Shenlong Co., Ltd. gave full recognition to the operating results achieved in the first half of the year. Liu Weidong pointed out that after more than two years of hard work, Shenlong completed the strategic deployment and made important progress: he gradually improved the strategic plan based on me; the strategy of “dual brand†shared platform entered the implementation phase; and the investment in phase II capacity building was obtained. Continuous optimization; the “three plans and two outlines†that support the development of the strategy are steadily advanced; the marketing and cost issues that affect the strategic process have been initially solved.
For the second half of the year, Liu Weidong put forward three requirements: he must ensure profitability in the second half of the year, and the annual operating results are better than last year; leading cadres must improve their executive power; and increase the leadership of leading cadres. He particularly emphasized that leading cadres at all levels should take the overall situation into consideration, set an example by themselves, and constantly improve "executive power" and "leadership." Only if leadership and execution improve, can the company's competitiveness be continuously enhanced.
Wall Bend,Copper Wall Iron Wall Bend,Wall Bends Brass,Bending Tube Wall
KAIPING LIPU SANITARY WARE CO.LTD , https://www.ebt-pro.com