Pressing Ahead Against the Trend, Continuing to Write Success | 2020 Annual Sales Conference for the Intelligent Equipment Division

On April 24, the company’s intelligent equipment division held its 2020 annual sales conference at the corporate headquarters. The meeting focused on breaking down and implementing the year’s sales targets, while also signing sales target responsibility agreements with the five major regional divisions. Shen Xianfeng, Deputy General Manager of Tianqi Automation, attached great importance to the event and attended in person. The meeting was chaired by Sun Jinchun, head of the Intelligent Equipment Marketing Department.

Marketing Department Work Report

Sun Jinchun reported on the order intake for the first quarter and, in light of the current challenging market conditions, emphasized the need to survive against the odds and forge ahead. In 2020, the Marketing Department will seek breakthroughs by developing new business lines alongside its traditional automotive equipment operations, ensuring orderly execution and unwavering achievement of set objectives. He provided a detailed overview of the department’s key initiatives for 2020, stressing the integration of sales performance with performance appraisal, the implementation of bottom‑rank elimination, clear rewards and penalties, and a results‑oriented accountability framework, thereby fully putting the company’s institutional reforms into practice. Each sales leader was urged to thoroughly analyze the project information at hand, formulate effective and well‑reasoned sales strategies, make full use of the company’s platforms and resources, and work diligently with unity and dedication—rolling up their sleeves and getting down to business! Following this, sales managers from each region took turns to speak, presenting updates on new projects one by one and discussing the scale and competitive advantages of key initiatives.

Work Deployment

General Manager Shen, head of the Intelligent Equipment Division, carefully listened to project‑tracking and analysis reports from each regional office, posed questions on key projects, and conducted an in-depth examination of critical issues. He reviewed the year’s operational data and emphasized that, given the current market volatility, flexible response measures are more essential than ever: First, all sales personnel are urged to increase field visits, gain hands‑on experience, and engage in extensive communication, actively sourcing high‑quality project leads and identifying potential opportunities. Each major project should be treated as a standalone initiative, assigned a dedicated lead, and thoroughly analyzed to ensure a strong bid‑winning rate. Second, sales managers must conduct thorough due diligence, comprehensive analysis, and rigorous risk assessments for every project—particularly Project X, which requires utmost caution. While pursuing attractive profit margins, they must adhere to a structured process of evaluation, approval, and final confirmation. Third, strategic optimization is needed for select clients and projects: smaller projects may be outsourced (with a focus on core components), while resources are concentrated on cultivating and securing larger contracts. Fourth, customer acquisition must follow established procedures; account reconciliation and documentation must be clear and standardized, with meticulous cost accounting. Sales staff are expected to enhance their project‑level financial‑management skills. Fifth, close attention must be paid to competitors, with efforts to strengthen internal competitiveness and scale up marketing initiatives. Sixth, cash‑flow management—especially the timely recovery of retention funds—is paramount. Priority should be given to project acceptance processes, with proactive measures taken to secure prompt, compliant project handovers and ensure timely payment collection. Seventh, market pressures must be effectively communicated, with a clear performance‑based reward and penalty system and the implementation of a bottom‑rank elimination policy.

Subsequently, General Manager Lang, head of the Sales Department, added two points regarding management: 1. With respect to cash collection—particularly payment upon project acceptance—each regional manager must develop a detailed plan; 2. Regarding personnel evaluation and bottom‑rank elimination, the Marketing Department must also conduct thorough research and ensure effective implementation. Finally, General Manager Shen emphasized that expanding overseas projects will serve as a strong foundation for achieving the Marketing Department’s sales targets; therefore, it is imperative to lay a solid strategic groundwork, cultivate or recruit bilingual talent, strengthen the overseas project team, and enhance its ability to win contracts. The 2020 sales objectives are challenging, but pressure should not be feared. We must maintain a positive work attitude, think creatively, and pursue rapid yet steady growth amid competition to deliver outstanding results.

Signing the 2020 Sales Responsibility Agreement

This sales-themed conference and the signing of the sales target responsibility agreement have laid the foundation for the company’s intelligent equipment division to achieve its 2020 business objectives, while also rallying and motivating the marketing department to successfully fulfill its targets. The Tianqi Automation intelligent equipment sales team will surely forge ahead against the odds and continue to write new chapters of success!