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Research and Analysis on the Innovation and Development Trend of China's Diamond Tool Enterprises in 2012
As we all know, since the 1960s, the industrialization of diamond tools has experienced the industrial transfer from developed countries in Europe and America to Japan, South Korea, and then to China. The country started from the 1990s, although it started. Later, but after 20 years of development, the diamond tool industry has occupied a pivotal position in the international market. The achievement of these achievements is inseparable from the colleagues here, especially the revolutionary technological changes in the upstream industry, and the joint efforts of the leaders and practitioners of the association. In particular, in recent years, there have been some encouraging changes in the industry development momentum. First, the diamond tool manufacturing industry is moving from the initial simple cluster development to intensive development. At present, there are a large number of enterprises engaged in the diamond tool industry in China, and the market competition is increasingly fierce, even reaching a simple price competition situation. However, this kind of competition also has a positive side. At the same time of competition, it is also further promoting the technological progress of enterprises, even forcing enterprises. Intensifying power in lean, low-consumption and high-quality has also played a positive role in the development of the entire industry. Second, the trend of industry segmentation and enterprise specialization is increasingly obvious. With the rapid development of the national economy, the downstream industry segmentation and specialization are getting higher and higher, the diamond tool end users are more and more mature, more and more professional, and the individualized demand for tools is becoming more and more clear. Drive the industry segmentation and professional development of the tool manufacturing industry, who will adapt to the market demand during this period, who will grasp the market pulse and achieve rapid development. Industry segmentation and domain segmentation are themselves a kind of specialization extension. The phenomenon that a product is used all over the world will become history. The third is the rapid upgrade of technical equipment in the industry. Especially in the past two years, with the increasing aging of the society and the entry of the 90s into the society, the original technical equipment can no longer meet the demand. At the same time, the increasing degree of specialization in the equipment manufacturing industry has provided a guarantee for the upgrading of the technical equipment of the diamond tool manufacturing industry. The professional upgrade of technical equipment is reflected in two aspects, one is the emergence of high-precision equipment, and the second is the popularization of automation equipment. Fourth, the third industrial transfer of the diamond tool manufacturing industry began to appear. For the diamond tool manufacturing industry, today's developed countries in Europe and America are our tomorrow, which is a law of development. Two important factors that have re-emerged in the domestic industry depend on the development of China's national economy and the economic development of third-party countries. With the regulation of domestic resource materials and the pressure of cost, the demand for industrial transfer begins to appear, and at the same time, With the economic development of third-party countries and the expansion of market demand, industrial transfer has become a necessity. The above is my understanding of the development trend of the diamond tool industry, mainly on the positive side. Of course, we can't deny that there are still many shortcomings behind the flourishing development. I want to elaborate on three aspects. First, there are many companies in the industry, but they are big but not strong. In the early 1990s, the domestic diamond tool manufacturing industry began to take off, and it was also the best market entry period for industry practitioners. By getting rid of the monopoly position of Japanese and Korean companies in the domestic market, practitioners also obtained huge profits. And got a lot of development. However, in recent years, practitioners have entered the market in large numbers, and market competition has become increasingly fierce. Of course, full competition is conducive to the overall development of the industry, but one fact we cannot avoid is that the increase in industry practitioners is largely a simple fission, a simple copy of capital and technology, and rarely qualitative. Variety. Second, the industry's high-end technology and products are still in the hands of developed countries such as Europe, America and Japan. In any process of industrial transfer in the international arena, there is helplessness, including inevitability, but at the same time it contains strategic. As far as the diamond tool manufacturing industry is concerned, practitioners in developed countries in Europe and America will not take the initiative to break their monopoly position and give up profits. However, with the pressure of cost and the development of foreign technology economy, their dominant position in competition is gradually reduced, and industrial transfer It becomes inevitable, and it also contains the helplessness of foreign practitioners. On the other hand, behind the inevitability of industrial transfer, there is also its strategic nature. It is a transfer of resources and labor costs. High-end technologies and products are still in the hands of developed countries such as Europe and the United States, such as in aerospace, electronics and many other fields. Products in these areas still have high added value. Third, international brand and channel construction still needs to be strengthened. From the perspective of the development of the whole industry and market distribution, domestic enterprises are still in an unfavorable situation in the international market competition, especially in developed countries such as Europe and the United States. After years of development, they have become more mature in terms of brand and channel construction. To a large extent, it has become a kind of capacity transfer, and European and American countries still get higher returns on brands and channels.