Re-starting a Business: The 2026 Kick-off Meeting of Guoji Company Concluded Successfully

The First Meeting of the New Year: Guoji's Annual "Backbone" Meeting

On March 5, 2026, in the festive atmosphere of the Spring Festival, the first meeting of Guoji Company in the new year-the Company's Annual "Backbone Company" Meeting was grandly held at the Jiangsu Suqian Base.

This conference was themed "Re-starting a Business". Mr. Cao was present on-site to provide guidance to the general managers of each sector of the company.

1. Core Overview of the Meeting

The "Backbone" meeting comprehensively reviewed the overall business operations of the company in 2025, sorted out development experiences and deficiencies. Combining with the industry development trends and the company's long-term layout, it officially defined the work direction, implementation mode, and core goals for the whole year of 2026. At the same time, it announced a new model of management for each subsidiary. All general managers were required to unify their thinking, change their concepts, focus on the core, and make efforts for the company's third eight-year development plan, ensuring that the work in 2026 would be effectively implemented and achieve breakthrough results.

2. Review of the Work in 2025

At the meeting, the chairman comprehensively summarized the work in 2025, clarifying that this year was the starting year of the company's third eight-year development plan. Regarding the company's future development plan, Mr. Cao emphasized the importance of "changing the development thinking and abandoning the solidified experience". The core concept was put forward: all past successful experiences may become barriers to future development. It is necessary to break the dependence, abandon the solidified work models, adapt to industry changes and market rhythms. We should carry out work with new ideas, to avoid resting on past achievements.

Meanwhile, the meeting clearly required that all subsidiaries of the company implement the decentralized management model. Each subsidiaries should independently take the responsibilities, refine management duties, give full play to its subjective initiative, and improve the efficiency of independent operation. All energy should be concentrated on the core business, focusing on the outfitting parts field with a high-degree of concentration. Quality should be regarded as the top priority, and the competitive edge should be strengthened.

3. Formulation of the Core Work Arrangement and Core Target Requirements for 2026

Core Work Arrangement: The work throughout 2026 will closely adhere to the goals of the third eight-year development plan. In the first half of the year, all energy should be concentrated on outfitting parts, with a focus on quality, to quickly penetrate the marine industry market.

Core Target Requirements: Mr. Cao emphasized that the outfitting parts business would be the core. The most important point for market expansion and brand building is only one-quality! Quality is the only strict requirement of the company for its products and the foundation for standing in the industry. All employees must firmly establish the awareness of "quality first" and implement quality control throughout the entire process of R & D, production, and testing. Every step should be strictly monitored to resolutely prevent quality defects and sub-standard products from leaving the factory.

Target for the Outfitting Parts Business in 2026: With quality as the core competitiveness, build brand awareness and strive to be the best in industry quality. Break the existing industry pattern with quality, participate in market competition, and gain a prominent position in the outfitting parts field.

 

The Second Meeting of the New Year: The Annual Marketing Conference

On the afternoon of March 5, the second meeting of the company in the new year-the Company's Annual Marketing Conference was grandly held at the Jiangsu Suqian Base. The meeting was chaired by Mr. Cao, all general managers of each sector and marketing staff participated.

1. Speech by Mr. Cao

Based on the industry development trend, the company's business layout plan, and the current market competition pattern, Mr. Cao formulated a special marketing strategy, clarifying the tasks, business focus, and market positioning for the whole year. He required the entire marketing team to closely focus on the goals, make precise efforts, center on quality, not pursue profit blindly, expand the market, and achieve long-term, stable, and in-depth cooperation with customers.

All marketing staff should first concentrate their energy on promoting the growth of the outfitting parts business, quickly open up cooperation in the marine industry, break free from the limitations of the regional market, make all-out efforts in the national market, break the original industry layout, and achieve large-scale expansion and leap-forward growth of the company's business.

2. Work Plan and Execution Requirements for the New Year

Mr. Cao also assigned a work plan for the new year to the marketing team and emphasized two strict requirements: First, an annual sales task for outfitting parts was issued, with profit not being the main goal. The entire marketing team should break down the tasks in detail, formulate follow-up plans, and ensure that the tasks are completed on time. Second, there should be no tolerance for product quality. As the business card for the company to enter the market, the entire process of production and sales of outfitting parts must be strictly controlled. No quality problems are allowed. Use high-quality products to build brand reputation and gain customer trust, which is the bottom-line for market expansion and long-term development.

3. Guidance on Marketing Work Experience

Combining the practical experience in market expansion, Mr. Cao shared core sales experience with all marketing members. He suggested that everyone abandon the old thinking of waiting for opportunities and take the initiative to accurately meet customer needs, and win orders with sincerity and professionalism.

 

4. Sharing of Practical Experience by Marketing General Managers

(1) General Manager Zhang Xiaolin: Sharing of Practical Experience in Customer Visits

Zhang Xiaolin shared her practical experience in customer visits before the Spring Festival based on her own experiences. She focused on the skills of finding potential customers without any contact information. She shared her courage and insights in breaking through psychological barriers and actively visiting various shipyard customers. She also explained in detail the pre-visit preparations, communication skills, and follow-up key points for customer visits. She reminded all marketing members that there is no shortcut in sales. Only by taking the initiative and delving deep into the market can they accurately grasp market dynamics, get closer to customers, and turn potential cooperation opportunities into actual orders.

(2) General Manager Shi Min: Sharing of the Secret and Experience of Being the Sales Champion for Many Years

With her years of experience in the front-line sales and her consistent position as the sales champion, Shi Min shared her core sales secrets and work experience without reservation. From customer resource accumulation, long-term relationship maintenance, product advantage explanation, to goal decomposition and execution improvement, she comprehensively sorted out the working methods for efficient sales. She emphasized that in sales work, perseverance is utmost importance. We should not only be full of drive and perseverance but also pay attention to methods, achieve accurate connection and efficient follow-up, and win customers' trust with professional ability and reliable attitude.