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Why Jiangxi Copper's Business Model is so successful?

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Jiangxi Copper’s Company Overview


Jiangxi Copper Company Limited is an integrated producer of copper in the People's Republic of China (the PRC). The company's operations consist of copper mining, milling, smelting, and refining for the production of copper cathodes, copper rods, and wires, and other related products, including pyrite, concentrates, sulfuric acid, and electrolytic gold and silver, and rare metals, such as molybdenum, and trading of copper related products. The company also holds approximately 100% ownership in the proven resource reserve of approximately 10,360.000 tons of copper metal, over 330 tons of gold, approximately 9.350 tons of silver, over 237.000 tons of molybdenum and approximately 100.680.000 tons of sulfur. The company's operation is located in mainland China and Hong Kong. The assets owned and controlled by the company consists of approximately six mines under production; Guixi Smelter; approximately seven copper products processing plants, and sulfuric acid plants.

www.jxcc.com

Country: Jiangxi

Foundations date: 1979

Type: State-owned

Sector: Industrials

Categories: Mining


Jiangxi Copper’s Customer Needs


Social impact:

Life changing:

Emotional: provides access, badge value

Functional: reduces effort, reduces risk, reduces cost, saves time, avoids hassles, organizes, integrates, quality, variety


Jiangxi Copper’s Related Competitors



Jiangxi Copper’s Business Operations


State-owned:

As rivals or subjects of study, Chinese businesses' emergence on the world stage necessitates or creates a new category of business models: state-owned enterprises. These enterprises typically do not exist for profit but rather to offer critical goods and services to society that cannot be supplied economically by established firms. This model is characterized by fixed pricing, monopoly access to consumers, an advantage in exploiting resources, minimal or no tax obligations, and recurring financial losses.

Performance-based contracting:

Performance-based contracting (PBC), sometimes referred to as performance-based logistics (PBL) or performance-based acquisition, is a method for achieving quantifiable supplier performance. A PBC strategy focuses on developing strategic performance measures and the direct correlation of contract payment to success against these criteria. Availability, dependability, maintainability, supportability, and total cost of ownership are all standard criteria. This is accomplished mainly via incentive-based, long-term contracts with precise and quantifiable operational performance targets set by the client and agreed upon by contractual parties.

Guaranteed availability:

Guaranteed availability is a property of a business system that attempts to maintain an agreed-upon level of operational performance, often uptime, for a longer time than is typical. The idea is often linked with terms such as high availability and catastrophe recovery.

From push to pull:

In business, a push-pull system refers to the flow of a product or information between two parties. Customers pull the products or information they need on markets, while offerers or suppliers push them toward them. In logistics and supply chains, stages often operate in both push and pull modes. For example, push production is forecasted demand, while pull production is actual or consumer demand. The push-pull border or decoupling point is the contact between these phases. Wal-Mart is a case of a company that employs a push vs. a pull approach.

Reverse auction:

A reverse auction is a kind of auction in which the bidder and seller take on the roles of each other. In a conventional auction (also referred to as a forward auction), bidders compete for products or services by submitting rising bids. In a reverse auction, vendors fight for the buyer's business, and prices usually fall as sellers underbid one another. A reverse auction is comparable to a unique bid auction. The fundamental concept is the same; nevertheless, a bid auction adheres more closely to the conventional auction structure. For example, each offer is kept private, and only one clear winner is determined after the auction concludes.

Dynamic pricing:

This pattern allows the business to adjust its rates in response to national or regional trends. Dynamic pricing is a pricing technique known as surge pricing, demand pricing, or time-based pricing. In which companies establish variable prices for their goods or services in response to changing market conditions. Companies may adjust their rates based on algorithms that consider rival pricing, supply and demand, and other market variables. Dynamic pricing is widely used in various sectors, including hospitality, travel, entertainment, retail, energy, and public transportation.

Make and distribute:

In this arrangement, the producer creates the product and distributes it to distributors, who oversee the goods' ongoing management in the market.

Solution provider:

A solution provider consolidates all goods and services in a particular domain into a single point of contact. As a result, the client is supplied with a unique know-how to improve efficiency and performance. As a Solution Provider, a business may avoid revenue loss by broadening the scope of the service it offers, which adds value to the product. Additionally, close client interaction enables a better understanding of the customer's habits and requirements, enhancing goods and services.

Supply chain:

A supply chain is a network of companies, people, activities, data, and resources that facilitate the movement of goods and services from supplier to consumer. The supply chain processes natural resources, raw materials, and components into a completed product supplied to the ultimate consumer. In addition, used goods may re-enter the distribution network at any point where residual value is recyclable in advanced supply chain systems. Thus, value chains are connected through supply chains.

Low touch:

Historically, developing a standard touch sales model for business sales required recruiting and training a Salesforce user who was tasked with the responsibility of generating quality leads, arranging face-to-face meetings, giving presentations, and eventually closing transactions. However, the idea of a low-touch sales strategy is not new; it dates all the way back to the 1980s.

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