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Sinomach’s Business Strategy Case Study

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Sinomach’s Company Overview


Sinomach General Machinery Science & Technology Co., Ltd, formerly ANHUI GUOTONG HI-TECH PIPES INDUSTRY CO. LTD, is principally engaged in the development, manufacture, distribution, installation and technology research of pipes and pipe fittings. The company’s major products are polyvinyl chloride (PVC) pipes, double-wall corrugated pipes, reinforcement pipes, polyethylene (PE) pipes, gas pipes, water supply pipes, metal and plastic compound pipes and pipe fittings, among others. The company operates its business mainly in the domestic market.

http://www.sinomach.com.cn

Country: Beijing

Foundations date: 1997

Type: State-owned

Sector: Industrials

Categories: Manufacturing


Sinomach’s Customer Needs


Social impact:

Life changing:

Emotional: provides access, badge value, design/aesthetics

Functional: connects, reduces risks, quality, avoids hassles, saves time, integrates, organizes, simplifies, reduces effort, variety


Sinomach’s Related Competitors


China State Shipbuilding Corporation Hyundai Heavy Industries Volvo Mitsubishi Corporation Mitsubishi Heavy Industries China Railway Rolling Stock Corp CRRC

Sinomach’s Business Operations


Cross-subsidiary:

When products and goods and products and services are integrated, they form a subsidiary side and a money side, maximizing the overall revenue impact. A subsidiary is a firm owned entirely or in part by another business, referred to as the parent company or holding company. A parent company with subsidiaries is a kind of conglomerate, a corporation that consists of several distinct companies; sometimes, the national or worldwide dispersion of the offices necessitates the establishment of subsidiaries.

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.

Lock-in:

The lock-in strategy?in which a business locks in consumers by imposing a high barrier to transferring to a competitor?has acquired new traction with New Economy firms during the last decade.

Orchestrator:

Orchestrators are businesses that outsource a substantial portion of their operations and processes to third-party service providers or third-party vendors. The fundamental objective of this business strategy is to concentrate internal resources on core and essential functions while contracting out the remainder of the work to other businesses, thus reducing costs.

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.

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.

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.

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.

Why Sinomach’s Business Model is so successful?

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