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In this way, he founded Jun Le Bao and led the rapid development of this company, becoming a new star in China's low temperature dairy industry.
Through dialogue, we can understand how Wei Lihua made Grand Music. Wei Lihua has his own views on corporate management and corporate culture. For example, "We ask employees to regard the factory as their home. We think in reverse. Do we consider our employees family members?"
Reporter: Jun Lebao has grown rapidly in recent years. As a fast-moving company's helm, what are the challenges facing you in terms of business development?
Wei Lihua: From my perspective, there are three challenges. The first is the rapid development of the enterprise after the initial period, and the internal management of the enterprise needs further improvement. Before the management of the company was mainly from the internal training, this year began to introduce from the outside. Management must be professionalized. We have learned Danone in the dairy industry, and Toyota has gone to Japan to learn Toyota's refined management. Although it is not an industry, many methods can be used for reference. Fine production and management is a job that Junlebao is focusing on this year. .
Second, China’s economy has experienced rapid growth and will gradually enter a period of steady growth in the future. Before that, the industry grew at a rate of 20%. Enterprises will achieve great development as long as they maintain synchronization with the industry, but this will no longer be the case in the future. In such a high-growth industry, the growth of a company may not necessarily be an increase in the ability of the enterprise, but a "typhoon blowing you to run." In the future, the industry may only grow at a rate of 67% or even if the industry growth rate is only 1%. Enterprises will not be able to continue. This is a big challenge for enterprises, which is to enhance their internal strength.
Third, the talent challenge. In recent years, labor costs have doubled and future costs have increased. How to deal with the enterprise? How do young people after 80 and 90 manage? How to mobilize their enthusiasm? Companies need to adapt to them. Enterprises must find ways to have their creative ideas and talents. In the aspect of employee wages, we will continue to give employees a local leader in the same industry to retain employees.
Reporter: The challenges you mentioned are the same for most companies. How does Jun Le Bao respond? What are the new trends in the dairy industry?
Wei Lihua: The high-end products in the dairy industry are now doing well in the market. This one, Jun Le Bao has been strengthening the creation of high-end products. In addition, the development of the industry must see the trend, in the past as long as the purchase of a device is the same as the printing press, can make money on processing, but the future of the company's profits will be lower and lower. Jun Le Bao should be prepared in advance to adapt to this change. Prepare from the level of management culture and strategy. For example, we propose to become China's leader in nutrition and health foods. This is in line with market demand. People pay more attention to nutrition and health. We will conduct in-depth studies on bacterial species, such as some beneficial bacteria in the study of Changshou Village, and conduct studies on some of the anti-alcoholic bacteria.
Food safety is also a topic of concern to the whole society. All these need to be implemented through management and employees. To this end, Jun Lebao now learns Toyota's refined management, and manages to ensure quality, so that employees not only contribute their hands and feet but also their brains, establish a system, reward employees for rationalization proposals, and improve work methods. Provide a platform for employees to move from passive work to active work.
Of course, relying solely on the system and supervision will be very cold and require the construction of corporate culture. Through the influence of corporate culture, employees must be voluntarily implemented. There is a democratic life in the management, self-criticism at the meeting and mutual faults. For service, my understanding is to turn around and help. People are willing to be kind, and we want to shape this atmosphere. If employees work with emotions, they will certainly not do well.
Reporter: As a FMCG product, Junlebao did not invest much in brand promotion. What are your plans for the brand building of Junlebao?
Wei Lihua: It is true, but this year we have invited Jiang Wenli to serve as the spokesperson for the brand image of Junlebao Yogurt, conveying the brand image of “do it with heart, good yogurtâ€. I believe that the brand's influence is based on the quality of the product. In the fast-paced market, advertising may be a large amount of sales at one time, but the product must be strong in order to maintain long-term growth. Our strategy is to gradually increase brand promotion efforts, but more energy will be placed on product development.
In addition, Baixing is not as good as it was. We started the industrial tourism project this year, built the first domestic yogurt culture hall, let consumers come to the company, learn about the culture, history and efficacy of yogurt, and visit the production process and quality inspection at the factory site. The research and development of products has received more than 30,000 people. Consumers have seen through their own eyes and changed some one-sided understanding of the dairy industry and increased their trust in companies.
At present, Jun Lebao's R&D investment exceeds 5% of sales revenue. We cannot just be satisfied with the status quo. To lead the development of the industry, companies must do some forward-looking research and lay out in advance. To this end, we set up a Consumer Research Department to track consumer demand. In terms of product development, Jun Le Bao is the second national high-tech enterprise in the dairy industry and has a professional team.
Wei Lihua: Fast growth depends on fine management
For human affinity, it is Wei Lihua’s first impression. As the general manager of Jun Le Bao, when he changed his office, only his desk was not replaced. He said it can still be used. It is not necessary. "Being low-key" is the evaluation of Jun Yan, the old partner's executive general manager Zhong Yan.