Investment Rating - The report assigns a "Buy" rating to the company, Tianshan Co., Ltd. (000877.SZ), with a target price of 8.22 CNY per share based on a 0.7x PB for 2025 [1][6][21]. Core Insights - Tianshan Co., Ltd. is the largest cement producer in China with a complete industrial chain and national layout. The company is expected to benefit from cost control improvements, seasonal price increases, and policy-driven supply-side adjustments. The company is also expanding its "Cement+" business and overseas markets to create new growth avenues [1][2][3][21]. Summary by Sections Company Overview - Tianshan Co., Ltd. is a core enterprise under China National Building Material Group, with the largest cement clinker capacity in the country. The company has undergone significant growth and restructuring, becoming a national leader in the cement industry [25][31][26]. Industry Demand and Supply - Demand for cement is projected to decline by 5-6% in 2025, but the rate of decline is expected to narrow. The company is well-positioned to benefit from infrastructure projects in Xinjiang, where it holds a leading market share [2][54]. - The supply side is seeing a trend towards "anti-involution," with policies aimed at reducing overproduction. The industry is expected to improve its competitive landscape as excess capacity is gradually eliminated [2][57]. Performance and Cost Management - The company has faced pressure on revenue and profits in recent years, but the rate of decline is improving. Cost management is expected to enhance profitability, with a projected decrease in unit costs by 23 CNY in 2024 [3][4]. - The company is focusing on integrated operations and overseas expansion, with expectations of revenue growth from international projects [3][4]. Financial Projections - The company is forecasted to achieve revenues of 83.3 billion CNY in 2025, with a net profit of 1.72 billion CNY. The projections for 2026 and 2027 are 82.6 billion CNY and 82.1 billion CNY in revenue, respectively [4][21]. - The report highlights that the company's current valuation is at a historical low, providing significant upside potential [21]. Key Assumptions - The report assumes a 10% decline in cement and clinker sales in 2025, with a gradual recovery in subsequent years. It also anticipates price stability and cost reductions due to improved management practices [15][16][17].

Core Viewpoint - The photovoltaic industry in China has achieved remarkable success but is now facing challenges such as price declines and reduced profitability, prompting the need for internal adjustments to overcome industry "involution" [2]. Summary by Sections Involution and Competition - "Involution" has become a significant issue across various industries, necessitating a re-evaluation of competitive philosophies and the establishment of new competition rules [3]. - The distinction between healthy and unhealthy competition is crucial, with the latter often leading to value destruction. The recognition of "involution" as a form of harmful competition has gained consensus [4]. Industry Self-Regulation - Industry self-regulation is essential, with associations playing a key role in promoting self-discipline among members. This includes industry planning, policy formulation, technological innovation, and combating unfair competition [6]. - The importance of leading enterprises in setting examples for self-regulation is emphasized, fostering a collaborative ecosystem among businesses [6]. Mergers and Acquisitions - Mergers and acquisitions are vital for enhancing industry concentration and overcoming involution. Historical examples from the U.S. steel industry illustrate the benefits of consolidation [8]. - The advantages of mergers include strengthening enterprises, improving company quality, facilitating innovation, and increasing industry concentration [9]. Capacity Management - The photovoltaic industry faces a significant supply-demand imbalance, necessitating both production cuts and capacity reductions to stabilize prices and maintain profitability [10]. - Historical practices in the cement industry demonstrate that production limits can effectively balance supply and demand without adversely affecting overall sales [11]. Pricing Strategy - A shift from a volume-based to a price-based profit model is necessary, emphasizing the importance of maintaining pricing power rather than solely focusing on sales volume [12][13]. - Effective pricing strategies can significantly impact profitability, and companies should avoid relying on sales personnel for pricing decisions [14]. Innovation and Value Creation - To transition from a competitive "red ocean" to an innovative "blue ocean," companies must focus on differentiation, market segmentation, high-end product development, and brand building [15][16][17][18]. - The emphasis on innovation is crucial for enhancing product quality and achieving competitive advantages in the market [19].

Core Viewpoint - The core viewpoint emphasizes the need to rethink competition concepts in the photovoltaic industry, advocating for a shift from "competition" to "co-opetition" to foster a healthier industry ecosystem [2][3]. Group 1: Industry Self-Regulation - The market's essence is competition, but it can be categorized into "good competition" that creates value and "bad competition" that destroys it. The industry must recognize the dangers of "involution" competition [3][4]. - Industry associations should prioritize self-regulation, focusing on policy formulation, technological innovation, and combating unfair competition [6][5]. Group 2: Industry Consolidation - The industry should move from fragmentation to consolidation to increase concentration and combat involution. Mergers and acquisitions can help create industry leaders and improve market structure [7][8]. - Historical examples, such as the restructuring of Japan's cement industry, illustrate the benefits of consolidation followed by proportional capacity reduction [9]. Group 3: Capacity Management - The photovoltaic industry currently has a capacity of 1200 GW, while global demand is only 600 GW. The first step is to reduce output to stabilize prices and profits, followed by limiting capacity [10][12]. - Implementing production limits has proven beneficial, as seen in the cement industry, where profits significantly increased after capacity management [12]. Group 4: Pricing Strategy - Companies should focus on price-based profit rather than solely on volume and cost. Understanding the relationship between price, volume, and profit is crucial for effective management [15][18]. - Successful companies prioritize quality and service over aggressive pricing strategies, which can lead to long-term profitability [18][21]. Group 5: Innovation and Value Creation - To transition from a "red ocean" to a "blue ocean," companies must innovate and enhance core competitiveness through differentiation, segmentation, high-end products, and branding [19][20]. - The emphasis on brand value and premium pricing is essential for sustainable growth, encouraging companies to avoid price wars and focus on high-quality offerings [21].