Core Viewpoint - The article emphasizes three key strategies for private enterprises in Foshan to break through challenges: focusing on lean management, planning for global expansion, and striving for uniqueness in products and services [4][9][10]. Group 1: Lean Management - The first strategy is "focusing on lean management," which involves reducing waste within the organization to enhance efficiency and productivity. Successful companies have adopted lean management practices for many years, leading to better resource utilization and improved product quality [4][5][6]. - Lean management is not about making the company weaker but rather about strengthening it through continuous improvement in processes and reduction of internal waste [4][5]. - Companies that have embraced lean management are better positioned to survive economic downturns, as they maintain operational efficiency and can adapt to changing market conditions [6]. Group 2: Global Expansion - The second strategy is "planning for global expansion." Companies should look beyond domestic markets and consider international opportunities to avoid saturation and competition within local markets [7][8]. - Successful examples include companies like Midea, which have historically sought international markets to diversify their customer base and reduce reliance on domestic sales [7][8]. - The current geopolitical climate, including trade tensions, has prompted many Chinese companies to expand internationally, leading to the emergence of more multinational corporations [8]. Group 3: Striving for Uniqueness - The third strategy is "striving for uniqueness," which involves creating products that stand out in the market. Companies should focus on enhancing quality, functionality, and innovation to meet customer demands in less competitive niches [9][10]. - The article highlights that traditional industries often produce similar products, making it crucial for companies to differentiate themselves to capture market share and achieve better returns [9][10]. - By targeting unique product offerings, companies can tap into unmet market needs and reduce competition, leading to higher profitability [9][10]. Group 4: Market Capability vs. Production Capability - The article discusses the imbalance between market capability and production capability in the Chinese manufacturing sector, where production capacity has outpaced the ability to find customers [14][16]. - Companies must enhance their market capabilities to match their production capabilities, ensuring that they can effectively sell their products and realize their value [16][17]. - The focus should be on understanding customer needs and developing strategies to attract and retain high-quality clients, which is essential for sustainable growth [19][20]. Group 5: Case Studies - The article presents case studies of companies that have successfully navigated challenges by adopting the discussed strategies. For instance, a company named Weili Xin chose to focus on difficult orders with less competition, leading to significant business growth [36][38]. - Another example is a company that maintained strict cash payment policies, which forced them to improve product quality and build a strong reputation in the market [39][40]. - These examples illustrate that by avoiding common pitfalls and focusing on unique strategies, companies can thrive even in competitive environments [36][39].

Core Insights - The core argument emphasizes the need for companies to not only focus on product development but also on identifying and targeting high-value customers to escape the "involution" phenomenon in the industry [1][2][13]. Group 1: Key Strategies for Companies - The first strategy is to pursue excellence in details, which involves implementing lean management to reduce waste and improve efficiency within manufacturing processes [7][8][9]. - The second strategy is to plan for long-term global expansion, encouraging companies to look beyond domestic markets and seek opportunities internationally to avoid market saturation [10][11]. - The third strategy is to strive for uniqueness in products, focusing on creating offerings that stand out in the market, which can lead to better returns due to reduced competition [11][12]. Group 2: Importance of Customer Focus - Companies must prioritize understanding customer needs and preferences, as exemplified by successful firms like Huawei and ASML, which focus on being customer-centric rather than solely supply-driven [14][16][18]. - The concept of "good customers" is highlighted, where companies should aim to sell to clients who are willing to pay premium prices for high-quality products, thus creating a sustainable business model [21][22][24]. - The narrative stresses that traditional pricing strategies must evolve, moving away from competing on low prices to emphasizing the value and profitability that high-quality products can deliver to customers [21][24]. Group 3: Case Studies and Examples - The case of ASML illustrates how targeting the best customers, such as IBM, and understanding their specific needs led to significant business success and innovation [17][19]. - The experience of companies like Weili Xin and a ceramic valve manufacturer demonstrates that focusing on challenging projects and maintaining strict payment terms can lead to growth and stability in competitive markets [29][30][31]. - The success of brands like Fotile, which competes on quality and innovation rather than price, serves as a model for how Chinese companies can elevate their market position [22][23][26].

为推动传统产业高端化、智能化、绿色化融合发展，7月31日，广东省召开省加快推进现代化产业体系 建设专题会议（传统产业"三化"融合发展专场），组织有关政府部门、专家学者、各级人大代表和企业 代表召开专题调研座谈会。 "需求萎缩、消费降级、订单减少、产能过剩等问题是我们相当长时间要面对的一个基本形势。"在交流 发言环节，北京大学博雅资深教授、北京大学国家发展研究院原院长、中国人民银行货币政策委员会原 委员周其仁表示，当前，传统产业和企业在面临"世界总需求收缩，全球贸易总量下降"的挑战时，应面 对现实、突围寻路。 北京大学博雅资深教授、北京大学国家发展研究院原院长、中国人民银行货币政策委员会原委员周其 仁。南都N视频记者 朱唯信 摄 "细处求精益，宽处谋布局，高处争独到。"周其仁说，他从广东传统企业转型实践中发现了这三条经 验。 "企业要花大量时间看客户的潜在需求，不要只看对手。"在谈及企业如何走出当前困境时，周其仁认 为，企业要把效率放到第一位的同时，还要以客户为中心。"近期，有一款小家电成为了爆款。广东人 喜欢喝茶，有款茶具在烧水的功能之外增加了制冰器，销量大增，这是满足了家庭里面年轻人的需 求。"周其仁举例说 ...

7月31日，广东省人大常委会召开省加快推进现代化产业体系建设专题会议（传统产业"三化"融合发展专场）。会上，知名经济学家、北京大学国家发展研 究院原院长、北京大学博雅资深教授周其仁进行发言。 756 16 他指出，当前全球经济形势下，我国传统产业和企业面对的是"水落石出"的形势，世界总需求收缩，全球贸易总量在降，原因就是发展中存在"不可持续、 不平衡、不协调"的问题。需求萎缩、价指下跌、消费降级、"内卷"、订单减少、产能过剩等问题是全球面临的挑战，同样也是我国企业相当长时间要面对 的一个基本形势。对此，周其仁说，企业应该面对现实、突围寻路。 图 | 记者 邓鼎园 首先是"细处求精益"。以前，经济高速增长的时候企业难免粗放经营。而现在，企业节约成本可以"挤出水来"，大量节约成本。例如，土地节约、厂房集 约、流水线优化、工序改进，转变观念转变做法，能让很多企业在困难的时候多一口气。 "企业要先做精益，再搞数智化，流程没改造之前搞数智化，背上个包袱，将来更难改。"周其仁说。 其次是"宽处谋布局"。从长远来看，当前全球经济面临的困难对中国经济的发展也是机遇。中国企业要拓宽视野，推动全球布局。未来我国不光是产品卖到 全 ...