On 10 May 2023, the seventh China brand day, branded as an important symbol of high-quality development. During the era of promoting the branding countries, the Chinese clustering vehicle (301039.SZ/01839.HK) has always maintained “self-determined”, developed the Chinese brand of a competitive and well-known world, actively exploring the Chinese-style modern branding path.
From the difficult spellings of the Chinese market, the irreversibility of the North American market, the success of the transition to the European market, to the establishment of an inter-ocean operating system, to becoming a leading global semi-garage and specialized high-end manufacturing enterprise, a pioneer in the development of high-quality Chinese road transport equipment, an exploratory in the area of new Chinese energy-specific vehicles, the number of medium-sized vehicles in the last 20 years has become glaring.
This year, the third entrepreneurship was opened by the clustering of vehicles. The CEO and Managing Director of the Central Cluster Group, Lee Myo, stated that “the first entrepreneurship we call open space, the second entrepreneurship is ocean-based, and the third entrepreneurship will be the Star Sea”.
The brand records history are also witnessing the times. How will medium-size vehicles converge with the “star e-seas” over the next decade, sketching new chapters of high-quality development, pushing branding to the new ladder? It may be useful to trace its past choices, successes and challenges, or to sketch its development curve.
Open land: the semi-garage industry
The road transport vehicle industry is a multifaceted attempt by middle-groups, where vehicles are released. As early as the spring of 1999, the then Managing Director of the Cluster, M. M. M. M. M. M. M. M. M. M. M. M. M. M. M. M., was occasionally discovered during Australia’s leave with a brake that was very similar to the container, like a “conta container with a wheel”, with an appearance and high transport efficiency. The data show that the combined economic benefits of this dedicated vehicle for road transport can be increased by 30-50 per cent in transport efficiency, by 30-40 per cent in cost and by 20-30 per cent in fuel consumption, compared with the “uniform” vehicle.
It is also in mind that China is lagging behind in road transport equipment and that semi-banking trucks are replacing ordinary truckloads as a development trend in the road transport industry, and that the country has not yet matured semi-garage production enterprises, which can be expected to be a large market in which large development space can be won for middle-groups. Moreover, the technical and technological differences between semi-garage vehicles and containers are small, and the advantages of the group in the area of road transport are more evident.
In the light of this, M. M. McRae is determined to develop a semi-garage industry that replicates the successful experience of the container industry and promotes the full upgrading of Chinese logistics vehicles; the company’s management and technical team was then convened to learn from Australia and the United States and to set up a project team. After several years of technological damage and research and development, 2002 became the yen of the middle vehicle operation. This year, the Central Bank convened a “Calling Half-roll and Half-Clip service” at the deep-rooted concert, marking the formal launch of the semi-garage operation.
Subsequently, medium-sized vehicles began active at the production base. In 2003, the deep-seated vehicle production base was laid on the deep-pron hills; and since then, the Chinese-coloured industry has been fast-tracked and integrated into the Chinese semi-garage industry, such as the Tanhua, in the State of Jan, the horse of Mayo, the Jejuggle, the Swiss canners, the ponds, and the high cars, and has gained a leading position in the Chinese semi-garage industry. Chinese vehicles were rebuilt and rebuilt with Vanguard, United States of America, which opened the scene in the offshore market and subsequently acquired European SDC and LAG brands.
It is worth noting that in mid-2003 vehicles were successful in obtaining 13,000 container traffic orders from the world’s largest container shipping company, Maski, and this is the largest semi-garage order in China so far. At that time, the deep-rooted plant was not yet fully operational, and, in order to complete the development of all products, the clustered vehicle used a four-sided maintenance workshop in the south, which was assembled at the braille, began a difficult business.
This was an unprecedented and courageous exploratory attempt. In an interview on the 40th anniversary of the Group, Lee Myung-what stated: “The vehicle we are in China is well fitted with a vehicle brand, which will be ready for immediate landing in the United States is a very typical learning process. I am pleased and honoured to lead the business team to complete the first stage of entrepreneurship.”
Inter-ocean operations: building high-end manufacturing systems
The Quality Power Building Outline, released in February this year, makes it clear that China’s branding initiative will be undertaken to create a national internationally renowned brand. The Chinese vehicle has always maintained “inner functioning” in an effort to build a high-end manufacturing system, develop cross-ocean operational advantages, further advance global leadership and ignit high-end manufacturing brands.
Recalling that, at the beginning of the second year of entrepreneurship in 2010, medium-sized vehicles faced a situation of small, domestic operations, aggregation and overall weakness, and that, in order to support the full-scale construction and development of high-end manufacturing systems, companies experienced a shift from “global operations, local wisdom” to “interocean operations, local manufacturing”.
In 2012, the company introduced the concept of “global operations, local wisdom” development, along with the idea of focusing on doing business for North America. Guided by this strategic vision, a series of strategic initiatives, such as the Midway Island Plan, the Vanguard #2 Lightta Plant, the Eastern Lighthouse Plant, and the Arctic Warehouse Lighthouse Plant, have emerged. In 2020, in the face of a global changing international business environment, the shift of the corporate business concept to “interocean operations, local manufacturing”, with a greater emphasis on “local manufacturing” in the new phase, which has long been embedded in the local market, further strengthens the high-end manufacturing system and the management of new foundations.
Through bold and innovative strategic thinking and planning, as well as fine-tuned strategic communication and effective implementation, the clustering of vehicles has changed the previously “largest and weak” nature. In the second entrepreneurship, the total assets of the medium-sized vehicle fleet increased from $1.12 billion to $2,222 billion, the net assets increased from $3.59 billion to $136 million, the operating income from $148.0 billion to $2,262 million, the net profit from $650 million to $1.12 billion, and the indicators doubled.
Medium-sized vehicles have achieved impressive results globally and market shares for various products have increased further. Under G