The differentiation of enterprises significantly accelerated the acceleration of industry mergers and reorganizations. According to the Top 50 report, the differentiation of listed companies was notable, not only in terms of operating income before the first place and the 50th place, but also in the gap between the echelon teams, of which less than 10. 100 million yuan accounted for 50% of the company. The second echelon (8th-15th place, sales volume is between 2-4bn yuan) and the first echelon (1st-7th place, a company with a scale of more than 10 billion yuan) have obvious faults.

This shows that China's construction machinery leading enterprises have a strong industry consolidation effect. On the other hand, some of the top 50 Chinese construction machinery manufacturers have weak competitiveness.

Su Bo, deputy director of the Ministry of Industry and Information Technology, stated that China's construction machinery industry must comprehensively upgrade the core competitiveness of its industries by accelerating the cultivation of independent intellectual property rights and independent brands, developing large enterprises and large corporations with international competitiveness, and promoting the combination of powerful companies and trans-regional mergers and acquisitions. , overseas mergers and acquisitions and investment cooperation, in-depth implementation of "going out" strategy and improve the level of international operations.

Changing the competition model to create an efficient industrial chain system In recent years, China's construction machinery industry has undergone a change in its development model, and its economic restructuring has yielded significant results. Most Chinese companies have gradually changed from a simple scale-based growth and market-driven development to a value-driven growth. The overall strength has grown rapidly, and international competitiveness and international industrial status have greatly improved. At present, not only the amount of production and sales ranks first in the world, but also meets nearly 90% of the market demand in mainland China.

Chairman Xu Min of XCMG Group stated that the first task of the Chinese machinery industry is to focus on change adjustment in the growth momentum, focusing on transforming the “scale-based” competition model into a “value-orientated” competitiveness system. The quality of growth, depth of user value elements, technology, innovation, brand, model changes, and industrial chain growth and reorganization.

Chinese enterprises must completely change the extensive development model in the past, from the former pursuit of scale, growth-based growth, to value-oriented development, with quality and profit as the core development. At the same time, Chinese companies must also create a high-quality development platform and an efficient industrial chain system to build a new pedal that can sway the future.