Company News
See the Whole Picture, Win the Battles
Release time： 2017-04-01 Publisher： By Nader
2017 is a crucial year for Nader to make leaps forward and reach higher levels. We have confirmed that to realize our general policy of “growth, cost reduction and elimination”, we have to fight 7 battles. After over 2 months of decoding, connecting and promising layer by layer, we have formed a team consensus and team commitment. In the battlefield, the battle drum encourages everyone. From the top to the bottom, everyone in the company is eager to make progress and has thrown themselves in the fierce battles.
People incapable of seeking development for generations to come cannot seek development for now; people incapable of seeing the whole picture cannot see a corner. At critical moments in battles, we mustn’t forget our original intention and we must climb high to see far. This is the aim of learning and reviewing Nader philosophy and strategy.
The mission, vision, values and strategy are called our “4 guidelines”. They answer such core questions as who we are, why we do, what we do and how we do, etc.
According to the famous McKinsey 7s model, strategy, structure, systems, style, staff, skills and shared values play important roles in enhancing a company’s competitiveness. They are important conditions to ensure business success.
Strategy means the choice of direction, the choice between yes and no, the choice of path made by an enterprise in its process of development by positioning, choosing, arranging, to achieve its long-term goals. A long-term goal is an enterprise’s fundamental objective in the long run and the principal objective to determine its success. The choice of direction means an enterprise’s business scope. The choice between yes and no means what an enterprise do and what it doesn’t do. The latter is particularly important!
Strategy plays a very important role in an enterprise’s development. It determines an enterprise’s development direction. Strategy implementation decides an enterprise’s survival.
The essence of strategy is the commitment to and perseverant pursuit of a priority order in resource allocation. Strategy implementation essentially is to stick to the priority order, persistently and resolutely invest in the set long-term goals. Therefore, strategy is also an investment behavior.
The “Nader Guidelines on Development” issued in 2016 uses 22 articles in the 2nd chapter to set forth our company’s strategy and tactics. It describes Nader strategy like this:
“Insist on a customer-centric orientation, focus on the low-voltage apparatus field, and choose the focus strategy.”
“Keep promoting product R&D, technology innovation and management reform, form an international first-class R&D platform, supply chain management system, intelligent manufacturing equipment system, professional and efficient marketing network, provide target customers with low-voltage electrical system solutions, gradually make Nader an international leading enterprise in the low-voltage apparatus industry. "
——“Customer-centric orientation” is the foothold we will stick to in the long run.
When we discussed the “Nader Guidelines on Development”, we decided Nader’s mission should answer the question “what does Nader exist for besides making money?” In the end, we condensed Nader’s mission into “let people use electricity more safely, conveniently, efficiently”. Why do customers choose Nader? Why do they buy Nader’s products and services? There is only one reason, which is Nader’s products and services can meet their needs better, can bring them better value. Therefore, the reason and meaning for Nader’s existence is to meet customer demands better and create value for customers. This also decides Nader’s strategic choice of the customer-centric orientation.
Nader is an “outside-in” manufacturing enterprise. All our market activities and production activities must abide by the nature of BTOB marketing. We must always stick to the customer-centric orientation, make it our No. 1 duty to “meet customers’ real needs, solve customers’ problems and pain spots”
It’s our inevitable choice to focus on the low-voltage apparatus field.
17 years of entrepreneurial practice and management accumulation have laid a foundation for Nader to focus on the low-voltage apparatus field. Our core competence, expertise, industry status and market accumulation enable us to grow in this area. The low-voltage apparatus industry’s future development trends and market size provide us with a big enough stage. The state's industry policy, “One Belt, One Road”, urbanization and new energy create a huge market demand for us.
The “focus strategy” is Nader’s consistent magic weapon tested by practice in development.
For 17 years, Nader has focused on market segment development, product capability enhancement, constant investment and reform, strength cultivation. We started from a Miniature Circuit Breaker, from one industry. When a product becomes mature, we consolidate it; when a product becomes developed, we reserve it. Every 2-3 years, our product capability reaches a new level; every 2-3 years, we take a new industry. It’s focus that has created today’s Nader.
To “insist on a customer-centric orientation, focus on the low-voltage apparatus field, choose the focus strategy”, the key is to constantly do a good job of product R&D, technology innovation and management reform, create a R&D platform, supply chain management system, intelligent manufacturing equipment system, professional and efficient marketing network, form the ability to provide target customers with low-voltage electrical system solutions, gradually realize the strategic goal of making Nader an international leading enterprise in the low-voltage apparatus industry.
