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The article discusses the development and transformation of China's electric tool industry under national policy guidance. It emphasizes the importance of hard work and proactive strategies to ensure survival and growth in a competitive market. Rather than focusing on complaints, the industry must push forward with vigor, expand international markets, increase foreign trade exports, and establish a model for rapid and sustainable development. This will lead to a positive cycle and practical implementation.
After years of effort, China's power tool industry has developed a clear corporate structure. Large-scale, profit-driven companies are becoming more prominent, and medium and large enterprises play a key role in shaping the industry landscape. The level of industrial concentration has significantly improved. Several power tools have been recognized as China's famous brands, which is a positive sign for the entire sector. However, being a "famous brand" is not a permanent status—it will be re-evaluated in the future. Maintaining this reputation is even more challenging than obtaining it, and six companies that have earned this title must cherish and protect their hard-earned honor. Additionally, many companies in the power tool industry are accelerating their brand-building efforts, understanding that while the industry has great potential, the path to long-term success remains long and demanding.
As a learning model, the industry is not only adopting advanced equipment from foreign companies but also undergoing large-scale technological upgrades to increase production capacity and technical standards. They are also learning from foreign management practices, including marketing strategies and after-sales services, and quickly building their own efficient networks and service systems. Domestic companies have also realized the importance of product quality and brand promotion, aiming to create globally recognized brands. Through these efforts, they have made significant progress. Over nearly a decade, China has reversed the situation where imported power tool brands dominated the domestic market. Today, the share of Chinese power tools in foreign markets has risen to 90%.
The restructuring of the corporate landscape is now essential. We recognize that implementing a brand strategy requires adjustments within the industry structure. There are numerous companies in the electric tool sector, and over the past ten years, the Electric Tools Subcommittee of the China Electrical Equipment Industry Association has strengthened industry research and actively promoted structural adjustment. In regions with concentrated power tool companies, such as Zhejiang, Jiangsu, and Shanghai, there has been strong support for leading and powerful enterprises. Many companies have introduced advanced production technologies and testing equipment from both domestic and international sources through technological upgrades, achieving or approaching levels comparable to those abroad. In terms of personnel training, these key enterprises have recruited or cultivated a large number of skilled professionals who understand technology and possess strong marketing abilities, establishing high-quality and efficient teams. In marketing, many top enterprises have learned from world-renowned power tool companies, adapted their strategies to local conditions, continuously optimized their approaches, and achieved simultaneous improvements in product quality and marketing performance.