As the economy enters a "new normal," where should prefabricated housing companies go from here?

  The development of prefabricated housing enterprises has been significantly impacted by China's economic development entering a "new normal," bidding farewell to the high-speed growth of around 10% seen in previous years . This will have a profound influence on the development of enterprises across various industries, especially on their transformation and upgrading. In this environment, where should prefabricated housing enterprises go from here ?

  The industry has entered a "new normal".

  Currently, the industry has entered a "new normal." Under this new normal, consumer spending has become more rational, and demands are increasing. Businesses are finding it increasingly difficult to make money, and the market competition mechanism is relatively reasonable. The development of internet technology has brought about new sales methods and platform changes, extending the lifespan of this new normal. This is because information technology allows consumers to more conveniently and easily understand businesses and products; previous methods of deceiving and misleading consumers are no longer effective, forcing businesses to honestly focus on making good products and providing excellent service.

  Enterprise management capabilities need to be developed in a comprehensive and balanced manner.

  Modern enterprises need comprehensive and balanced development of management capabilities; this is the most fundamental element of an enterprise and remains an unchanging truth under the new normal. With changes in the market environment, companies that previously neglected institutional and basic system construction, product competitiveness, and management efficiency, and failed to be market- and consumer-oriented or cultivate talent, are now facing problems. Modern enterprise management is a systematic project; long-term success cannot be achieved by relying on a single strength. The "barrel theory" illustrates that a company's success depends not on its strengths, but on its weakest link. From this perspective, many companies, over years of development, have been blinded by so-called good performance and market returns, failing to see their own weaknesses and contradictions.

  A company's development requires a strategic vision.

  A company's development requires a strategic vision; it shouldn't let today's success become tomorrow's stumbling block. Many companies that achieved great success in the past were inevitably eliminated if they didn't proactively adapt to market changes and innovate. From this perspective, companies must keep pace with the times, constantly innovate and transform, challenge themselves, and dare to reinvent themselves. Only in this way can they be reborn. They shouldn't stick to past practices or become complacent with past achievements; otherwise, they are destined to fail.

  The market is changing, and businesses must change accordingly. They need a longer-term vision for operation and shouldn't pursue short-term gains and profits. Today's efforts are preparations for tomorrow, but many companies fail to see this, exhibiting excessive impatience and short-sightedness. This "common problem" exists not only in this industry but also in other sectors in China, although major international brands are relatively better. Within this industry, we are still in a nascent and extensive stage, with companies exhibiting short-sightedness in fundamental aspects such as operations, institutionalized management, and talent development.

  In short, as the industry continues to evolve, some companies stand out while others decline. This is an inevitable result of industry development. Those who fall behind will be vulnerable to attack. Companies need to keep pace with the times and continuously improve their own strength in order to avoid being eliminated.