After the 30th month of the joint venture, the unified lubricant that has been striving to change suddenly sent a strong signal to the market: The shareholders of the joint venture are full of confidence in the development of the company and will continue to invest in brand, production capacity and personnel development. On this basis, new formulas and new packaging products will be introduced to implement the "further step" strategic connotation.
“We will be the first to introduce a new batch of new formula and new products. We hope to develop the brand while making hot products.†Li Jia, general manager of Shell Uniform (Beijing) Petrochemical Co., Ltd., told this reporter.
It is reported that with the help of Shell's technology, Lubricants has carried out a series of forward-looking research and development in accordance with the changing needs of automobiles and engines, and launched the Euro III, Euro IV and Euro V engine oils, CNG fuel-specific engine oils, and alcohol fuel-specific engine oils. Long oil change engine oil (50,000 to 150,000 kilometers oil change), "fuel-saving" engine oil, full-life gear oil and so on. The packaging of these new products will adopt a brand-new puzzle design, so that the product logo of the unified lubricant will have a distinct personality and a sense of integrity.
Since the joint venture on September 22, 2006, Lubricants has been committed to the integration and optimization of culture, management, and supply chain, and has been in the media. What is the biggest change in the company after the joint venture?
“I think our cooperation has been very successful. At present, like us, starting from the acquisition negotiations, the example of accompanied and developed along the way is really rare. After the joint venture, the brand of unified lubricants remains unchanged, and the unified lubricant is retained. While fighting, focusing on speed, and staying ahead, we have integrated Shell's spirit and system of quality, integrity and SGBP. For me personally, I used to be an authentic actor and now a professional actor. To develop, now I have to think about how to continue to develop, how to deal with long-term and short-term conflicts, control risks, and make scientific decisions," said Li Jia.
With the support of the Group, Lubricants has implemented a “further†strategy that spans many aspects of procurement, production, management, scientific research, branding, services, and sales. Most of the energy is spent on internal integration. Therefore, in the eyes of the outside world, the market performance of unified lubricants has been somewhat flat in recent years.
“Our market share has not changed much in 2008; performance has fallen by 10% from our pre-determined goal, which is about the same as in 2007; because we made a lot of fixed investment, our net profit is not as high as before. But we have consolidated many foundations and high-end products. The proportion is constantly rising, and we can produce products of the same level as Shell.We want to do high-end products, but the goal is the mainstream customers in China.In other words, we have to do the 'mass' in the lubricant, not the 'Benz', 'BMW 'Lijia said frankly. He also stated that after the joint venture, Lubricants have realized the return of fundamentals, that is, return to the product, customer value, supply chain capacity, speed, service and talent cultivation, and is committed to becoming a value-driven enterprise.
Although the current economic environment is more subtle, after more than two years of adjustment, the unified lubricants have full confidence in the domestic market.
“Our current sales volume is relatively good. In March, we should be able to reach the level of the same period of last year. The domestic market is very large. Our market share is only a small part. The reduction in total demand has a very limited impact on us. After the joint venture, The investment in fixed assets for unified lubricants has been several times as high as before and the fundamentals have been made very solid. The crisis is precisely the time when we are looking for opportunities. We set ourselves a growth target of 17%, said Li Jia. He also said that the unified lubricants will continue to deepen the second and third tier market, diesel engine oil, motorcycle lubricants market, while focusing on the development of car oil, and to achieve a 44% increase in the bridge car oil.
After Lubricant became a member of Shell, Li Jia also gradually completed the transition from the “essential actor†to the “professional actorâ€, and the words and deeds of transnational culture.
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