When the tide of the market recedes, it becomes clear who is swimming naked. After experiencing a surge in the number of high-altitude work platforms in China from "poor and poor" to nearly one million units, the industry has suddenly ushered in an era of stock competition characterized by "starting at a loss". At this critical turning point, a consensus is becoming increasingly clear: if service issues are not fundamentally resolved, the future of the entire industry will be difficult.
Hidden worries under prosperity: service vacuum behind high guarantee volume
The stock scale of China's high-speed machinery market has ranked among the top in the world, but behind its wild growth is a serious lack of service capabilities. According to industry estimates, there may be nearly 100000 devices currently idle or semi idle, forming stagnant assets worth billions of yuan. Behind this superficial prosperity is a serious imbalance in the entire industry ecosystem.
As Mr. Wang Zhijun, the General Manager of Zhejiang Gaokong Intelligent Technology Co., Ltd., stated at a previous strategic press conference, "China's high-speed aircraft market has shifted from a period of rapid growth in new aircraft to a period of more comprehensive industry composition, more intense competition, and more cost sensitive." The market is characterized by a significant decline in rental prices, tight cash flow for leasing companies, and a surge in demand for second-hand mobile phone transactions. However, under this complex phenomenon, one of the core constraints is that the equipment after being released from warranty is basically in a state of self-service.
Multi party dilemma: Who is suffering from the pain of service?
The pain of service shortage is spreading in every link of the industry chain.
1. Manufacturer: Under the genetic code, manufacturers face numerous difficulties in operating in the aftermarket due to their divergent genes. They are accustomed to large-scale production and sales, but facing the stock equipment of different brands and spread across the country, the traditional "self built decoration team" service model has high operating costs and low efficiency, and is no longer able to cope.
2. Leasing companies: Struggling in asset depreciation and cash flow deterioration, leasing companies of all sizes are struggling. Large leasing companies have a large inventory and wide distribution of equipment, making it difficult to achieve effective control and service coverage; Small and medium-sized tenants are unable to build their own service teams and cannot find reliable social maintenance resources. A service engineer managing around 800-1000 devices cannot guarantee service quality at all.
3. Fund side: Asset security is facing a "black box" situation, and the fund side is also in trouble. Lack of professional equipment evaluation and control capabilities makes it difficult to accurately value assets and control risks. The poor disposal channels of debt machines have seriously affected the liquidity and reinvestment ability of funds.
The way to break through: building a comprehensive aftermarket ecosystem
In this context, the industry is exploring new development paths. Mr. Wang Zhijun believes that if reliable services cannot be provided for the vast majority of out of warranty equipment in the market, small and medium-sized lessors will not dare to buy second-hand equipment freely, because they are worried that the purchased equipment will not be able to buy reliable accessories and reliable technical services, which will block the development of China's high-end mobile phone market and affect the next healthy development of the entire market.
The innovative business model of Zhejiang Gaokong Intelligent Technology Co., Ltd. provides new ideas for the high-quality development of the industry. Mr. Wang Zhijun has designed the company's focus around four core scenarios: negative asset liquidity, secondary mobile phone trading, optimization of accessory supply chain, and integration of aftermarket resources, and proposed systematic solutions.
1. In terms of optimizing asset value, activate the value of existing equipment through professional evaluation and remanufacturing technology, combined with capital support. Especially in the field of oil to electricity conversion, equipment renovation is carried out according to remanufacturing standards, significantly improving the asset utilization rate of old equipment.
2. In terms of supply chain integration, establish an efficient and reliable spare parts supply system, reduce spare parts procurement costs and improve supply efficiency through centralized procurement and online shopping models.
In terms of service network construction, we will integrate high-quality service resources, build a cross brand and cross regional shared service platform, and significantly enhance the overall service capabilities of the industry.
4. In terms of digital platform construction, leveraging the Internet of Things and big data technology to achieve full lifecycle management of equipment, providing transparent and trustworthy data support for the industry.
Building an ecosystem: making the industry's' water 'flow
The activity level of mobile phone transactions directly determines the vitality of the entire industry. Only by establishing a reliable system from evaluation, to maintenance, and finally to after-sales support, can tenants have the confidence to participate in the circulation of second-hand equipment and thus activate their existing assets.
Mr. Wang Zhijun once used a vivid metaphor to describe his vision: a device is like a car running on the Beijing Shanghai Expressway, requiring countless visits to the "service area" for maintenance throughout its entire lifecycle. What the industry urgently needs is such a shared "high-speed service area" network. Building a nationwide shared service network, establishing cross brand and cross regional service stations, and providing one-stop services for the entire lifecycle of equipment are the foundation for the healthy development of the industry.
As Mr. Wang Zhijun emphasized, "The end of the aftermarket is asset management." The ultimate solution to the service problem relies on operating equipment as an asset that can be continuously managed and valued. This requires small and medium-sized leasing companies to have the confidence to purchase second-hand phones, and the funding side to dare to hold assets, forming a virtuous cycle of "water comes alive".
Reshaping Value with Services, Seeking the Future from Existing Markets
The deep adjustment of China's high-tech industry is a "coming of age ceremony" that shifts from pursuing scale expansion to emphasizing quality and efficiency. In this process, the degree of improvement of the service system will directly determine the future direction of the industry. The future competition will no longer be a single price competition, but a comprehensive ability competition based on service system, operational efficiency, and ecological synergy. During the communication, Mr. Wang Zhijun mentioned more than once that it is necessary to introduce financial resources into the high-tech aftermarket, especially in the secondary mobile phone trading, in order to add momentum to the secondary mobile phone market and revitalize the market. To bring financial resources into the market, a closed-loop guarantee system must be established.
If the problem of service is not solved, China's high-speed machinery will have no way out. The hope of breaking through lies in the ability to gather industry consensus and jointly build a new ecosystem of open, shared, and intelligent post market services. This is not only a necessary path to cross cycles and move towards high-quality development, but also a crucial leap for China to move from a "high-tech country" to a "high-tech power". When every device in the industry can receive precise and timely care throughout its entire lifecycle, China High Tech will surely usher in a more dynamic and resilient future.
