he Molded Graphite blocks produced by our company are also called Carbon Graphite Blocks, which can be divided into extruded graphite blocks, extruded graphite squares, molded graphite blocks, molded graphite blocks, Isostatic Graphite blocks, and graphite blocks according to different processing procedures. Different particle sizes can be divided into: fine-grained graphite block, graphite square, medium and coarse-grained graphite block, graphite square, coarse-grained graphite block, etc. Strong chemical stability, high temperature resistance, corrosion resistance, strong lubricity, long service life, can be customized according to customers. Needs to be customized according to size. Molded Graphite,Large Graphite Block,Molded Graphite Block,Carbon Graphite Block CARBONS TECH&CREATION(HENAN) INDUSTRY CO.,LTD , https://www.kyisostaticgraphites.com
The general direction and targets of the “Twelfth Five-Year Plan†of China’s Big Four Automobile Group are released. From the perspective of specific targets, except for SAIC Motor’s annual sales target of 6 million units, the other three major groups will all come to the “Twelfth Five-Year Planâ€. At the end of the year, the sales target was locked at 5 million vehicles. According to the plan, the total capacity of the four major groups at the end of the “Twelfth Five-year Plan†will reach 21 million.
SAIC
Hu Maoyuan, chairman of SAIC, revealed that SAIC’s goal is to have a 20% market share in the traditional and new energy automotive areas during the “12th Five-Year Plan†period, that is, if the Chinese market achieves 30 million sales in 2015, SAIC Motor will Will sell at least 6 million cars. This means that during the 12th Five-Year Plan period, SAIC will double its capacity on the basis of 2010, from the current 3 million to 6 million.
In self-owned brand building, SAIC's main brands of passenger cars are Roewe and MG. These two brands were born in the second year of the “Eleventh Five-Year Planâ€. Since the advent of the “Eleventh Five-Year Planâ€, Roewe and MG have achieved certain achievements in brand image building, new product launch, and network layout. During the “Twelfth Five-Year Plan†period, SAIC’s new energy vehicles have the same market share as traditional cars. At the end of last year, SAIC's own-brand hybrid sedans have been put into mass production, and the fuel saving rate of products can reach 20%. In 2012, Roewe 550 plug-in strong-mix cars will also be listed.
It is worth noting that SAIC's "12th Five-Year Plan" regards international business as an important development direction. SAIC plans to join hands with GM in exploring the international market in addition to the export of its own-brand passenger cars and commercial vehicles. The MG's factory in the UK has been put into production, and SAIC's UK dealers are conducting preliminary promotion work for MG6. The Yuejin brand in SAIC's commercial vehicle segment was sold by Iveco in key global markets. It is reported that during the "12th Five-Year Plan" period, SAIC plans to join hands with GM to enter more international markets including India.
Comments: In 2010, SAIC's main vehicle joint ventures Shanghai General Motors, Shanghai Volkswagen and SAIC-GM-Wuling reached the scale of production and sales of millions of vehicles. In other words, SAIC Motor’s “Eleventh Five-Year†sales are still contributing to the joint venture. Therefore, SAIC Motor in the "12th Five-Year Plan" proposed that it will pay more attention to independent brands and independent research and development, annual production and sales of independent brands and domestic R & D vehicles to break through 40% of the total. It is not difficult to see from the plan that SAIC will not only continue to promote the advantages of traditional cars, but also focus on the development of the entire new energy automobile industry. During the “Twelfth Five-Year Plan†period, SAIC New Energy Automobiles shall form a system of independent innovation capabilities and form a domestic auto parts supporting system with independent product development capabilities. SAIC has carried out international business in various forms during the "11th Five-Year Plan" period, and has also learned lessons. Therefore, during the "12th Five-Year Plan" period, SAIC may have new breakthroughs in international market expansion.
Dongfeng Motor
Xu Ping, chairman of Dongfeng Motor, stated: “Dongfeng Motor will steadily advance in accordance with the established strategy, first become stronger and bigger, guarantee high quality and rapid development, and strive to achieve the target of annual production and sales of 5 million vehicles in the next five years.â€
Dongfeng's overall market share in 2010 reached 14.5%, and the market share of sedan cars, SUVs, MPVs, light, medium and heavy trucks, etc. remained almost 10% to 20%. In Dongfeng's “Twelfth Five-Year Planâ€, in order to realize the production and sales target of 5 million vehicles, Dongfeng proposed two key tasks to speed up the transformation of development methods and accelerate the pace of independent development, as well as independent brands, joint ventures, foreign businesses, and new energy sources. Seven key strategic areas including automotive, automotive key assembly, independent innovation capability and talent team.
Compared with other three major groups, Dongfeng still has a gap in its own-brand passenger cars. Therefore, Dongfeng's “Twelfth Five-Year Plan†puts its own brand in the first place in the seven key strategic areas, and for the first time it has clearly defined the specific goals of independent innovation capability: Dongfeng will form its own brand passenger car and commercial vehicle in 2015. As well as engines, transmissions and other key powertrains, China ranks in the forefront of comprehensive development capabilities. In the next five years, Dongfeng will invest RMB 3 billion in R&D and industrialization of energy-saving and new energy vehicles. It is expected that products will be available in 2012 and 2013, including hybrid vehicles and pure electric vehicles. By 2015, the number of Dongfeng hybrid vehicles will reach 100,000, with the industrialization of pure electric vehicles and the production and sales of 50,000 vehicles.
Dongfeng plans that by 2015, Dongfeng Fengshen brand will become the leader of the domestic independent passenger vehicle brand, and will reach the production scale of 300,000 vehicles by then. To this end, Dongfeng Passenger Car Company will introduce five vehicle platforms from 2010 to 2014, covering mid-level, mid-to-high and high-end mainstream ranges, launching dozens of models, with 1.4L to 1.6L and 2.0 to 2.4L in succession. Two series engine production capacity.
Comments: Compared with other three major groups, Dongfeng's product line is the most balanced, with comprehensive coverage of all models and grades. In 2010, in addition to Dongfeng Nissan's sales of 650,000 vehicles, sales of Shenlong, Dongfeng Yueda Kia, Dongfeng Commercial Vehicle, Dongfeng Shares, Dongfeng Xiaokang, and Dongfeng Honda were all around 300,000. Although Dongfeng Fengshen has not yet entered the mainstream as an independent brand passenger vehicle, Dongfeng’s determination to develop its own brand of passenger vehicles must not be shaken. Dongfeng also has four independent brand development platforms: Dongfeng Yulong, Dongfeng Commercial Vehicle, Dongfeng Liuzhou Automobile and Dongfeng Xiaokang. During the “Twelfth Five-Year Plan†period, Dongfeng will emphasize the business synergy between its own brand passenger car units and strengthen resource sharing. Strengthen your own brand.
FAW Group
With 5 million vehicle sales and a market share of 20%, FAW has proposed an ambitious “12th Five-Year Planâ€. In order to achieve the hard targets for operations in 2015, FAW will invest 150 billion yuan. FAW's "12th Five-Year Plan" strategic plan involves many aspects of products, technologies and investment. During the “Twelfth Five-Year Plan†period, FAW’s five major areas of commercial vehicles, light vehicles, mini-vehicles, and cars will be fully launched, and each area will have a clear product line and annual sales target. By 2015, FAW's total vehicle sales will exceed 5 million, and its own brand percentage will exceed 50%.
The self-owned brand became the top priority during FAW's “12th Five-Year Plan†period, in which the red flag’s production was listed as an important part. It is understood that from the product strategic planning to the market positioning of the Red Flag resumption of production plan, Xu Jianyi, general manager of FAW, has drawn up the plan. According to FAW's plan, two new Hongqi products will be introduced to the market in late 2011 or early 2012. According to the product plan previously disclosed by Xu Jianyi, in the future, the Red Flag will definitely take the high-end route. The product is targeted at commercial vehicles. In addition to high-end cars, it also includes MPV and SUV models. In addition to R&D base construction and engine expansion projects, FAW also decided to establish a modeling center to promote FAW's own-brand passenger vehicle business in a comprehensive manner. In combination with the characteristics of the Chinese market, the FAW brand's own main products will be modeled in style.
In addition to reshaping its own brand, FAW also stressed the development strategy of new energy vehicles in the “Twelfth Five-Year Planâ€. It will use strong passenger cars, high-grade and high-grade passenger cars, plug-in mid-size cars and pure electric vehicles. The economical sedan mainly focuses on commodities, focusing on breakthroughs in 60 core technologies including power motors, electromechanical coupling, power batteries, vehicle control, and key components that must be electronicized.
Comment: The revival of the Hongqi brand has been slow. The red flag was revived and efforts were made to revive the Hongqi brand. During the “12th Five-Year Plan†period, FAW apparently had to re-establish the image of the Hongqi brand. The development potential of FAW Jiefang’s future cannot be ignored either. FAW Jiefang J6 heavy truck and diesel engine won the first prize of national scientific and technological progress, which means that FAW Liberation has greatly surpassed its competitors in R&D strength and reached international level. In the area of ​​joint ventures, FAW has grown to a certain scale. Only by continuing to strengthen its own brands, will it be possible to regain the first chance. Independent innovation is replacing joint ventures, and it has become the core of FAW's future strategic plan.
Chang'an Group
In 2010, Changan Group sold 2,378,800 vehicles. Among them, the total sales volume of Changan Automobile was 1,901,800, an increase of 35.43% year-on-year, which exceeded the expectation of 1.8 million vehicles. Unlike the other three major groups, Changan’s own-brand vehicles accounted for 74.2% of the overall sales with 1,763,500 units, but the vast majority were micro-vehicles, with only 21.75 million cars, which accounted for only 9.14% of the Changan Group’s overall sales. Changan once proposed in 2009 that it will achieve a sales target of 2.6 million units in 2015. In the “T138†plan announced last year, Chang’an Group has set a clear goal: In 2012, Chang’an brand will become a major brand in the Chinese automobile industry, and its independent innovation capability will lead the country. By 2015, it will become a leading enterprise for Chinese companies to become internationalized. During the “Twelfth Five-Year Plan†period, production and sales volume will be increased to 4.5 million units, an increase of more than 100%, and the market share will reach 16.5%. In this context, Changan plans to raise the proportion of sales of self-owned brand cars to 22%, and sales volume should reach nearly 1 million.
The development of self-owned brands is crucial to the future of Chang'an. However, self-owned brand cars are often costly in the initial stages of construction and promotion. If the self-branded products launched by the company cannot quickly capture market share and form economies of scale, overall business plans and strategic objectives may not be realized. In this context, Changan Automobile, which recently issued additional A shares, began to raise funds for technological transformation, including micro-vehicle expansion technology upgrades, small-displacement engine industry upgrades, and enhancement of independent research and development capabilities. At the same time, Changan Automobile plans to upgrade energy conservation and emission reduction technologies and new energy R&D technologies during the “12th Five-Year Plan†period. Among them, the A share issuance plan is a preliminary step for Changan to achieve industrial upgrading and accelerate the development of new energy vehicles. After all, in the next few years, Changan will invest 10 billion yuan in technological innovation, accelerate the development of new energy vehicles, and insist on accelerating the development of new energy vehicles and independent research and development in accordance with the hybrid, pure electric, and fuel cell three-headed model. Strategic product upgrades.
Comments: Compared with other three major groups, Changan still has a big gap in the development of joint ventures and commercial vehicles. In 2010, the shares of Hafei and Changhe of the Changan Group all declined in the micro-customer market. Hafei's micro-customer sales decreased by 15.9% to 213,100 units, and its market share also decreased by 2.7%. Sales of Changhe Micro's 18.4% were lower than the sales growth of Hafei. Industry average. Therefore, for Changan, if it is necessary to achieve catch-up during the “Twelfth Five-Year Plan†period, in addition to fully develop its own-brand cars and new energy vehicles, if it can play an advantage in the integration of mergers and acquisitions, it may be a short board to fill in the products. More realistic choices.
Henan Kaiyuan special high-purity graphite manufacturer, Large Graphite Block, the use of molded graphite block: widely used in refractory materials and coatings in the metallurgical industry, stabilizers for industrial pyrotechnic materials, pencil leads in light industry, carbon brushes in electrical industry, and batteries in battery industry. Electrodes, fertilizer industry catalyst additives, etc. After deep processing, high-purity graphite can also produce high-tech products such as graphite milk, graphite sealing materials and composite materials, graphite products, and graphite anti-friction additives, which have become important non-metallic mineral raw materials in various industrial sectors.
