Cha Zhengwang, on behalf of the company's Party committee and leadership team, expressed appreciation for the achievements made by the sales system. He encouraged everyone to engage in more in-depth exchanges and deep thinking, and to draw lessons from case studies. At the same time, he put forward several requirements for sales work: 

1. Strengthen movement. Really do "run, soak, weave", utilizing the company's complete product structure and industrial chain, meticulously cultivate, increase customer information volume, adhere to long-termism, further consolidate the market foundation. 

2. Uncover highlights. Uncover the highlights of products and services, utilize new media for extensive promotion, and generate a new "traffic economy." 

III. Plan in detail. Improving execution and following instructions are the quickest ways to success. Deeply cultivating the market is the quickest way to continued success.

He Sheng said that in 2022, Zhongchen Light Machinery achieved a remarkable rebound in the face of repeated COVID-19 outbreaks and market fluctuations, with both sales revenue and profits increasing by nearly 30%. He pointed out that in 2023, the sales system should focus on the following aspects around the enterprise positioning of "building a globally respected excellent supplier in the food packaging industry" and the "eight good" target requirements: 

1. Pay close attention to market promotion after the epidemic is lifted, utilize big data traffic and domestic and international exhibitions to tell the story of Zhongchen's development to the industry and continuously shape the charm of the Zhongchen brand. 

In terms of product offerings, we should establish the standard model for complete production lines of Zhongchen Light Machinery to seize market headline opportunities and lead the trend by undertaking more complete production line projects, large single-machine projects, and technological innovation projects. In terms of customer groups, we should continue to expand the scope and depth of development of large customers and fully cover regional markets, making our regional customers of high quality. 

III. Project engineering management should take project acceptance as the core indicator, coordinate all resources, enhance the satisfaction of key customers and the efficiency of acceptance, technical support standards, and cost reduction, quality improvement, and efficiency enhancement. 

Four, continuously strengthen the KPI evaluation of regional and project managers. Deepen the implementation of "list-based" management to enhance the job performance of the workforce and employees; in terms of human resources, adhere to the principle of "high-profile, high-level, high-pressure, high-energy, and high-efficiency".