Compared with some major international corporations, we can see that the domestic existing magnesium oxide manufacturers and suppliers are still in the dry tree. Some problems are waiting for us to resolve.
In the first place, the domestic magnesium oxide suppliers and manufacturers are lack of strategic thinking which is standing in globalization and collectivise. Their eyes always focus on the domestic market and the short-term benefit. Domestic enterprises are short of collectivize theory and culture to support. At present, compared with international top enterprise, Chinese magnesium oxide industry is comparatively small and scattered.
In the second place, affected by unstrong intellectual property protection and dispersive technical research power, the investment for magnesium oxide technology is relatively less, and the core technology is lacking.
Next, it is the hysteretic sense of competition in the aspect of decision, information, intellectual property, standard and other strategic levels. In the world competition, the domestic magnesium oxide suppliers and manufacturers always are in the dock.
In the end, it is the deficiency of consciousness of risk. In the investment, there is less risk assessment. The blindness in investment and follow suit are seriously. In the producing and management, it not only have not mitigate risks consciousness, but also do not set up the crisis handling mechanism. In the magnesium oxide market competition, sometimes for the right infringement and trade friction, they can not protect themselves through using the legal means.
Therefore, for the problems, the expert from Meishen Technology points out that there are three points on the development of magnesium oxide chemical industry:
One is strictly reducing or eliminating high consumption products, combining with strategic new industries of the nation. According to their own superiority and characteristics, enterprises should orient the unique develop direction and industrial chain.
Two is using the market and government to control and restructure enterprises, to realize advantageous complementarities and grow stronger and larger, to enhance risk resisting capabilities. This point can pave the way to go abroad for domestic magnesium oxide suppliers and manufacturers.
Three is strengthening the ability of independent innovation to break the foreign technical monopoly. In addition, it should be promoted at the same time to energetically develop high-end products for fundamental research, engineering research and applied research. In the end, it can improve the competitiveness of domestic magnesium oxide chemical industry.
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