July 11–12, 2026 – YCC successfully held its 2026 Mid‑Year Marketing Summary Conference. All marketing personnel and production workshop heads gathered together around the annual theme of "A New Journey of Production‑Sales Integration," jointly exploring new pathways for deeper synergy between manufacturing and sales, and mapping out a renewed customer‑centric service blueprint.
Making "Customer Needs" the Common Commanding Baton for Both Production and Sales
This was more than a mid‑year review and planning session; it was a strategic elevation from "fighting side by side" to "operating as one integrated whole." The conference made it clear: the shared KPI for production and marketing is not each department's individual completion rate, but customer satisfaction. It is about more agile market responsiveness, and delivering more reliable commitments to our customers.
In their reports, regional sales directors not only reviewed performance metrics but also brought back real voices from the front line — which products lead in both reputation and sales, where delivery processes still cause customer pain points, and where service responses can be faster. These live insights were no longer just text on presentation slides; they were fed directly to the production, technical, and quality teams, becoming the core basis for second‑half production scheduling, process optimization, and quality control.
Marketing Director Jin Qi clearly laid out the strategic direction: the company has established the Donglong Development Consensus Deployment Task Force. From now on, competition is no longer about marketing fighting alone; it is about end‑to‑end efficiency — from demand sensing to product delivery. Production is no longer a passive order‑taker, but an active participant in demand review, a flexible scheduler of manufacturing rhythms, and a committed guarantor of on‑time delivery to customers.
Let Production Hear the Gunfire, and Let Marketing See the Rear
Following the marketing presentations, heads of each production unit gave detailed briefings to all marketing staff on second‑half capacity planning, flexible manufacturing capabilities, and key supply assurance measures. This gave the marketing team tangible confidence: only with solid backing from the rear can the front line strike with sharpness.
The technical department addressed common issues and product process upgrades, while the quality department analyzed customer complaint hotspots and presented preventive solutions. All this content directly translated into greater confidence for our salespeople when facing clients — every promise made in sales became not a one‑way statement, but a verifiable, traceable fact.
Strategic Directions from Leadership
After all presentations and training sessions, General Manager Hong Rongjun further defined the strategic focus in his deployment speech: the ultimate test of production‑sales integration is simple — do customers experience faster response, better quality, and more attentive service? He called on all staff to treat customer needs as their shared KPI and to join forces in winning every battle through the second half of the year and beyond into 2027.
In his closing address, Chairman Hong Jianshe offered a profound insight: the essence of production‑sales integration is to channel every ounce of organizational strength toward customer value. He urged all colleagues to break old habits, rebuild collaboration, and unite as "one team" to forge combat effectiveness, and act as "one chessboard" to build a new competitive landscape.
One Heart — when facing customers, we are undivided.
One Vision — when serving customers, we count no costs.
New Growth — when we win customers, success follows naturally.
The new journey of production‑sales integration has begun. All YCC colleagues are now moving forward with tighter collaboration, more professional service, and more efficient delivery — creating tangible value for our customers, every step of the way.