On the evening of November 28th, Haoyuan Company held a performance growth promotion meeting in the conference room on the sixth floor of the R&D center. Action education performance mentors Jiang Zhubing and Liu Panlong attended the meeting via video conference. Senior leaders of the company, members of the performance growth execution team, and relevant department heads attended the meeting.

At the meeting, Guo Jun, the leader of the performance growth execution team's accounting group, reported on the implementation of performance growth this week, highlights of work, shortcomings, and next week's work plan.

Subsequently, Vice General Manager Wu Zhenhan summarized and reviewed the collaborative growth work of the production system in 2025, and provided a detailed introduction to the 2026 collaborative growth operation plan. He pointed out that as production and operation tended to stabilize last week, the next stage needs to focus on continuous iteration and upgrading of product quality. By benchmarking against excellent benchmark enterprises in the industry, accurately identifying quality control checkpoints, systematically investigating and solving existing problems. In response to the growth of investment businesses, Wu Zhenhan emphasized that projects such as small changes and reforms need to continue to implement the hanging chart combat mechanism, strictly follow the requirements of Chairman Fan Diancai, and use the industry's top level and historical best performance as dual benchmarks to promote the upgrading and iteration of the production system in a spiral upward trend.

Teacher Jiang Zhubing provides specific guidance and suggestions based on the progress of this week's work. He pointed out that the sales side needs to accelerate the innovation of models, focus on deep value mining for major customers, and build a three-dimensional customer relationship network. To accurately target the core areas of market competition, dynamically analyze the changing trends of customer structure and product structure, and ultimately achieve a dual breakthrough in both quantity and price increase and business stability. On the production side, it is necessary to focus on key actions, identify gaps by benchmarking core indicators, optimize processes to improve efficiency, strengthen production and sales coordination guarantee mechanisms, and ensure seamless connection between product supply and market demand. The performance team needs to continuously optimize the weekly report system, not only systematically summarize the highlights of work, but also deepen problem review and experience extraction, proactively plan annual work plans, and lay the foundation for achieving overall breakthroughs.     

Regarding the next stage of work, Jiang Zhubing suggests that firstly, we should comprehensively sort out the growth points and establish a dialectical thinking of "problem points are growth points, demand points are growth points, and gap points are growth points"; The second is to strengthen the ability of business accounting and improve the accuracy of resource allocation; Thirdly, implement hierarchical and classified management to promote the concentration of resources towards core areas. At the same time, focusing on the three directions of "structural growth, collaborative growth, and capacity growth", we will achieve key breakthroughs in core areas, systematically solve pain points and difficult problems that constrain development, and promote Haoyuan's overall development to a new level with a higher dimensional strategic vision and a closer collaborative mechanism.