Joining QKM, Shaqi's biggest challenge comes from people. What he thinks about every day is how to spark the team's idea. He disapproves and even fears overtime. "Because if you add too much, the head will die."

      Saki has the courage to trust the team and give the management to the employees. "After we discuss it, you tell me what you want to do, how many steps, how many people, and how long it will take. They run it, not me."

      He did not allow the team to observe and guess what others were doing while designing the robot. "If you copy someone else's stuff, you're going to keep chasing them. Always chasing others, your mentality has fallen behind. He wanted engineers to be free to use their imaginations when designing.

      When asked what the QKM research group's internal reward policy is, she said no. "Why is that? Innovation means risk, innovation, a high probability of failure. If a system of rewards and punishments is established, everyone should make money if what they want to do fails or what they dare to do fails."

      "In these five years, we have accumulated experience, confidence and cognition. We've done integration, we've done applications, and we've contacted a lot of terminal vendors. We actually jumped into the market ourselves, talked to other people, and did it. Shikimbo summarized QKM Automation's development over the past five years.

      Competition under the price war

      One day, listening to a conversation between Shi Jinbo and the customer's purchasing manager, Shaqi was furious.

      The other person wants to bargain. For example, software is free. Skinner let each other compare the price. "In China, a lot of equipment is sold by catty. But abroad, software is the most valuable. All information is software, "says Saki.

      It is the price war in the industrial robotics industry that has SHA angry. Mr Saki argues that price wars put an end to Gresham's law. "In the end, robotics can only move around very simply. None of them have any IT content or precision to speak of."

      Under the price war, Shaqi stressed the importance of educating customers. At this stage, QKM needs to select some "like-minded" customers for the automation product. "Customers cultivate QKM robot, QKM also gives back to it, and slowly do automation." In this process, the team and products of Li Qun were brought together."

      Shi Jinbo believes that the price war can only be profitable in the short term, but in the long term, it will be damaged. Shi Jinbo told I dark horse &B2B circle to stick to their heart, "insist on doing what they should do, do not be tempted by this complex phenomenon, to improve their core competitiveness, do a good job of products, service customers, do a good job of technology."

      Among small and medium-sized precision robots, QKM Automation's competitors are mainly Epson of Japan. According to Sage, Epson has a complete range of small and medium-sized robots, and QKM's products can be accessed from almost every Angle. In the face of competitors such as QKM, Epson Seiko has also taken advantage of the price war. Because of the large workload, Epson has more room for price than QKM.

      QKM automated production line

      QKM outlet in local manufacturers. Today, QKM robot's customers range from end manufacturers requiring complete solutions to integrators requiring standard products. Shi said Lie Group designs different apps for different industries, and flexibility in responding to different user needs is a big advantage when competing with companies such as Seiko Epson. QKM issued basic commands for the application of the robot to meet the needs of individual customers. Customers with programming ability can develop robots suitable for their own scenarios according to their own business characteristics.

      In the face of corporate customers, Shi Jinbo believes that "the most important point is to maintain passion, always let customers feel that you want to establish a cooperative economic relationship with him, and establish a win-win cooperative learning model with customers for common development." At present, Lie Group Automation is taking a major customer approach, with the majority of its orders coming from five companies. They are all regular customers of QKM who have settled down along the way. Shi Jinbo felt that Li Qun's sales still have a lot of room for social progress and development, and it is necessary to expand students to more new users.

      In 2017, QKM robot's order volume was nearly 100 million yuan. Income is doubling every year. Of these, system integration contributed the majority of revenue.

      Shi Jinbo thinks QKM is still conservative in business. "Before, I have no experience in work and life, so in many enterprises in our country, we will communicate with customers with an attitude of saying one, or even 1, saying 0.8." In terms of brand building, Shi Jinbo believes that the degree of automation of QKM also needs to be strengthened. "QKM's reputation in the industry is a loud, peer companies know the value of the teacher Li Qun, but customers do not know much about our students." In terms of branding, we didn't want to do too much packaging and rendering before. In this regard, QKM greatly strengthens the future."

      The QKM robot has a window of only five years

      "There has always been a very strong sense of crisis within QKM. We always thought we would either advance from the first phalanx or be killed. We will always move forward with this goal and a sense of crisis. Shi Jinbo revealed a strong sense of crisis in the interview.

      "The Chinese are efficient. When we focus on developing a certain industry, the pattern and norms of the industry will emerge in turmoil. We think that in five years, the industry can form a certain industry norms and standards, when you are how many echelons, what kind of ranking, will naturally appear."

      She feels that QKM robot has to scale up in the next five to 10 years. "From emerging to transformative, there are many players in any industry. But many industries may end up with only two or three players after a big wave. Other players, in the merger, integration, and transformation of the industry, a little bit is acquired, a little bit disappears, a little bit transforms into upstream and downstream, and improves the entire system. We've all found our place."

      Shaage believes that if Li Group cannot climb up in this industry after five years, QKM will fall sooner or later. "Why don't you rise and fall and die, because businesses need to expand, they need to eat this market, they need to export a lot of capital." If you can't go up, if you don't have the money to build a big market, then you can only sit and wait." No foreign robotics company is small, says Mr Thaci. Small and medium-sized companies, very few. "Right now, small businesses are just a precarious state in the early aggressive phase of the Chinese market. A few years later, the market reshuffles and everyone knows."

      "In the next five years, we will continue to improve and develop our products. As our controllers come out, we will have more and more amazing results. In terms of products and technology, we've actually done a lot of revolutionary innovation. These innovations could revolutionize business models and the use of today's industrial robots.

      We will continue to pursue this path, all the way. In 2007, Apple launched the smartphone, ushering the mobile phone industry into a new era. We also hope that we can really make an intelligent industrial robot, so that industrial practitioners can fully appreciate the changes brought by intelligent industrial robots." Mr. Skimber said at the end of the interview.

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Article reprinted from the Internet