Applying “Marketing” Thinking to “Production” — Wang Gaorong
Classification：
Company Culture
Author:
Time:
2025-12-25
At the core of marketing thinking is taking customer needs as the starting point and, through the coordinated allocation of various resources, ultimately achieving both customer satisfaction and the company’s business objectives. In the tower crane rental industry, applying a marketing mindset to production management hinges on being market- and customer-driven, with end-to-end process management spanning key stages such as business planning, equipment mobilization and installation, routine maintenance and servicing, and dismantling and demobilization.
First, focus on market and customer needs. In terms of operations, proactively monitor market trends, shifts in customer needs, and competitor activities; identify the specific equipment models and core requirements driving customer demand; and match these needs with the appropriate product models.
Second, focus on the core elements of production: coordinated and integrated management of personnel, equipment, and materials. In accordance with customer requirements and project specifications, equipment must undergo preventive maintenance and inspections in advance to ensure smooth on-site delivery. Materials should be procured ahead of time to guarantee timely supply without causing inventory buildup. During actual production, personnel, equipment, and materials must be coordinated and aligned to minimize idle time and waste.
Third, focus on production costs and improve efficiency. Throughout the entire production process—from equipment arrival to departure—meticulous management and rigorous cost accounting are essential. At the same time, we must optimize all processes and workflows that impact production to enhance operational efficiency and customer satisfaction. Striking the right balance between robust cost control and continuous improvement in service quality and efficiency is critical; these two objectives must be integrated and prioritized in tandem, rather than favoring one at the expense of the other.
Fourth, focus on safety management and control throughout the entire process. As a specialized operations company, ensuring safe production throughout the entire process is our clients’ top priority. We rigorously enforce the “Ten Prohibitions on Lifting,” the “Ten Musts,” and the “Twenty Bans” at every stage of operations, applying the same stringent standards to both our suppliers and our in-house personnel. The Company’s Safety Production Management Committee conducts weekly unannounced inspections—known as the “Four Noes and Two Directs”—of all ongoing projects, thoroughly examining both physical equipment for safety hazards and on-site lifting operations for violations of the “Three Violations.” We also verify that partner organizations are adhering to prescribed procedures. By firmly instilling the principle that “a hazard is a potential accident,” and by focusing intensified inspections and close monitoring on remote areas and projects with weaker oversight due to our extensive operational footprint and geographically dispersed project portfolio, we have achieved a dual reduction in both safety incidents and safety hazards, thereby establishing a solid foundation of trust with our clients.
Fifth, focus on efficient internal collaboration. In response to customer complaints, coordination challenges, and work stagnation during the production process, we will conduct weekly review meetings to systematically analyze the issues and shortcomings that arise. Based on these findings, we will develop targeted improvement measures, thereby establishing a closed-loop management system of “identify problems–resolve problems–continuous improvement.” For processes and operational links that repeatedly give rise to problems, we will thoroughly investigate the root causes, continuously optimize resource allocation, and adjust staffing levels to ensure that production and service delivery fully meet customer needs. With regard to customers and projects, it is essential to align thinking and foster efficient collaboration—providing robust oversight of regional operations while simultaneously offering full support to those same regions.
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