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Netease Home: We know that Yang has just taken over Dongpeng Sanitary Ware this year.
Yang Lixin: Yes, I officially took on the role of CEO earlier this year. It's a big responsibility, but also an opportunity to continue the legacy of the company.
Netease Home: After taking over Dongpeng Sanitary Ware, what kind of vision do you have for its future development and planning?
Yang Lixin: The vision is clear. I see myself as the one continuing the baton that was passed to me. The direction and long-term strategy were actually set years ago. For example, our goal has always been to become the leading brand in China’s sanitary ware industry. Whether it was 2013 or 2015 that we achieved that milestone depends on timing, but the path was already laid out.
As for specific plans, Cai Zong did a lot of groundwork. I built upon his work and added some new ideas. The implementation has improved significantly, making everything more refined. There's no need to completely re-plan the direction — the core strategy remains the same.
Of course, execution can vary. For instance, Cai focused on distribution starting in July 2012, while I prioritized projects. These differences don’t create major issues, as we still align on the overall direction.
Netease Home: Since you took over, what new initiatives have you introduced? Also, with 2012 coming up, how do you evaluate the performance of Dongpeng Sanitary Ware this year?
Yang Lixin: In 2012, I believe Dongpeng Sanitary Ware performed well despite a challenging market. The domestic sanitary ware industry faced a decline due to limited consumer spending and weak international demand. Overall, the market dropped by about 20%. While housing security projects might not have seen a sharp drop, many homes were priced beyond the reach of our brand. So, the entire industry was shrinking.
However, Dongpeng managed to grow by around 20% during the year. Some of our distribution channels even exceeded expectations, which made us stand out against the trend. Looking ahead, we aim for a 30% growth next year. This target is based on bottom-up planning and budgeting, and we feel confident in achieving it.
As for the baton I've taken over, I believe it's important to push forward with new initiatives that weren't fully realized before. That includes improving internal efficiency, expanding our distribution network, and accelerating our project-based channel development. These are key areas where we’re focusing our efforts, especially in terms of internal organization and integration. A lot of work has already been done, and we're moving forward with confidence.
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