President Gu mainly introduced the foresight and various emergency mechanisms of enterprises in responding to crises from the following points:

1.Introduced Phoenix's Nirvana journey from 1.0 to 2.0 from 2010 to 2019.
Thanks to the company's preparedness for danger in times of peace, facing a "crisis" will only make the company unique, because "hardship" will make it stronger! At the same time, the alarm bell rings and the normalization mechanism: epidemic prevention and control and safety production are equally important, with determination, confidence, and methods to win this long-lasting war!

 2.Make predictions for 2020.
The market will show polarization and the strong will remain strong; The market and brand concentration ratio are rising rapidly, and the real core competitiveness will be strengthened. The goal is carved on the rock, and growth against the trend is not a dream! 

3. Leadership and entrepreneurial spirit in the new era of digital industry.
In the digital age, participation is the best journey for growth! New Normal, new technology anxiety, and new era leadership! To be the guardian of industrial civilization, we must be the leader of Digital transformation, 2020 Phoenix Contact 2.0, and rebuild Phoenix Contact in the era of digital industry！

4.The iron triangle of Digital transformation。

External drive: Technology is the starting point, enterprise competitiveness: Strategy is the core, transformation cornerstone: Talent is the fundamental.

Finally, President Gu unreservedly shared with everyone the strategic framework of intelligent manufacturing and digital industry solutions, as well as the ecosystem and services of innovation centers, high-tech electronic industry solutions, electrical and energy equipment industry solutions, intelligent automation solutions, and other business areas. From linear growth, to nonlinear growth, and then to exponential growth！

     President Gu's sharing is like a lighthouse that makes everyone suddenly enlightened, wishing Phoenix 2.0 full speed forward.

Next, Mr. Tang Liang, president of Mettler Toledo PO China, introduced the experience and practice of enterprises in Digital transformation.

Firstly, Mr. Tang introduced the business characteristics of Mettler Toledo in China.

Mettler Toledo is a company that designs and manufactures weighing control systems, dynamic and explosion-proof weighing systems, and products. It holds a leading position in the fields of precision weighing equipment, laboratory instruments, metal detectors and detection systems, and industrial X-ray detection systems,

The company's business characteristics are small batches with multiple varieties, precise and flexible production, and high requirements for the ability of enterprises to respond to market demand and changes. For traditional industries in Digital transformation, how to transform mass production into flexible manufacturing, how to find increment in stock market, and how to endow flexible manufacturing with traditional industries are all the considerations needed by enterprises.

President Tang has unique insights into improving flexible production, with specific methods as follows:

1. DfM, modular standardization of product design

2. Sales management and forecasting/

3. Empowerment, flexibility (multi skilled talents, bench height, SMED), rapid mold replacement of small batch and multi variety finished circuit boards

4. Equipment reduction, platformization, and intelligence: the use of multi-purpose production lines (lean production lines, material delivery, rapid line switching, etc.)

5. Inventory and on-time delivery (predictive ability, automated warehousing...)

6. Ability to solve problems on-site

7. Collaborative operation of digital manufacturing shared platform software (SAP, LMENS, WMS...)

8. Digital Journey:

     Firstly, there are people: integration ability, cross departmental collaboration ability, management determination, employee motivation, and organizational evolution. Then there are processes: standardization, effectiveness, measurement, reporting, automation, and management methods. Finally, we need to rely on technology: backbone systems, lean MES, information infrastructure, IoT, digital twins, big data analysis, AI, and so on.

Mr. Gu: To make digital changes, in fact, these are all top-notch projects. The first step is to overcome oneself and change oneself, which is the starting point for enterprise change. In the past five to six years, Phoenix people have been unique to themselves, breaking through their so-called boundaries, breaking through their perception as a traditional industrial person, and embarking on a development path that surpasses the traditional invisible champion in China. This is the biggest challenge. Today we have achieved a transformation from 1.0 to 2.0. When a new change arrives, we need to learn to embrace new things, instead of maintaining traditional European practices. In the digital industry, in intelligent manufacturing, in Industry 4.0, in the tide of Digital transformation, no one has a complete graph at the beginning. This is the biggest challenge for German family enterprises or successful enterprises in the past, including those who feel good in our career.

Mr. Tang: Metalo has a history of 33 years in China, and we have been quite successful in putting people first. From beginning to end, we feel that it is a learning oriented enterprise. In this dimension, it is a learning journey, challenging ourselves. For example, we have an employee who is very passionate and provides over 600 improvement suggestions a year. With such employees, we have a top-down promotion, forming a spontaneous culture, To form such a corporate culture, there is a driving force for continuous improvement, which is an accumulation over years, not a single day's effort. In the past decade, the Chinese team has been at the forefront of the group, and lean production has taken a leading position.

President Gu: Many invisible champions may stop or slow down in the digital wave, so in such an environment, an enterprise with good genes may not be the leader. So basically, if entrepreneurs can't feel the tide of the new era, the pressure of the new era, and their own desire for success is not high enough, it is an obstacle to Digital transformation. So first, we must strengthen confidence, No one is a born digital leader. The second point is that any enterprise's Digital transformation is based on the past, but it actually goes beyond the original basis of competitiveness. At this time, the most fundamental point is that the entrepreneurs themselves, only their own cognitive iterations, are determined to promote the Digital transformation of enterprises, then this may have a radical change. Third, how to promote Digital transformation, from three levels, The first step is to understand, understand, and continuously participate in digital technology, but ultimately, through the understanding of digital technology, combined with the efforts of external partners, to build and improve the digital capabilities and digital system of the enterprise. It is necessary to have a capable team, respect the professionalism of external experts and consulting teams, and combine the several to promote the construction of the system, not to be overly ambitious, Instead, it focuses on the core competitiveness of the enterprise, improving operational efficiency, quality improvement, cost control, and diversified customer service demands. The Digital transformation is not a patchwork on the basis of the past competitiveness. In fact, the digital industry era is a revolutionary change in the recombination, integration and transcendence of all competitive factors in the new era. At this time, it is necessary to think about the possibility of a fundamental change in the strategic positioning of an enterprise in the digital industry era. In the digital industry, it is necessary to focus on customer value and create new business models. For traditional enterprises, the new and old business models move forward in parallel for a period of time, gradually integrating the old and new, and finally creating a new second curve for the enterprise. Continuously advancing, constantly trying, shaping new positioning and systems, becoming a booster for enterprise development.