Ke Qiao: Paving the way for the “hidden champion” to grow taller and stronger
In Keqiao, the land of traditional textile industry, a large number of small, medium and micro enterprises, which are known for their “specialization, specialization and innovation”, are rapidly growing into high-qualityquality is a “little giant” in development, but the number of “hidden champion” enterprises listed in the province is relatively small, and it needs urgent attention.
The evaluation of “hidden champion” companies requires comprehensive, in-depth and specific consideration from multiple aspects. Although they are not large in size and have low social visibility, they require long-term focus and deep cultivation of a certain link in the industrial chain or a certain product, and occupy a large share of the international and domestic markets. Therefore, being listed as a “hidden champion” is not only an affirmation of the company’s focus on industry, deep cultivation of the industry, and focus on the main business, but also helps to improve the company’s brand awareness, core competitiveness, and market influence.
“Invisible champion” companies play an important supporting role in improving the stability and competitiveness of the industrial chain and supply chain. The implementation of the “Growing Taller and Stronger” action for manufacturing enterprises is also to further improve the professional capabilities and innovation levels of small and medium-sized enterprises and guide them to embark on the development path of “specialization, specialization, innovation”. The cultivation of “hidden champion” enterprises must be based on industrial advantages, focus on subdivided areas, adhere to the development route of specialization, refinement, characteristics and innovation, and promote total growth and quality and efficiency improvement.
To cultivate “hidden champion” companies, we must not pursue quantity one-sidedly, and even more so, we must not pursue homogeneous development by “rushing in”. It is necessary to implement the “one enterprise, one policy” gradient cultivation policy, improve the enterprise cultivation system from incubation and cultivation, growth support to maturity and expansion, and help the “hidden champion” enterprise team to stabilize through classified guidance, precise services, monitoring and evaluation, and dynamic tracking. Strengthen and continue to grow.
“Invisible champion” companies are leaders that are rooted in market segments and focus on product quality. Continuous innovation is the magic weapon to lead the market. However, in the fierce market competition, we will more or less face problems such as shortage of funds and lack of talent. It is necessary to improve the full life cycle management of the cultivation of “hidden champion” enterprises, provide preferential treatment in terms of funds, policies, etc., promote the accumulation of technology, talents, data and other elements into “hidden champion” enterprises, and create a business environment more conducive to the growth of small and medium-sized enterprises.
“Invisible champion” companies have gained the right to speak in the market by enhancing their core competitiveness, providing strong support for building a strong city in advanced manufacturing. It is necessary to increase supporting incentives and subsidies to help “hidden champion” companies deeply explore market segments, implement scientific and technological research, accelerate the transformation of results, and improve innovation capabilities. It is necessary to continuously improve the innovation ecosystem of “hidden champion” enterprises, tailor a full-product, full-cycle comprehensive financial product system for small and medium-sized enterprises with good performance and development potential, and provide a package of professional financial services.
It is necessary to not only cultivate and help “hidden champion” enterprises achieve resilient growth, win development opportunities, and pave the way for them to “grow taller and stronger”, but also continue to play a leading role and help more small and medium-sized enterprises abandon the extensive approach. development model and embark on the path of high-quality development.
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