Sany’s Chairman, Mr. Liang Wenge, said:
As human beings, whether male or female, whether businessmen or literati, all aspire to happiness and success. It is important to know that no great success will come to those who are content with the status quo and lack ambition; it will only come to those who dare to dream and innovate!
In 1978, at the age of 22, Mr. Liang was admitted to a prestigious university and was later assigned to a state-owned enterprise after graduation. Not content with the status, he ventured into entrepreneurship with a few like-minded colleagues, starting from trading sheep and even trying his hand at the liquor business. Starting with metal materials, they gradually succeeded in entrepreneurship, defying conventional wisdom and transitioning into the engineering machinery industry.
At that time, the Chinese construction machinery market was already dominated by several foreign giants. Sany Group, a privately-owned enterprise with not very strong capabilities, began developing construction machinery products such as concrete pumps. Mr. Liang continuously increased research and development investment and self-developed products. Today, Sany’s domestic market share of concrete pumps has reached 48%, while the share of foreign manufacturers in the Chinese market has rapidly dropped to less than 10%.
The difficulties encountered in entrepreneurship were enormous. From being mocked as “worse than a village store” when starting a small metal materials business to being looked down upon and humiliated when seeking cooperation with foreign companies for concrete pumps. Mr. Liang said that if his business failed, he would do two things: write a book called “This Road is Blocked” to warn impulsive young people like himself, and go to underdeveloped mountain villages to teach and educate. He persisted because he believed that humanity is great because of dreams, and life is meaningful because of dreams. His dream is to cultivate a testing ground for the Chinese industrial sector and create a world-renowned brand in China.
In 2011, Sany reached the peak of its career, with both operating income and net profit growing by over 50%, and Mr. Liang became the richest man in China. However, at that time, China’s high-speed rail suffered major accidents, national infrastructure projects came to a halt, and macroeconomic impacts on real estate investment affected the Chinese engineering machinery market, causing a sharp decline. Sany also suffered a significant blow, with its operating income halving by 2015.
Subsequently, Sany actively adjusted its strategy, placing more emphasis on its relationship with the market and the needs of users, and taking a higher-dimensional view of the market by “not overly emphasizing the Chinese market, but looking at the international market.”
In the view of Sany’s leadership, China’s industrialization still has a long way to go, and the average level of Chinese equipment manufacturing still lags far behind that of Europe, America, Japan, and South Korea. A significant reason for this is the lack of companies with excellent technology in materials, structures, and other fields like General Electric and Siemens.
Sany claims that they have been continuously entrepreneurial, just like that small business over 30 years ago.
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