The sales model of electric actuators is different from that of civilian products, and the product structure allocations mentioned above determines the direction for enterprises to seek target customers.

The target customers for low-end products in the first, second, and third categories are mainly valve factories, and the development speed of enterprises is usually determined by their prices and production capacity. Among them, a considerable number of small enterprises develop rapidly, forming a local industrial chain production model for parts production. The low price advantage quickly seizes the low-end electric valve market.

The sales model of the fourth type of enterprises is completely different, mainly focusing on directly reaching end customers. Usually, sales costs will increase significantly, and the sales cycle will be long. The threshold for entering end customers will be high, and it will not only compete with imported products but also with domestic enterprises.

This creates a polarization, with a significant gap between companies with sufficient capital and those that have just entered the market. In addition, the psychological state of large enterprises accepting new things is still relatively conservative, so a large number of small enterprises cannot achieve good development.

The market should be fair, and everyone can participate to form a market.

For a specific market environment like China, how to push better products to the market is worth pondering by many small business owners. The products they produce are mostly mature technology products, so why cannot they participate in normal market competition? This is a very difficult problem that many small businesses are very distressed about.

I hope more small businesses can participate in market competition, break traditional sales models, and provide development opportunities for more small businesses.