Hongqi Pharmaceutical
HONGQI PHARMACEUTICAL
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Unity, Pragmatism, and Renewal at Sixty | Shenyang Hongqi Pharmaceutical Successfully Held Its 2024 Strategic Symposium
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Add time:2024-05-30 21:09
On the occasion of Hongqi Pharmaceutical’s 60th anniversary, the company’s 2024 Strategic Symposium was successfully held in Anshan, Liaoning, from May 25 to 26, with over sixty members of the management team in attendance.
This meeting departed from the traditional approach of strategic communication and adopted a thematic workshop format. Centered on six key themes—“Consolidation,” “Pragmatic Action,” “Breakthrough,” “Products,” “Agility,” and “Stability”—participants engaged in focused group discussions, ultimately formulating the company’s five-year development strategy.
This conference was honored to welcome two external guests, who each presented an overview of the overall market landscape in the tuberculosis and andrology sectors. The keynote address, “Leading the Way to End Tuberculosis in China,” deepened all participants’ understanding of the evolving global tuberculosis market. In particular, Mr. Peng Ju, Chairman of Guangzhou Yaoda Mai, delivered a presentation titled “External Market Analysis in the Andrology Field,” shedding light on both opportunities and challenges. These insights not only broadened everyone’s horizons but also provided valuable perspectives and inspiration for the company’s strategic deliberations.
The conference also featured a “Questions for You” Q&A session, during which attendees posed on‑site questions to senior executives on topics such as project implementation, resource allocation, and product roadmap, thereby addressing lingering uncertainties and paving the way for strategic deliberations.
Yang Bo, Chairman of the Board and Director of the Strategic Development Committee at Hongqi Pharmaceutical, stated in his opening address that this strategic conference differs from previous ones: it has invited external experts and, based on the company’s current structure and market conditions, has crafted a new agenda that sets forth fresh expectations for our strategic thinking. He urged all employees to adopt an open mindset, set aside entrenched ways of working, and, through continuous learning, strengthen their systems thinking, brand‑centric thinking, and profit‑oriented thinking. By benchmarking against industry leaders and identifying gaps, they should translate corporate objectives into concrete actions, thereby contributing to the vision of a century‑old Hongqi and a ten‑billion‑yuan enterprise.
Fosun Pharma CEO Wen Deyong, despite his busy schedule, connected remotely to the strategic seminar to deliver a speech: “Tuberculosis is Hongqi’s flagship brand, and it is both our responsibility and our vision to elevate and expand this brand. PuriNai must seize the favorable backdrop and opportunities presented by the launch of innovative drugs to become China’s leading brand in the field of tuberculosis, thereby opening up greater prospects in the international market. Looking ahead, Hongqi will continue to strengthen its product pipeline, further enhance its internal quality‑and‑production management system, and set industry standards. Finally, I would like to express my heartfelt gratitude to all our colleagues at Hongqi for their unwavering support, which has been instrumental in driving the Group’s growth.”
At the conclusion of the meeting, company leaders summarized the strategic workshop and outlined requirements for the next phase of work:
The structure of this breakout session embodies Hongqi’s holistic, organic framework, requiring each group not only to refine its work in line with the feedback from the review panel but also to align it with the strategies of all other business units, thereby forging an agile organization that is both dynamic and fully integrated.
This meeting clarified the Red Flag’s unwavering priorities and the specific next steps. The conclusion of the seminar does not mark the end of the strategy; all strategic initiatives must be implemented and translated into an action plan for 2024.
From the organizational structure to the logistics, production, cost, quality, support, and financial systems, we must establish a closed-loop framework. Each individual should align their thinking and aspirations with the strategy, fostering a shared sense of purpose. People are the cornerstone of our strategic objectives, while products are the core element. We must empower the capable to build Hongqi’s future brand; achieving a ten-billion‑yuan Hongqi depends on all of us—like a single spark that can ignite a prairie fire!
