Recently, Guochen Medical and Skorat officially reached a sustainable development strategic cooperation with the theme of "rejecting internal competition, reshaping competition and cooperation, and responding to new industry trends", sharing technological achievements and jointly creating resource services.
At present, the business growth of newly-established domestic CT tube manufacturers is constrained by the monopoly of original technology and the limitations of the business volume of domestic third-party after-sales service companies. Domestic CT tube manufacturers can only maintain the current slow growth state of small-scale, low-price competition in the current narrow market space. Most after-sales service companies are small in scale, have a large number of spare parts sources, have no tube manufacturing capabilities, and have no core competitiveness. Under the current circumstances, third-party after-sales service companies are in a state of disorderly competition.
Faced with fierce and disorderly competition, Guochen Medical and Sikelat decided to deepen cooperation, aiming to explore new paths for the healthy development of the industry, and jointly promote and explore the "future development path of CT tube R&D and manufacturing companies". With collaborative development as the main core, a long-term, stable, in-depth, sustainable and complementary strategic partnership will be established.
The two parties will carry out comprehensive cooperation in R&D, technology, supply chain, production capacity, market, sales, and services to build a new symbiotic model. They will branch out upwards and take root downwards, open up new scenarios for CT tube manufacturing companies, and join forces with outstanding third-party medical service companies around the world to jointly build a service center spare parts warehouse and a mainstream model turnover warehouse.
Cooperation Content
1. Collaboration between mainstream and forward-looking models, differentiated R&D, and product supplementation
2. Optimize the supply chain, develop shared materials, and reduce procurement costs
3. Cooperate with whole machine enterprises, ball tube enterprises and advantageous third-party service enterprises to build a one-stop shared service center and after-sales service spare parts warehouse
4. Cooperate with various brand golf club companies to empower third-party service companies, provide all-round support in products, technology, training, and market, and jointly build a new service ecosystem model
The establishment of this strategic cooperation between the two parties is a new attempt to achieve value creation and value transfer for both parties, and it is an inevitable choice for the value chain to extend to the terminal market. Further expanding the breadth and depth of cooperation between the two parties and empowering each other is not only a strong combination of complementary advantages, but also a joint promotion of innovation, transformation, and ecological construction. This will also bring more reference and surprises to the industry, provide more choices for whole machine manufacturers, large third-party managed business groups and hospital terminals, inject new vitality into the market, and create a new industrial atmosphere. The construction of a one-stop shared service center requires the joint construction of whole machine manufacturers, tube manufacturers and advantageous third-party enterprises to serve more brands and models. It also requires the participation of more outstanding after-sales engineers across the country to achieve common prosperity and orderly development of the entire industry.
The construction of a one-stop shared service center requires the joint construction of complete machine manufacturers, tube manufacturers and advantageous third-party enterprises to serve more brands and models. It also requires the participation of more outstanding after-sales engineers from across the country to achieve common prosperity and orderly development of the entire industry.
