On March 27, China Haisum convened its 2026 Marketing Conference at its Shanghai headquarters. Guided by the spirit of the 2026 Work Conference, the meeting, with a focus on the "1375" strategy, reviewed marketing achievements in 2025 across the board and outlined key priorities for 2026 and the "15th Five-Year Plan" period. Zhao Guo'ang, Deputy Party Secretary and General Manager of Poly Sinolight and Chairman of China Haisum, and Yu Xiaodong, Executive Deputy General Manager of Poly Sinolight, attended the meeting and delivered remarks. Members of China Haisum's leadership team, heads of relevant headquarters departments, and principals of business units joined the conference.
[Leaders' Remarks]
In his concluding speech, Zhao Guo'ang highly affirmed the marketing achievements made in 2025. He systematically reviewed the integrated development journey of various business units during the "14th Five-Year Plan" period, alongside the exploration and implementation of organizational restructuring, and provided an in-depth analysis of the status quo and its challenges.
Zhao underscored six key priorities:
First, always remain customer-centered
The value of enterprises originates from customers. The fundamental approach is to proactively identify customers and accurately meet their demands. Orientation towards customers should run through the entire process of strategy formulation, product development, and service delivery, so as to lay a solid foundation for sustainable growth.
Second, properly balance operation and management
The priority of operation is to decipher market trends, set course, and hammer out strategies, while that of management is to optimize resources, streamline processes, and deliver efficiency gains. The two are mutually reinforcing and must work in synergy to underpin sustainable, high-quality development.
Third, identify growth opportunities by addressing pain points
The Company should actively practice the philosophy that "strategy shapes opportunities, policies foster opportunities, and innovation creates opportunities". By leveraging its strengths in technologies and resources, China Haisum will continue to iterate and innovate, proactively identify pain points facing the market, shape demands in the industry, and carve out new growth pathways amid changing circumstances.
Fourth, leverage intelligent manufacturing to empower the transformation and upgrading of traditional industries
Process expertise is the foundation of industrial development, and intelligent manufacturing proves essential for transformation and upgrading. The Company should deeply engage with application scenarios across industries to extract reusable technologies and solutions, and leverage standardized capabilities to improve industrial quality and efficiency for leapfrog development.
Fifth, innovation-driven businesses should secure a strong foothold in workshops to shape product advantages
During product and system development, the Company should stay close to workshops, identify practical needs, develop modular intermediate products, and integrate them into solutions adaptable to different industries. By setting up core barriers in technologies and processes, China Haisum is poised to build differentiated competitive advantages.
Sixth, talent is the key to corporate development
The Company should set its eyes on the core track of marketing and expedite the introduction and cultivation of interdisciplinary talents with both market insight and digital intelligence capabilities. Efforts should also be made to expand talent-pooling channels, bolster development systems, and build a talent pipeline that features "individual specialization, cross-functional mobility, and sufficient backup", all aimed at laying a solid talent foundation for the Company to extend its market presence and sharpen its core competitiveness.
Following the conference report, Yu Xiaodong spoke highly of the achievements of the meeting and put forward three expectations: First, the marketing team should continue to leverage its expert-oriented and market-driven capabilities, deepen the cultivation of customers, and translate the philosophy of "growing together with customers" into market competitiveness. Second, in response to the new strategic deployments for the "15th Five-Year Plan" period, including intelligent factories and new materials, the Company should broaden its vision and elevate its strategic perspective. Third, China Haisum's distinctive services should not be confined to the light industry sector. The Company should build full lifecycle service capabilities from the perspective of sci-tech innovation, while placing greater emphasis on the application of data and artificial intelligence. Yu noted that China Haisum possesses advantages in process technologies and project track records across many specialized fields. Facing competition from non-traditional players, the Company should make better use of its strengths, consolidate its leading position, and drive high-quality upgrading and development.
Li Shijun put forward three requirements: First, step up efforts at the beginning of the year to ensure the hitting of annual business targets. On this basis, the Company should strive for greater breakthroughs and lay a solid foundation for the "15th Five-Year Plan" period. Second, strengthen coordination and give full play to the collaborative capabilities of headquarters. Headquarters should ramp up investment in innovation-driven businesses, while each business unit should fulfill its primary responsibility for expanding the market. Third, improve top-level design and accelerate the development of an agile, efficient marketing system. Business units should proactively gain deeper industry insights, strengthen project pipelines and capability reserves, and actively seize opportunities in emerging business domains represented by intelligent manufacturing.
Zhang Zhi, Executive Vice President of China Haisum, delivered a keynote speech at the conference. The head of the Brand and Marketing Center reviewed the Company's highlights in operations and the planning for market management. The head of the Strategic Operation Center introduced the newly formulated Management Measures for Innovation-Driven Businesses.
The conference featured presentations and discussions on topics including "Marketing Initiatives and Business Growth Strategies", "Innovation-Driven Business Development Approaches and Practices", and "Innovative Marketing Models and Operations in Strategic Emerging Industries", among others.
The meeting recognized outstanding marketing contributors, such as the 2025 Marketing Performance Champion, Excellent Account Managers, and Excellent Business Unit Leaders, as well as collective awards such as the 2025 Outstanding Contribution Award, Overseas Breakthrough Award, and Full Achievement Award.
During the conference, participants attended a keynote lecture titled Policy Interpretation and Development Direction of "AI + Manufacturing", delivered by Chen Tingjiong, President of the Shanghai Institute of Industrial Digitalization.
The conference was conducted in a hybrid format, combining in-person and online participation. Attendees included Qi Liye, Deputy Director of the Poly Sinolight Brand and Marketing Center, as well as heads of China Haisum's business units, executives in charge of operations, business division leaders, and key industry representatives, either at the main venue or at sub-venues.