At a critical juncture during the National Day holiday and the kick-off phase of the fourth-quarter campaign, Shandong Kingoro Particle Machine Manufacturer successfully held a special sales meeting for the 11th National Day on the morning of October 9. Centered around the theme “Strategic Planning • Leading the Future,” the meeting brought together the entire sales team, with department heads in attendance. Group General Manager Sun Ningbo attended the meeting and delivered a concluding speech, fostering consensus and setting direction for the company’s sprint toward achieving its annual performance targets. ​
The meeting noted that the achievements in the first three quarters were attributed to three core initiatives: first, continuous optimization in product development; second, the deepening of the “localized response” mechanism in service delivery; and third, the expansion of dual pathways in channel development—namely “government-enterprise collaboration + distributor empowerment.” At the same time, the meeting also objectively analyzed current challenges, providing a basis for improving work in the fourth quarter. ​

Anchor the fourth-quarter goals: Clarify order signing tasks and refine the implementation of the “Three Forces” plan
For the fourth quarter, the meeting officially announced the core objectives. To ensure the achievement of these goals, the meeting also launched the “Three-Power Enhancement” execution plan: market breakthrough capability; production support capability; and team combat effectiveness. ​
At the end of the meeting, Sun Ningbo, the Group General Manager, delivered a concluding speech. He first acknowledged the sales team’s achievements over the first three quarters, emphasizing that “granulators, as the company’s core business, must firmly maintain their industry position.” Regarding the work for the fourth quarter, he outlined three requirements:
First, it is essential to strengthen the belief in “achieving goals at all costs,” breaking down the sales targets into weekly and individual assignments. Establish a mechanism of “daily tracking, weekly reporting, and monthly evaluation” to ensure pressure is effectively cascaded and responsibilities are fully implemented; ​
Second, it is necessary to break down departmental silos by establishing “weekly coordination meetings” among sales, production, R&D, and after-sales departments to ensure rapid responses to issues such as order fulfillment and technical support, thereby avoiding a “solo effort” approach; ​
Third, we must focus on long-term value by prioritizing customer satisfaction maintenance alongside securing urgent orders. Through services such as regular follow-ups and usage training, we aim to transform new clients into long-term partners, laying the foundation for market expansion in 2026. ​
The convening of this November sales conference not only charted a clear path for Kingoro’s fourth-quarter work but also fostered a consensus among all employees to tackle challenges head-on. With the implementation of various execution plans, Kingoro is poised to maintain its leadership in the particle mill niche, injecting strong momentum into the full-year performance targets and contributing to the high-quality development of the biomass energy equipment industry.