"Today, the differences between products are becoming smaller and smaller, leading to a clear trend of homogenization. In this situation, 'selling different things' is the way to go," said Li Jia, General Manager of Beijing United Petrochemical Company. "We are continuously striving for innovation and differentiation, especially in the field of chemistry." Compared to Great Wall Lubricants, which boosted its brand through the 2008 Olympic Games and the Shenzhou space program, Kunlun Lubricants supported an Antarctic expedition team. Meanwhile, Unipetrol has clearly positioned itself in automotive lubricants. Through sponsorships of the BMW Formula and Dakar Rally teams, it has expanded its presence in the high-end automotive lubricant market. With a strong focus on automotive lubrication, Unipetrol has gained the trust of many major car manufacturers, including Volkswagen, Porsche, Mercedes-Benz, Volvo, BMW, Mazda, Mann, Renault, Denso, Scania, Cummins, Dongfeng, and Cincinnati Machinery. Domestically, it has built solid partnerships with FAW, Dongfeng, Weichai, Xichai, and Shangchai, enhancing its presence in the original equipment market. Differentiation is not just about product differences but also about meeting consumer needs. Many lubricant brands on the market use 4L packaging, but to better serve customers, Unipetrol introduced 5L, 6L, and 9L options. When it comes to unification, many consumers remember memorable advertisements. Advertising plays a crucial role in reinforcing the brand's identity and helping ordinary consumers recognize the "Unipetrol" name. Although other lubricant brands also invest heavily in advertising, they have missed key opportunities, resulting in less impact. Li Jia explained, "This reflects our unified and differentiated marketing strategy. Compared to Great Wall and Kunlun, we are behind PetroChina and Sinopec in terms of road sign advertising. However, our brand's popularity is far ahead of the competition due to continuous innovation." The brand is well-known among consumers, and Unipetrol has taken a successful step forward. But how can it truly connect with consumers? Currently, Unipetrol has a wide and well-established distribution network. As Li Jia put it, the company is “returning from heaven to earth,” making sure that consumers know, “the original Unipetrol is here.” The goal is to build 2,000 oil chain maintenance centers within two years, offering automotive lubricant replacement services. So far, over 600 standard retail stores have been established. The company plans to invest tens of millions of yuan in 2006 to open 2,000 more retail stores, providing direct service to end consumers. Li Jia once compared advertisements to love letters and the internet to dating. Today, Unipetrol’s online platform is creating a better, more thoughtful environment for connecting with consumers—like a more refined dating site. While strengthening sales, the company is also focusing on internal management. Walking through the Unipetrol headquarters, you often see QCC (Quality Circles) slogans. According to reports, the company actively conducts quality management activities. Employees form dozens of spontaneous groups called Quality Management Circles, each identifying issues in their work and seeking solutions to improve efficiency. These initiatives have motivated employees, leading to significant progress in reducing waste, improving efficiency, and lowering costs.

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