Recently, Wen Degang, General Manager of SDLG, led a team to conduct in-depth inspections and research in key Latin American markets including Brazil, Peru, and Chile. This series of research activities focused on market dynamics, channel development, customer needs, and localization strategy, aiming to further consolidate and expand SDLG's business footprint in Latin America and inject new momentum into the company's international development.

General Manager Wen Degang Conducts Market Research in Brazil

During the Brazil research trip, the General Manager and his delegation conducted in-depth inspections of the local market and held extensive exchanges with a number of important partners and customers, sharing views on topics such as channel development, service policies, key account development, and the promotion of electric products. They also visited local customs clearance partners and learned about the progress of the Brazil company headquarters construction on site. During the research trip, the General Manager also held talks with senior Brazilian government officials and state government officials, introducing SDLG's business plans and investment intentions in Brazil and Latin America, which received positive responses and support from the local government.

General Manager Wen Degang Conducts Market Research in Peru

Subsequently, the General Manager moved on to the Peruvian market, where he listened to work reports from the regional team and dealers and provided guidance on market planning and network development. During the visit, he called on local chamber of commerce organizations to discuss overseas corporate development and resource sharing. In addition, he held talks with large international customers operating in Peru, and both sides reached a consensus on deepening global project cooperation.

General Manager Wen Degang Conducts Market Research in Chile

During the Chile inspection stage, the General Manager focused on visiting core distributors, holding working meetings on topics such as sales growth, network expansion, and service optimization, and once again emphasized the requirements for advancing the company's internationalization strategy. In addition, he made in-depth visits to typical key industry customers to learn about equipment usage and hold practical discussions on product adaptation and service improvement, further consolidating long-term cooperative relations with key accounts.

During the research, General Manager Wen Degang emphasized: "SDLG will adopt an international operating policy of unconventional operations and leapfrog development to build full value chain competitiveness and share development dividends with global partners." Relying on a business network covering more than 140 countries and regions, SDLG will further build an integrated global market layout and marketing service system, deepen strategic synergy with distributors and key accounts, and go all out to build a new internationalization pattern, laying a solid foundation for achieving the strategic goal of "rebuilding a new SDLG in five years."

This trip to three Latin American countries is an important measure for SDLG to deepen its global market layout and accelerate its internationalization process. SDLG is well aware that under the background of carbon neutrality, electrification and intelligentization have become the certain direction of industry development, and the restructuring of the international market has also brought new opportunities for Chinese brands. Under the guidance of the Group's new development strategy and the new internationalization strategy of "comprehensive advancement and key breakthroughs," SDLG will continue to make sustained efforts in six major initiatives: institutional and mechanism reform, overseas platform construction, channel network expansion, product competitiveness improvement, service system optimization, and brand value building. The company will continue to advance the "four accelerations"—accelerating the layout of global channel outlets and overseas warehouses, accelerating institutional and mechanism reform, accelerating talent localization, and accelerating financial internationalization—and go all out to build "reliable products, reliable services, and a reliable team," driving SDLG's comprehensive upgrade from "market internationalization" to "enterprise internationalization."