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As a market player, companies should change with the trend. Along with the changes in the wind power industry environment and the new trend of domestic and international market competition, enterprises need to carry out necessary business restructuring, asset restructuring, debt restructuring, equity restructuring, personnel restructuring, management system restructuring, etc., on time, ownership, capital, resources, personnel, etc. Business and other elements are reconfigured to form a new production and operation model to ensure that enterprises maintain a competitive advantage in a changing market.

In recent years, China's huge economic volume and rapid growth have given birth to many energy fields including the wind power industry. At the same time, "big but not strong" has become a label for the common problems of industrial development in China. In a certain sense, "bigger" is inevitable, and "doing excellent" and "strengthening" is the real test for China's wind power industry.

Taking wind power manufacturing as an example, domestic enterprises and world giants can basically keep pace in technology research and development, and the gap is shrinking. The more obvious gap is reflected in product stability, reflected in operational performance and accumulated experience. The details of the effort.

Throughout the development of China's wind power industry, in the past 10 years, the wind power industry has created many firsts: installed capacity to replace the United States to become the world's largest wind power country, grid-connected wind power installed capacity in the world first exceeded 100 million kilowatts, new wind power installed capacity It ranks first in the world for four consecutive years... and how to achieve higher quality, more efficient and more sustainable development is the way forward.

In this context, on the one hand, merger and reorganization is an inevitable requirement for integrating resources, eliminating homogenization competition and enhancing the competitiveness of China's wind power enterprises in the international market. On the other hand, restructuring is not simply "merging similar projects". In terms of meaning, the reorganization is only the first step in the long march and the realization of “bigger”. Next, how to "do excellent" and "strengthen" is the final test of the reorganization effect.

Business development is like fitness, to be strong, not to be obese. If you are a big company, if you just superimpose it on a simple scale, it will still be difficult to achieve stability. Whether it is a merger or a reorganization, it is still necessary to inspire 1+1>2 competitiveness.