Shenzhen Crastal Technology Co.Ltd(300824)
Record of investor relations activities
Securities code: Shenzhen Crastal Technology Co.Ltd(300824) securities abbreviation: Shenzhen Crastal Technology Co.Ltd(300824) No.: 2022002
□ specific object research □ analyst meeting
Investor relations □ media interview □ performance briefing
Activity category □ press conference □ Roadshow
□ site visit □ others (2021 annual general meeting of shareholders)
Investors participating in the on-site meeting of the company's 2021 annual general meeting of shareholders
Time: 15:30-16:30, April 15, 2022
Place Shenzhen Crastal Technology Co.Ltd(300824) conference room
Directors, supervisors and senior management team attending the general meeting:
Chairman and general manager: Mr. George Mohan Zhang
Director and Deputy General Manager: Mr. Fang Zhen
listed company
Director, chief financial officer and Secretary of the board of directors: Ms. Niu Wenjiao
Receptionist
Director: Mr. Zhong Xin
Chairman of the board of supervisors: Mr. Liu Yunfeng
Employee Representative Supervisor: Mr. Chen Huajin
Investor exchange link:
Relationship activity master
What are the main changes in company management in the process of rapid expansion of scale and income? With the increase of product category, product quantity and marketing channels, the number of team members has also increased greatly. Generally speaking, in the process of more people, the division of labor will become more detailed, the levels will become more than in the past, and the norms and processes also need to be sorted out. The increasing amount of work, the increase of information nodes and the enrichment of work ideas also put forward higher requirements for us. We will continue to strengthen our business capacity, achieve scale effect, optimize the organizational structure, upgrade the digital information management system, and improve the management ability of larger product matrix and channel matrix, so as to lay a foundation for maintaining long-term growth.
2. Is the research and development of new products mainly based on the Chinese market, or both at home and abroad? Will you tend to make some universal products?
Our simplest understanding of the so-called universal is to add up the number of people in demand in each market.
Although some products are small in one market, they are very large in other markets. For example, the current market of coffee machine in China is not large enough, but it is a huge category in the United States. Of course, there are also categories that are very large in the Chinese market. Even if such products have no commonality, we will consider them. Some other categories are acceptable in China and overseas, but not necessarily in both markets. Therefore, the scale of each market is not necessarily common. Although we think the global living habits are getting closer and closer, the differences still exist objectively.
Therefore, when we develop new products, we will pay equal attention to both inside and outside, take into account both inside and outside needs, and then see which one we feel the input-output ratio will be higher. 3. What are the considerations of no spokesperson and no advertising? We can't fully understand the value of spokesmen for the time being, so we don't have relevant investment at present. Our strategy today is to infiltrate through small circles. We have a large number of opinion leaders. They have a certain number of loyal groups in a small circle. We hope he can present our products in the right way, clarify the good points and pass them on to his circle. This includes many circles, not only cooking and delicious food, but also mother and baby, outdoor, home and storage. In today's social media, everyone thinks they see the world, but in fact, they see their own bubbles. So our marketing is also a bubble. This approach may not be the best without considering the cost. If we just want to let more people know us faster, we do have better marketing tools. But at present, there are two considerations. On the one hand, in the process of letting everyone know, the conversion rate is not high. To some extent, Beiding products are not aimed at everyone for the time being. We hope it is, but objectively speaking, it is not at present. Therefore, the more large-scale channels, the lower the efficiency of marketing expenses will be; On the other hand, at present, the carriers with very concentrated traffic in China are becoming less and less. In the past, it may be possible to advertise in a key period of a channel, but now there are fewer and fewer such tools, including the opening of mainstream video software, and fewer people are transmitting. In short, the whole media is fragmented. So the way we respond is that we are also fragmented and broken into bubbles mentioned above one by one. 4. We have learned that our products have recently adjusted their prices. What is the market feedback? And what is the impact on the performance of the first quarter? We will disclose the results of the first quarter later, and it may not be easy to answer before the disclosure. It is difficult for us to summarize the feedback on the price increase, because there are too many superimposed effects, there may be the factors of our price increase, and we are making some channel adjustments, including the impact of the epidemic, etc. 5. Are our offline store plans affected? It seems that the expansion of stores has slowed down at present? At present, the expansion of offline stores is more cautious. Changes in the epidemic situation and epidemic prevention policies will have an impact on our offline stores, so first of all, we need to see the time and extent of the current impact. Ask us if we want to do this in our offline stores after a long time. We can firmly say that we must do it. But now it's hard to say how fast to do it. Since the fourth quarter of last year, the price of raw materials has been falling, the epidemic is also improving, and everything seems to be getting better. However, at the beginning of this year, the war appeared, and the prices of main raw materials began to rise again. The epidemic is not like what we thought at the beginning. The most is to go back to 2020. We found that there was a deviation in our previous understanding. This epidemic affected not only the production side, but also the logistics side. Multi regional express delivery was blocked, which directly led to the inability to place orders. From March to the present, we dare not assume when it will arrive. It may still need to be estimated in a relatively conservative way. Therefore, we are also making many internal adjustments, such as the need to re understand the current situation. Now we can only make the most difficult preparations according to the very bad situation. 6. Will capacity become a bottleneck? It won't be a bottleneck.
Objectively speaking, we have also expanded some production capacity. Our production capacity has a relatively flexible space that can be up and down, and we have reserved this space for several stages. In addition, the volume of our products is small, so the storage is also relatively standard, and the availability of plants and warehouses is relatively strong. We think more about how to make our fixed assets in a higher utilization rate, and make appropriate adjustments when necessary. 7. What is the confidence of overseas in the long term? What is the development and pattern of the overseas market? Overseas markets must be confident in the long run. Because the consumption structure of European and American society is ahead of that of China, the leading performance of this structure is twofold: on the one hand, its living area is larger than that of China, which means that more things can be put down at home; On the other hand, the overseas market will be more willing to consume, and the consumption ability and willingness to pay for household products will be stronger. The overseas market is mature, but its scale is relatively stable; China's market is growing, but the current situation is that the scale is not so large
Big.
In the long run, we have confidence in global consumption. However, in the process, we repeatedly stressed that the predictability of the future is getting lower and lower, just like none of us thought that this element would appear before the outbreak of the epidemic and war, with such a wide impact. Therefore, in the next period of time, we will be more cautious to ensure the safety of the company, adopt a mature and reliable business model, flexibly explore new boundaries between categories and products, and try to apply new technologies and methods according to actual needs.
In the longer term, Beiding's business principle is still to provide more excellent products and services to more users around the world, and continue to create value for shareholders with efficient operation and management in the process.
List of attachments
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Date: April 16, 2022
