Mid-Year Work Conference
In the lush midsummer season, from July 8th to 9th, the 2026 Mid-Year Work Conference of Changchun People's Pharmaceutical Group Pharmaceutical Company was solemnly held in the round table conference room on the fifth floor. Chairman Xu, General Manager Xu, Vice General Manager Song, general managers of various business units, the director of the marketing center, the head of the internal affairs department, the head of the e-commerce department, and other core management personnel gathered together to conduct an in-depth and insightful annual strategic review, focusing on the theme of "Reviewing the Core Achievements of the First Half of the Year and Planning Key Tasks for the Second Half of the Year." This conference adopted a closed-door format, requiring each presenter to be introspective and directly address their shortcomings, squeezing out the fluff and extracting the essence through in-depth self-analysis, making this "mid-year review" a truly serious and soul-searching self-revolution.
In the lush midsummer season, from July 8th to 9th, the 2026 Mid-Year Work Conference of Changchun People's Pharmaceutical Group Pharmaceutical Company was solemnly held in the round table conference room on the fifth floor. Chairman Xu, General Manager Xu, Vice General Manager Song, general managers of various business units, the director of the marketing center, the head of the internal affairs department, the head of the e-commerce department, and other core management personnel gathered together to conduct an in-depth and insightful annual strategic review, focusing on the theme of "Reviewing the Core Achievements of the First Half of the Year and Planning Key Tasks for the Second Half of the Year." This conference adopted a closed-door format, requiring each presenter to be introspective and directly address their shortcomings, squeezing out the fluff and extracting the essence through in-depth self-analysis, making this "mid-year review" a truly serious and soul-searching self-revolution.
Using Reality as a Measure and Numbers as a Guide: A Review of Core Performance and Analysis of Weaknesses in the First Half of the Year
The meeting officially commenced at 9:00 AM on July 8th. The first item on the agenda was a sales data presentation by Director Zhang of the Internal Affairs Department. Each dynamic figure, like a precise pulse, outlined the company's fundamental operations in the first half of the year, from target achievement rates and year-on-year growth rates to the sales proportions of various product categories, providing a solid data anchor for subsequent in-depth analysis.
The meeting officially commenced at 9:00 AM on July 8th. The first item on the agenda was a sales data presentation by Director Zhang of the Internal Affairs Department. Each dynamic figure, like a precise pulse, outlined the company's fundamental operations in the first half of the year, from target achievement rates and year-on-year growth rates to the sales proportions of various product categories, providing a solid data anchor for subsequent in-depth analysis.
Following this, Ms. Jiang, the Marketing Center Director, systematically reviewed the Center's core work in the first half of the year. Using data to analyze trends, she highlighted the progress of six key areas: medical, product, promotion, overseas registration, brand new media, and material packaging. In addition to reviewing the achievements of each area, she also proposed optimization directions and implementation plans for each specific task.
Following this, General Manager Zhang of the Clinical Business Department, focusing on "Pediatric Lung Cough Granules," reviewed the phased achievements in accumulating national and provincial expert resources and building a professional sales team. Beyond these achievements, he frankly analyzed the shortcomings and weaknesses in the marketing work during the first half of the year. For the second half of the year, he proposed using the RWS project as a starting point to strengthen risk control awareness, promote the transformation of traditional distributors' thinking, and reshape the offensive and defensive system for clinical promotion, centered on "deepening cultivation of core hospitals and activating existing terminals."
General Manager Qi of the Huangying Business Unit conducted a thorough review, examining four key dimensions: strategic execution, market layout, 4P construction, and personnel management. He frankly analyzed the problems exposed during the strategic implementation process in the first half of the year. He proposed that the second half of the year will be based on the principle of "precise diagnosis and targeted solutions," systematically promoting channel classification and rectification and the survival of the fittest, accelerating product structure optimization and upgrading of academic promotion models, while strengthening the rigid constraints of performance evaluation and process management to ensure the smooth achievement of annual operating targets and long-term development strategies.
General Manager Zhang of the Commercial Control Division systematically reviewed the first-half operations of the three channels: commercial, controlled sales, and centralized procurement. He focused on the progress of the flagship product, Teng Huang Jian Gu Wan, across all product categories and channels, and outlined the coverage effectiveness of the commercial distribution network and the pace of chain terminal development. Based on this, he clarified the overall strategy for channel synergy in the second half of the year, emphasizing refined management and channel expansion around core products, while also creating traffic drivers with new product specifications. He also made systematic arrangements from three dimensions: channel stability, standardized operation, and promotional stimulus.
General Manager Zhou of Sinopharm's Premium Products Division conducted a systematic review of the first half of the year, covering aspects such as market layout, product policies, channel structure, and promotional activities. While reviewing the work done in the first half of the year, he frankly analyzed shortcomings such as room for improvement in channel management and market order maintenance. Facing the current predicament, he proposed that the second half of the year will focus on "consolidating the foundation and expanding into new markets," employing pragmatic measures such as optimizing product policies and promotional plans, strengthening tiered channel management and order maintenance, and accelerating the expansion into new markets to strive for the annual target.
General Manager Zhang of the New Drug Division systematically reviewed the operation of core products in the first half of the year. He meticulously analyzed the market performance of the three main products—Xihuang Pills, Dafeng Pills, and Angong Niuhuang Pills—and objectively assessed the progress and shortcomings of each product in areas such as clinical channel expansion, out-of-hospital market development, and distributor collaboration. He also outlined a forward-looking plan for the key product development direction in the second half of the year. The entire presentation was clear and focused, fully demonstrating the division team's proactive and pragmatic work attitude in the face of challenges.
General Manager Chen of the General Agent Business Unit conducted a systematic review of the channel operations and market development in the first half of the year. She focused on reviewing the progress made in e-commerce channel development, C-end market expansion, promotional policy implementation, and new customer development, and summarized the experience and practices for improving team management efficiency. Based on this, she made clear plans for the in-depth development of the general agent business in the second half of the year, aiming to promote synergistic efforts and sustained growth across all channels.
Ms. Wang, General Manager of the Investment Promotion Department, conducted a comprehensive review and analysis across four dimensions: market performance, category operation, channel pricing, and team effectiveness. She pinpointed the various bottlenecks and shortcomings that existed in the first half of the year's operations. She emphasized that in the second half of the year, they will adhere to the core approach of "anchoring indicators and targeting key areas," promoting the improvement and expansion of online and offline channels in a tiered manner, accelerating the incremental breakthrough of core single products and optimizing inefficient varieties, improving the omnichannel price control system, and ensuring the effective implementation of annual operating targets and the OEM development strategy.
Minister Yan of the E-commerce Department presented detailed data on the sales growth curve and overall operation of online channels, comprehensively reviewed the operating performance in the first half of the year, objectively analyzed the existing problems in the current development stage, and clarified the key goals for the second half of the year, focusing on traffic operation, creating blockbuster products, and expanding customers through multiple channels, driving the e-commerce sector to transform from "traffic harvesting" to "customer retention management".
Following each business unit's report, an interactive discussion session was held. Participating leaders and heads of various sectors frankly exchanged opinions, including sharp, confrontational brainstorming sessions. These sessions featured both incisive questions addressing key pain points and open, frank exchanges of ideas. After each round of discussion, General Manager Xu provided summary comments, directly addressing the issues and pinpointing the core problems. He clarified the direction and path for each sector, building consensus through intense debate and clarifying the path forward through in-depth analysis.
That evening, based on the day's discussions, the general managers of each business unit worked diligently late into the night—revising and refining the draft of the key tasks for the second half of the year item by item, ensuring that all strategies had both a visionary "blueprint" and a practical "implementation plan."
That evening, based on the day's discussions, the general managers of each business unit worked diligently late into the night—revising and refining the draft of the key tasks for the second half of the year item by item, ensuring that all strategies had both a visionary "blueprint" and a practical "implementation plan."
Planning Before Acting, Steadfast Struggle for Long-Term Success – Key Tasks and Overall Planning for the Second Half of the Year
At 9:00 AM on July 9th, the planning presentation session began. Following the in-depth analysis and brainstorming of the previous day, each business unit, with a clearer understanding and more targeted solutions, presented its refined action plan, focusing on the key tasks for the second half of the year. Based on their own business realities, each business unit systematically elaborated on its core strategies and key measures for the second half of the year from the dimensions of strategic focus, market breakthroughs, product optimization, and team upgrades, with clear goals, well-defined paths, and a clear pace. After each presentation, the attending leaders provided precise comments, offering both high-level directional guidance and incisive operational suggestions. Through repeated refinement and polishing, the planning blueprints of each business unit became increasingly clear, and the implementation paths became increasingly solid.
This mid-year work conference had a rigorous and interconnected agenda, serving as both a profound introspection guided by problems and a comprehensive mobilization driven by goals. The participants expressed that they would take this meeting as a new starting point, return to the front line with a clear understanding and full fighting spirit, and forge ahead in the second half of the year to bring 2026 to a successful conclusion with solid achievements.
At 9:00 AM on July 9th, the planning presentation session began. Following the in-depth analysis and brainstorming of the previous day, each business unit, with a clearer understanding and more targeted solutions, presented its refined action plan, focusing on the key tasks for the second half of the year. Based on their own business realities, each business unit systematically elaborated on its core strategies and key measures for the second half of the year from the dimensions of strategic focus, market breakthroughs, product optimization, and team upgrades, with clear goals, well-defined paths, and a clear pace. After each presentation, the attending leaders provided precise comments, offering both high-level directional guidance and incisive operational suggestions. Through repeated refinement and polishing, the planning blueprints of each business unit became increasingly clear, and the implementation paths became increasingly solid.
This mid-year work conference had a rigorous and interconnected agenda, serving as both a profound introspection guided by problems and a comprehensive mobilization driven by goals. The participants expressed that they would take this meeting as a new starting point, return to the front line with a clear understanding and full fighting spirit, and forge ahead in the second half of the year to bring 2026 to a successful conclusion with solid achievements.