Since the company began to gradually accept the concept of national economic contraction in 2015, and also made some preparations for the coming depression, we should continue to do the following in the future, so that we can smoothly survive these years and usher in the next economic upward cycle.

         First, we should pay more attention to our core advantages. In the next few years, the heating charge management system is still our core competitive product, and we need to continue to invest in core resources to focus on building. This is the position we firmly hold, and it is also an area that any opponent will have to fight against. We win market by profession, benefit by management and reputation by service.

         Secondly, fully tap internal potential, improve personal professionalism through post setting, training and assessment, and continuously improve team cohesion and combat capability. In the next few years, we will continue to refine the granularity of division of labor and improve the efficiency of organizational collaboration through process reengineering.

         Thirdly, focus on upgrading the remote group control version. On the basis of the mature experience of the application of Jinan heating customer service charge, we have cooperated with important domestic group type heating enterprises to form a version of the non local group that is popular with large heating groups in China.

         In the future, heating enterprises will also become more pragmatic, more determined and cautious on the road of information construction, and they will spend more time to choose partners, products and services. I think this is just in line with the development concept of fee based software. Customers are not so rapidly expanding. They have time to choose software slowly. We have patience to build software slowly, which is win-win.