On October 16, 2026, Qingdao I-FLOW Co., Ltd. held its 2027–2030 strategic planning launch event in Qingdao. General Manager Owen Wang, strategic expert Qu Fanli, invited guests, and employees gathered to establish the company’s priorities for the next four years.
The plan centers on three strategic pillars: focusing on key accounts, strengthening product capabilities, and enhancing organizational performance, with a revenue target of RMB 700 million by 2030. Beyond business growth, I-FLOW aims to create greater customer value through competitive valve products, professional service, and stronger long-term partnerships.
Putting Customer Value First
During the event, General Manager Owen Wang reaffirmed I-FLOW’s vision of becoming a world-class valve enterprise and making the world flow more accessible. Its mission is to provide quality valves with professional & attentive service.
To achieve this vision, I-FLOW will strengthen key-account management, improve product competitiveness, and build closer relationships with customers. A tiered customer management system will help align resources with different customer needs and support more effective market development.
Strengthening Products, Quality, and Delivery
Product development and operational reliability are central to the new strategy. The R&D, procurement, and quality control teams presented their priorities for translating strategic goals into measurable improvements.
Key initiatives include market-driven product development, more stable sourcing, improved delivery reliability, and consistent quality control. By strengthening coordination across the value chain—from material procurement and production to inspection and delivery—I-FLOW aims to provide dependable valve solutions that meet customer requirements.
Building a Stronger Organization
Sustainable growth also depends on strong teams and efficient management. I-FLOW’s plan includes improving financial management, developing talent, and refining incentive systems to encourage accountability and professional growth.
Strategic expert Qu Fanli reviewed the proposed framework and shared recommendations based on industry trends and the company’s development stage. Invited guests also contributed perspectives, while employees documented their reflections and individual action plans to connect the long-term strategy with daily responsibilities.
Moving Forward Together
From 2027 to 2030, I-FLOW will focus on key accounts, product excellence, and organizational capability as it works toward its RMB 700 million revenue target.
The direction is clear: grow by creating greater value for customers. Through continuous product improvement, reliable delivery, professional service, and stronger partnerships, I-FLOW aims to build lasting trust and advance toward its vision of becoming a world-class valve enterprise.
Post time: Oct-23-2026