山东立派机械集团有限公司
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全球经销商

一、回顾2025

  2025年RIPPA财务年已经马上结束，在大家的一致奋斗下，我们取得了以下业绩：
  1. 新工厂、办公楼、产业基地完成搬迁并进入量产。
  2. RIPPA品牌从不知名做大了美国第四、欧洲第五、俄罗斯第一、加拿大第三、澳洲第三。（3.5吨以下挖机掘数据）
  3. 产值实现了65%增长，12亿人民币。
  4. 建立了杭州跨境电商团队，并与济宁跨境电商团队合并，单年实现1.8亿销售额。
不足如下：
  1. 扯皮、扑火救火严重。
  2. 靠堆人完成工作量，不是靠提高效率，疏通流程。
二、展望2026
在2026年会做以下战略要求
  1. 文化驱动执行：客户为本、创新为魂、团队协作、诚信共赢、简单好用、长期致胜的价值观是RIPPA的员工行为的高压线。让每个家庭拥有自主使用的力量，让世界爱上中国创造的使用。
  2. 品牌牵引增长：2025年我们统一了型号、颜色、CE，我们实现了全球小挖前五品牌，2026年我们将更深的建设品牌，让客户感知到的产品、服务、沟通都保持一致性，为我们RIPPA的愿景——成为全球家庭工程第一品牌。
  3. 系统替代救火：从2023年RIPPA从人管变成制度管理后，3年时间产值从2亿超过10亿；在2026年我们用系统管理，为了迎接接下来RIPPA5年内迈向100亿规模。
  4. 降本提效：避免不必要的开销，投资必要的费用，通过系统、流程、 标准提高效率。
  5. 提高员工满意度：把员工满意度提高到总监级别的KPI考核，逐步减少员工无序跨部门跑动，明确总监级为跨部门协作唯一接口人，提炼标准、完善标准、落地标准，发现流程问题，疏通流程，让RIPPA同学高效工作，舒心工作。
  6. 中国市场RIPPA品牌：复制并超越国际市场！全公司全方位预防安全隐患，彻查、落地，禁止任何违规、违法、作业。
  7. 六大系统的落地并运转：
  1. 增长系统，结果唯一责任人——销售团队总监。
系统结果：稳定、可复制的订单增长。
系统构成：品牌系统（认知、信任、溢价）-运营系统（询盘链）-销售系统（成交链）-渠道系统（经销商链）
关键判断：增长不是靠某个销售，而是靠品牌把客户拉进来，系统把客户接住。
  1. 交付系统，结果唯一责任人——物资总监。
系统结果：客户承诺可兑现。
系统构成：销售承诺规则-计划排产-供应节奏-制造执行-海外仓发货。
关键判断：交期不是销售的问题，是系统兑现能力的问题。
  1. 质量系统，结果唯一责任人——制造总监。
系统结果：整机质量长期稳定、不翻车。
系统构成：研发设计输入-供应商质量-制造过程质量-出厂质量-海外仓质量-经销商交付质量-售后数据反推8D报告。
关键判断：质量不是某个部门的事，是一整条链条的系统结果。
  1. 客户体验系统，结果唯一责任人——服务总监。
系统结果：客户体验可预测、可修复、可复盘。
系统构成：销售承诺一致性-售后响应机制-配件保障-投诉处理-舆情管理。
关键判断：满意度不是为了发现问题，而是验证系统风险。
  1. 产品稳定系统，结果唯一责任人——研发总监。
系统结果：产品可长期规模化销售。
系统构成：新产品开发-工艺设计-量产导入-工程变更-技术冻结与回退。
关键判断：研发的终点不是“改出来”，而是“稳定下来”。
  1. 经营健康系统，结果唯一责任人——财务总监。
系统结果：增长不拖死公司。
系统构成：现金流管理-毛利结构-人效-预算与投入产出比。
关键判断：财务不是算账的，而是公司所有系统的仪表盘。

2026年RIPPA会达到一个新的高度，当然离不开每个RIPPA人去一起付出，实现以上战略高度。预计在2026年年底，RIPPA品牌发达国家小型挖掘机综合排名前2名。

Looking Back at 2025

As the 2025 financial year comes to an end, thanks to our collective efforts, RIPPA has achieved the following milestones:

  • The new factory, office building, and industrial base have completed relocation and entered mass production.

  • The RIPPA brand has grown from relative obscurity to reach No. 4 in the United States, No. 5 in Europe, No. 1 in Russia, No. 3 in Canada, and No. 3 in Australia (data based on excavators under 3.5 tons).

  • Production output increased by 65%, reaching RMB 1.2 billion.

  • We established a Hangzhou cross-border e-commerce team and merged it with the Jining team, achieving RMB 180 million in annual sales.

Shortcomings:

  • Excessive internal friction, blame-shifting, and firefighting.

  • Relying on adding manpower to complete workloads, rather than improving efficiency and streamlining processes.

Looking Ahead to 2026

In 2026, I will set the following strategic requirements:

Culture Drives Execution

Customer-centricity, innovation, teamwork, integrity and win-win cooperation, simplicity and usability, and long-term success are the red lines for employee behavior at RIPPA.

Our mission is to empower every family with the ability to work independently, and to let the world fall in love with Chinese-created, user-focused products.

Brand-Led Growth

In 2025, we unified model naming, colors, and CE standards, entering the global top five small excavator brands.

In 2026, we will deepen brand building so that what customers perceive—product, service, and communication—remains fully consistent, supporting RIPPA’s vision of becoming the world’s leading household engineering brand.

Systems Replace Firefighting

Since 2023, RIPPA has transitioned from people-driven management to rule-based management, growing output from RMB 200 million to over RMB 1 billion in three years.

In 2026, we will move to system-driven management, preparing RIPPA to reach RMB 10 billion in scale within the next five years.

Cost Reduction & Efficiency Improvement

Eliminate unnecessary expenses, invest in what truly matters, and improve efficiency through systems, processes, and standards.

Improving Employee Satisfaction

Employee satisfaction will become a KPI at the director level.

We will gradually reduce disorderly cross-departmental movement, define directors as the sole cross-department coordination interface, refine standards, implement them thoroughly, identify process issues, and unblock workflows—so every RIPPA colleague can work efficiently and comfortably.

RIPPA Brand in the China Market

Replicate—and surpass—the success of international markets.

Company-wide, we will fully prevent safety risks, conduct thorough inspections, ensure implementation, and strictly prohibit any illegal, non-compliant, or unsafe operations.

Implementation and Operation of the Six Core Systems

  1. Growth System

    • Single Result Owner: Sales Director

    • System Outcome: Stable, repeatable order growth

    • System Components: Brand system (awareness, trust, premium) → Operations system (lead funnel) → Sales system (conversion funnel) → Channel system (dealer network)

    • Key Judgment: Growth does not depend on individual salespeople, but on the brand attracting customers and the system capturing them.

  2. Delivery System

    • Single Result Owner: Supply & Logistics Director

    • System Outcome: Customer commitments can be fulfilled

    • System Components: Sales commitment rules → Production planning → Supply rhythm → Manufacturing execution → Overseas warehouse shipment

    • Key Judgment: Delivery time is not a sales problem; it is a system fulfillment capability issue.

  3. Quality System

    • Single Result Owner: Manufacturing Director

    • System Outcome: Long-term, stable machine quality with no major failures

    • System Components: R&D design input → Supplier quality → Manufacturing process quality → Factory outbound quality → Overseas warehouse quality → Dealer delivery quality → After-sales data feedback via 8D reports

    • Key Judgment: Quality is not one department’s responsibility—it is the result of an end-to-end system.

  4. Customer Experience System

    • Single Result Owner: Service Director

    • System Outcome: Predictable, repairable, and reviewable customer experience

    • System Components: Consistent sales commitments → After-sales response mechanisms → Parts availability → Complaint handling → Public opinion & reputation management

    • Key Judgment: Satisfaction is not about finding problems, but about validating system risks.

  5. Product Stability System

    • Single Result Owner: R&D Director

    • System Outcome: Products that can be sold at scale over the long term

    • System Components: New product development → Process design → Mass-production introduction → Engineering changes → Technical freeze and rollback

    • Key Judgment: The end point of R&D is not “making changes,” but “achieving stability.”

  6. Business Health System

    • Single Result Owner: Finance Director

    • System Outcome: Growth that does not exhaust the company

    • System Components: Cash-flow management → Gross margin structure → Labor efficiency → Budgeting and return on investment

    • Key Judgment: Finance is not just accounting—it is the dashboard of all company systems.

In 2026, RIPPA will reach a new level. This will only be possible through the joint efforts of every RIPPA colleague to realize these strategic goals together.

By the end of 2026, the RIPPA brand is expected to rank among the top two small excavator brands in developed markets worldwide.