I. Introduction: Reflection on the Current Situation in the Industry Amidst the Winter
In recent years, the stone industry as a whole has entered a period of profound adjustment, with the chill in the market continuing to spread. On short video platforms, cases of stone enterprises going bankrupt and factories shutting down are emerging endlessly. The core domestic stone distribution hubs, once bustling with traffic and merchants, have long lost their former prosperity. Major stone markets have seen a sharp decline in customer flow, with few visitors and empty stores. The industry as a whole is showing a trend of sluggish and depressed development.
To conduct an in-depth analysis of the real development status of the industry, the author conducted field research at several engineering-type stone enterprises. During the research, it was found that the current survival situation of the industry is extremely severe. The previous model, which relied on bulk supply and stable volume to make profits, has completely failed. Nowadays, the bosses of stone enterprises need to personally go down to the construction site to be responsible for front-line basic work such as on-site setting-out and technical docking, and they need to carefully control every link. Any negligence can lead to losses. Even so, most enterprises can only barely maintain their operations, with profit margins being extremely compressed and the pressure of survival being unprecedentedly huge.
Looking back at the development history of the industry, the popularization of diamond wire saw technology in the past two years has sparked a technological revolution in the field of stone processing. After the short-term release of industry dividends, a large number of cross-sector equipment enterprises flocked into the market. In just two years, dozens of enterprises quickly carved up the market, with homogenization competition and low-price cut-throat competition intensifying. The pattern of self-destruction within the industry became increasingly fierce. Behind this phenomenon lies the survival dilemma of the overall real economy: the growth of various industries has peaked, and competition for existing resources has intensified. Even when entering unfamiliar fields, enterprises will fight fiercely for a glimmer of survival opportunity.
The predicament of the stone industry is not an isolated case, but a microcosm of the broader macroeconomic environment. The commercial pedestrian street outside the author’s residential area was once bustling with crowds and overflowing with customers all year round. Popular internet-famous restaurants and chain brands were packed, and well-known stores like Haidilao saw long queues all year round. However, now the popularity of the business district has plummeted, popular stores have closed down one after another, the consumer market has shrunk overall, and the physical industry is generally under pressure.
From a holistic perspective, all industries are facing the challenges of transformation, upgrading, and seeking survival in a difficult situation. However, the pressure on the overall environment does not mean that there is no way out for the industry. There must be opportunities for change amidst adversity. The key to breaking through for the stone industry lies in breaking the shackles of traditional development and reconstructing the industry’s value system.
II. Industry Difficulties and Development Opportunities: The Stone Industry is Not at the End of Its Road
(I) Industry Dilemma: The Tragic Development of Stone Workers and the Shortcomings of the Industry
Looking at the entire domestic architectural decoration industry chain, over the past two decades, various sub-sectors such as glass curtain walls, ceramic tiles, whole-house furniture, flooring, coatings, ceiling and suspended ceilings, solid wood doors, partitions, sound and heat insulation, elevators, and water supply and drainage have gradually evolved from being subordinate to the traditional decoration industry. They have transformed and upgraded into specialized industries capable of independently engaging with clients, undertaking special projects, and providing full-process delivery services. These industries now possess comprehensive general contracting capabilities, achieving a dual enhancement in their industry status and discourse power.
The stone industry, however, remains stuck in a singular “material supply model” to this day, unable to offer comprehensive “turnkey services” for projects, and has always been at the lowest end of the architectural decoration ecosystem. Within the industry ecosystem, stone enterprises resemble herbivorous groups in a grassland ecosystem, relying on laborious processing and supply to earn meager profits, yet they are always in a passive position. Various links in the industry chain, such as the client, designer, decoration company, and construction unit, can all exert constraints and bargaining power over the stone industry. At the same time, homogenization and low-price competition within the industry continue to intensify, squeezing the survival space of enterprises from both directions.
The deeper industry pain point lies in the fact that traditional stone enterprises can only passively supply goods and are unable to provide value-added services or create core value for their clients. In fact, most of these enterprises lack direct communication channels with their clients, and have long been in a vulnerable position of being looked down upon and chosen from. They have thus become a “weak supporting industry” in the field of architectural decoration.
For a long time, stone enterprises have been enduring multiple challenges, including low profits, high demands, strict accountability, and weak discourse power. Industry practitioners are struggling to survive under heavy burdens, and any slight fluctuation in business may lead to the crisis of loss and bankruptcy. This is the most authentic lament for the development of China’s stone industry at present.
(II) Extraterritorial Reference: The Transformation and Evolution of the Stone Industry in Japan and South Korea
The transformation and breakthrough of the stone industry is not without traces. The development history of the stone industry in Japan and South Korea provides a mature reference model for China’s industry upgrading. Instead of withering away due to market competition, the stone industries in these two countries have achieved industry evolution through service upgrades and model iterations, embarking on a path of high-quality development from material supply to engineering services.
Based on the development experience of Japanese stone enterprises, over two decades ago, Japan’s leading stone companies had already reached the market ceiling of store sales, with a team of over 300 people capable of generating an annual output value exceeding US$400 million. Enterprise decision-makers clearly recognized that the singular retail and supply model had no room for growth, and only by extending the service chain and entering the high-end stone engineering field could they break through the development bottleneck. Through cross-industry cooperation, technological iteration, and service upgrades, the company successfully undertook landmark building projects in Japan, completed the transformation from retail supply to engineering general contracting, and solidified its position as the industry leader.
The transformation path of South Korea’s leading stone enterprises is more advanced. Also more than two decades ago, South Korea’s top stone enterprises had already completed their asset-light transformation, achieving an annual output value of over US$400 million with a professional team of just over seventy people. Their core advantage lies in completely breaking away from the traditional heavy asset model of processing and supply, and establishing a full-chain service system encompassing specialized design for stone projects, global raw material procurement and processing, and the implementation of cross-border construction projects. This system endows them with the core competency to participate in international competition for high-end stone projects. The core logic of the enterprise’s transformation is very clear: when competition in single supply becomes intense, only by actively extending services, undertaking overall projects, and providing turnkey services can one completely escape from low-price competition and achieve industry value upgrading.
The development patterns of the stone industry in Japan and South Korea are highly valuable for reference: the survival and upgrading of the stone industry in these two countries are not centered on expanding production capacity or lowering prices, but rather on the iteration of service models. Twenty years ago, the stone industry in Japan and South Korea had fully transitioned from being a “material supply side” to an “engineering service side”. Relying on comprehensive turnkey service capabilities, they achieved an overall improvement in industry status, profitability, and market influence. This is also the core development direction for China’s stone industry in the future.
(III) New opportunities in the industry: untapped virgin land for engineering services
The prevalent pessimistic perception in the industry that “the stone industry is on the decline and unprofitable” is actually one-sided and shortsighted. The Chinese stone industry does not lack room for development; rather, it has yet to unlock its core growth trajectory, which lies in the field of turnkey services for stone engineering projects. This remains a vast untapped market in the industry.
For a long time, the stone industry has been confined to the low-end segment of material supply, with the core issue being its inability to create exclusive value for clients. The industry’s influence, market recognition, and profitability fundamentally depend on the amount of value created for clients. Once the stone industry breaks through the single supply model and acquires the ability to independently undertake specialized stone projects and provide turnkey services throughout the entire process, it can completely break free from the shackles of low-end supply and become an independent general contracting industry within the architectural decoration system. At that time, stone enterprises will break away from their passive and vulnerable position, earn market respect through professional services and value output, and completely bid farewell to the survival dilemma of being trapped in a cycle of intense competition.
III. Feasibility and underlying logic of service upgrading in the stone industry
(1) The industry possesses the fundamental capability of providing turnkey services
Many people believe that the domestic stone industry lacks the capability to provide turnkey services, but this is not the case. Domestic stone enterprises have long possessed the practical ability to provide full-process engineering services. However, they have been in a passive service state for a long time, reduced to being “labor executors” in the industry chain, unable to lead projects and control profits. Over the years, under market pressure, stone enterprises have gradually accumulated service capabilities and can independently complete the entire process of on-site surveying and mapping, engineering special design, customized processing, on-site construction, after-sales operation and maintenance. This complete service system is the core of turnkey services for stone engineering.
However, the current industry situation is such that the laborious work of providing full-process services is borne by stone enterprises, while the project leadership, core profits, and delivery discourse power are in the hands of third parties such as decoration companies and general contracting units. Stone enterprises participate throughout the process but cannot lead the delivery, and they have never been able to take the leading role in the industry. Core profits are retained at various levels, and they only earn sweat and toil from basic processing and construction. The core of industry upgrading is to transform “passive service” into “active general contracting”, achieving independent turnkey delivery, independent profit control, and independent discourse power.
(2) Upstream and downstream industries actively force the independent upgrading of the stone industry
The service upgrade in the stone industry is not only a necessity for breaking through its own limitations but also an inevitable demand for the development of upstream and downstream industries. In the context of the curtain wall industry, an unwritten industry rule has long been established: most curtain wall companies voluntarily give up undertaking projects where the proportion of stone curtain walls exceeds 30%. The core reason lies in the fact that curtain wall companies specialize in glass curtain wall technology and lack professional accumulation in stone material characteristics, processing technology, and construction details. Stone curtain wall construction is difficult, has a low tolerance for errors, and involves uncontrollable losses, which can easily erode the profits of glass curtain walls, leading to project losses. Therefore, the curtain wall industry urgently hopes for the independent rise of the stone industry, the formation of a specialized stone curtain wall engineering service system, and the realization of professional division of labor and each party performing its own duties.
In the context of the traditional decoration industry, as sub-sectors such as glass, tile, flooring, doors, and windows have become independent, directly engaging with clients to undertake specialized projects, the business boundaries of the traditional decoration industry continue to shrink. If the stone industry completes its independent upgrade and achieves independent general contracting of projects, it will further drive the decoration industry to focus on its core advantage – the field of architectural decoration design. Shenzhen has become a top-tier global capital of decoration design, with a vast market space for design services. Practical businesses such as stone construction, specialized design, and on-site implementation are undertaken by professional stone enterprises, truly realizing the principle of “specialized people doing specialized things”, which aligns with the trend of refined division of labor in the architectural decoration industry.
(III) Historical origins of industry difficulties: development shortcomings buried by past dividends
It is imperative to objectively acknowledge that the current passive situation in the stone industry is an inevitable outcome of the industry’s past development model. In the early years, the stone industry experienced wild growth and a period of dividend explosion. Stone products were considered high-end decorative luxury goods, with robust market demand and ample profit margins. Enterprises did not need to optimize their services or enhance their capabilities, and could easily make profits solely by supplying ready-to-ship products. At that time, the industry was generally characterized by a mindset of “emphasizing sales over service, and prioritizing production capacity over research and development.” There were even industry malpractices such as large stores bullying customers and dictatorial transactions, indicating a severe lack of service awareness.
It is also during this stage that alternative industries such as ceramic tiles have rapidly emerged, seizing a significant share of the decoration market with their advantages of standardized services, normalized delivery, and pre-positioned docking. However, the stone industry has solidified its outdated cooperation model: it must wait for the main construction of the building to be completed and the site setting-out and surveying to be carried out before the stone material list can be determined, supply contracts can be signed, and processing and construction can begin. In the entire architectural decoration system, only the stone industry is unable to pre-dock and synchronize construction, seriously lagging behind the overall project progress and dragging down the overall project delivery cycle, becoming the shortcoming and drag of the entire architectural decoration chain.
This outdated cooperation model has been solidified for a long time, forming a persistent ailment in the industry, which has led to the long-term marginalization and weakening of the stone industry. The “service accounts, efficiency accounts, and model accounts” accumulated from the extensive development of the industry in the past have become the development shortcomings that the industry must face and actively address. The process of addressing these shortcomings is precisely the core opportunity for the industry’s transformation and upgrading.
(IV) Core Opportunities Behind Weaknesses: Accelerating Construction Periods to Create Trillion-Yuan Value
The biggest weakness of the stone industry lies in the delayed project delivery, which, ironically, holds the greatest potential for industry upgrading. If the stone industry can break away from traditional models and adopt advanced practices such as early design, early contract signing, and synchronized construction, it can fully address the weakness of delayed project delivery, thereby creating immense value for clients and the entire construction industry. For conventional medium to large-scale construction projects, the overall project duration can be directly reduced by over two months.
The economic benefits brought by speeding up the construction period are extremely significant. According to data calculations by the real estate contract department of a certain central enterprise, the average daily bank loan interest for conventional real estate projects is as high as one million yuan. If the project is delivered two months ahead of schedule, the capital interest cost alone can be saved by more than sixty million yuan. In addition, speeding up the construction period can significantly reduce the labor, operation and maintenance, and management costs of the project, accelerate the return of funds for real estate enterprises, and improve the overall operational efficiency of the project. Even if the stone project is constructed free of charge, the value of the construction period and economic value it creates far exceed its own engineering value. This is precisely the core confidence for the transformation and upgrading of the stone industry.
This model is not merely a theoretical construct; the author successfully implemented it in a cooperative enterprise more than a decade ago. Through front-end, full-chain, and synchronized stone engineering services, the project timeline was significantly accelerated, validating the feasibility and high value of the model. It possesses mature conditions for promotion and implementation across the entire industry.
IV. Core of Industry Breakthrough: Establishment and Implementation of the Golden Key Project System
To systematically address the core challenges in the stone industry—including outdated business models, delayed project timelines, low value proposition, and limited market influence—the author has named this comprehensive, end-to-end, high-value turnkey stone engineering service system the “Golden Key Project.”The core philosophy of this project lies in comprehensively extending the service chain, focusing on accelerating project timelines and enhancing value creation, thereby redefining the collaborative model for stone engineering projects and fundamentally breaking free from the industry’s reliance on low-end supply chains.
(1) The comprehensive implementation framework for the Golden Key Project throughout its entire lifecycle
The Golden Key Project revolutionizes the traditional delayed approach of “commencing work only after structural completion,” enabling simultaneous advancement of stonework and civil engineering projects with full-process standardization. It comprises eight core phases:
First, preliminary engineering design.Once the architectural design drawings and structural plans are finalized, the stone engineering team immediately intervenes to complete specialized stone construction designs concurrently, establishing construction methods, technical standards, and form parameters in advance—without waiting for the main structure to be completed.
Second, precise list compilation.Based on professional stone engineering design drawings, we meticulously analyze the specifications, dimensions, manufacturing processes, and quantities of each stone slab to create a material list precise down to individual slabs, thereby eliminating subsequent issues such as material supplementation, substitution, or rework.
Third, synchronize budget preparation.Based on the design drawings and material list, a comprehensive budget for stone engineering projects shall be prepared simultaneously, specifying the project cost, construction standards, and service scope to provide robust technical support for preliminary contract signing.
Fourth, improve technical documentation.Consolidate the complete set of technical documents—including stone installation drawings, material lists, and project budgets—to create standardized contract documents that serve as the core basis for general contracting, subcontracting, and procurement agreements.
Fifth, finalize the preliminary contract.Prior to commencing civil construction work, complete the signing of all contract documents—including general contracting, subcontracting, and procurement agreements—for the stone engineering project, thereby establishing the cooperation framework, pricing standards, and delivery milestones.Upon completion of the verification and signature confirmation of the civil engineering reference line layout, the technical documentation is officially finalized. Party A undertakes to assume corresponding liability for any subsequent design modifications or site changes.
Sixth, orderly batch processing.Based on the construction progress of civil engineering projects, a layered and zoned processing plan is formulated. The factory conducts orderly production according to the schedule, reserving dedicated processing zones for each layer to accommodate on-site customization requirements while balancing standardization and flexibility.
Seventh, synchronize on-site construction.Ensure that stone panels are delivered to the construction site before formwork installation, utilizing existing scaffolding and lifting equipment to carry out construction work, thereby significantly reducing construction costs, equipment costs, and material procurement expenses while enhancing cost efficiency.
Eighth, full-process progress synchronization.Coordinately integrate all relevant parties—including civil engineering, quality supervision, and construction oversight—to simultaneously refine documentation for concealed works and quality acceptance procedures, ensuring that formwork installation for civil works proceeds concurrently with stone paving operations.The project ultimately achieved completion of both the civil construction topping-out phase and stonework installation concurrently, effectively reducing the total construction period by over two months.

(II) Essential Requirements for Enterprises Participating in the Golden Key Implementation Project
The Golden Key Project represents a service model characterized by high entry barriers, significant value, and comprehensive end-to-end support; not all stone enterprises are qualified to implement it, requiring both robust internal capabilities and favorable market conditions.From the perspective of core competencies, enterprises need to establish four specialized teams: first, a professional engineering design team capable of developing comprehensive stone engineering drawings and preparing technical documentation; second, a compliance construction team holding relevant qualifications for stone decoration and curtain wall installation, supported by a project management team with nationwide coverage; third, a full-chain processing coordination team that integrates upstream and downstream resources to enable customized and standardized production of all types of stone products; fourth, a professional marketing team equipped with skills in value communication, proposal presentation, and business negotiation, enabling precise alignment with client requirements and successful contract execution.From an objective market perspective, the entrenched operational model in the building decoration industry remains deeply ingrained, making it challenging to promote the new approach of pre-signing contracts and concurrent construction.Among these, standardized and replicable real estate projects represent the optimal breakthrough point.On one hand, real estate developers are highly sensitive to project timelines and capital costs, making the time-saving and cost-reduction benefits offered by Golden Key Projects particularly attractive. On the other hand, these developers benefit from stable collaboration frameworks and well-established partnership channels, enabling them to establish benchmark pilot projects that serve as testing grounds for replicating this model.
(3) Full Industry Chain Services: The Core Support of the Golden Key Project
The foundation of the Golden Key Project lies in enterprises’ ability to provide integrated services across the entire industrial chain, delivering comprehensive and in-depth support to designers, clients, suppliers, and construction teams to establish a closed-loop service system.At the service design level, it moves beyond the traditional low-end approach of “passive compliance and forced catering,” instead engaging in the design process as a professional participant.Designers excel in artistic creativity and overall visual coordination, yet often lack comprehensive knowledge of stone processing techniques, construction implementation details, and material compatibility. Stone manufacturers can leverage their expertise to refine design solutions, balancing aesthetic appeal with practical feasibility to achieve flawless designs and efficient execution.For client service, we deliver premium, hassle-free experiences.It comprehensively covers all aspects including project safety, construction quality, delivery timelines, and post-sales operation and maintenance, ensuring the client has zero concerns and worries while delivering stable, efficient, value-added services that create core value.At the service provider level, we offer comprehensive technical support throughout the entire process.Abandon the model of “manufacturers producing independently with passive acceptance,” and provide comprehensive technical guidance and standard control throughout all stages—from raw material procurement and rough processing to panel fabrication, structural components, and auxiliary materials—to ensure product quality at the source and meet high-end engineering requirements.The global reputation of Japanese stone engineering stems precisely from technical experts working directly on-site to oversee every detail of construction and processing throughout the entire process.
At the service delivery level, enhance on-site technical support.Maintain strict control over construction techniques, progress schedules, and safety standards throughout the project, promptly addressing technical challenges and potential hazards on site.The successful implementation of high-quality engineering projects relies not only on the execution capability of the construction team, but also on consistent, professional on-site technical support services.The full-industry-chain service model also constitutes the core competitiveness of leading international stone enterprises.Twenty years ago, South Korea’s leading stone company undertook a $25 million stone project in Singapore’s gambling city with only two management personnel; for the high-end stone project at Dubai’s Al Arabiya Tower, it deployed just one core manager. Leveraging its global, end-to-end service network, the company established local teams, coordinated processing and construction on-site, achieving asset-light operations with high value and efficiency—a model that represents the ultimate evolution for domestic stone enterprises.
V. Comprehensive Transformation in the Stone Industry: Embracing Trends for Continuous Innovation
The profound transformation in the stone industry is not a disruptive restructuring, but rather a process of self-evolution and natural selection driven by market forces.Amid the overarching trends of transformation and upgrading in the physical goods sector and the pursuit of refined development in the architectural decoration industry, adherence to traditional supply models will inevitably be phased out by market forces. Proactively enhancing services and redefining value systems represent the only viable path for corporate survival and industry advancement.This transformation will reshape the landscape of China’s stone industry from multiple dimensions, including market space, international competitiveness, and comprehensive industrial chain upgrading.
(1) Expand local market opportunities and break free from low-end competition.
With the maturation of turnkey project contracting and delivery capabilities in the stone industry, the stone engineering business—previously diverted by the curtain wall and decoration sectors—will gradually return to its specialized domain.Curtain wall manufacturers specialize in glass curtain walls, decoration firms focus on design services, while stone companies excel in specialized stone engineering projects, fostering a robust industry ecosystem characterized by refined specialization and differentiated development.The vicious cycle of cutthroat competition in low-end, budget-priced supply chains has been completely broken, significantly boosting the industry’s overall profitability and survival prospects.
(2) Entering the international high-end market to restore the industry’s prestige
For a long time, domestic stone enterprises participating in international competition could only export low-end stone panels, generating meager profits and lacking influence within the industry.Twenty years ago, the export price of domestically produced 601 stone panels in Dubai was extremely low, whereas foreign companies, leveraging finished product delivery and turnkey engineering services, charged over $1,200 per square meter—a stark disparity in profit margins.With the domestic stone industry having completed comprehensive service chain upgrades and developed turnkey project capabilities, it will fully overcome the challenges associated with exporting low-end products and now directly compete in international bids for high-end stone projects.With mature engineering service capabilities, efficient project schedule management advantages, and a comprehensive full-industry-chain system, China’s stone industry will expand globally and compete in the high-end international market, thereby earning industry prestige and market influence through international competition.
(3) Driving the upgrade of the entire industrial chain to achieve a transformative transformation of the industry
The innovation in industry service models will drive a comprehensive, top-down upgrade across the entire industrial chain, reshaping both industry ecosystems and corporate structures.
First, the lightweight transformation of leading enterprises.Industry leaders will gradually divest their heavy-asset processing capacities and abandon the traditional development model of large-scale expansion of factories and equipment. Instead, they will focus on core areas such as talent development, technological research and development, solution design, project coordination, and market operations, transforming into technology-intensive, service-driven light-asset enterprises that build core competitiveness through comprehensive full-industry-chain service capabilities.
Second, supporting enterprises will undergo specialized and refined upgrades.Supporting enterprises involved in upstream processing, auxiliary materials, and equipment will undergo comprehensive upgrades to both hardware and software under market pressure.The previous model of extensive processing and non-standardized production has been completely phased out, while precision, standardization, and specialization have become industry norms. This has fostered a large number of stone craftsmen and specialized, innovative supporting enterprises, thereby strengthening the industrial chain support system.
Third, the business models of engineering enterprises are evolving.Against the backdrop of continuously tightening environmental policies and urban green development initiatives, traditional rough stone processing operations have gradually phased out in core urban areas, while major city stone processing parks continue to relocate and undergo standardized regulation.Stone engineering companies that have completed upgrades have established a presence in office buildings as light-asset, technology-driven, and service-oriented entities, completely transforming the traditional stone industry’s stereotypical image of being “dirty, disorganized, and crude,” and achieving a comprehensive upgrade in both industry reputation and business model.
Fourth, the dimension of industry competition has been upgraded.Industry competition will completely move beyond low-end comparisons based on price, production capacity, and scale, shifting toward high-end competition centered on technology, services, solutions, and value.The industry’s survival-of-the-fittest mechanism continues to be refined: traditional enterprises are gradually phased out while innovative companies steadily emerge, driving comprehensive high-quality development across the sector.
(4) The Essence of Transformation: Market-Driven Natural Evolution
The major transformation in China’s stone industry did not require mandatory policy promotion or unified industry calls; it was a spontaneous evolutionary process driven by market forces.Faced with survival challenges, companies that refuse to engage in internal competition or abandon the market will proactively extend their service offerings, enhance professional capabilities, optimize operational models, and overcome development bottlenecks through continuous self-improvement.
The emergence of industry leaders, the upgrading of industrial chains, and the proliferation of new business models are all outcomes of market selection.Companies capable of implementing the Golden Key Project and delivering comprehensive, high-value services will undoubtedly capture market opportunities, earn customer recognition, and become industry benchmarks; those clinging to traditional models and resistant to transformation and upgrading will ultimately be eliminated by the market.This silent, gradual natural evolution represents the most profound and enduring transformation in the stone industry.

VI. Conclusion
With thirty-seven years of experience and decades of deep involvement in the stone industry, I have witnessed its rapid expansion and period of explosive growth, as well as its subsequent challenges during a downturn and the industry’s struggle to overcome intense competition.The Chinese stone industry is currently at an unprecedented turning point of transformation. While it appears fraught with crises and uncertain prospects, it actually harbors a once-in-a-lifetime opportunity for upgrading.The challenges faced by an industry are never its end, but rather the starting point for its evolution and renewal.
The future of the stone industry lies not in cutthroat price competition or capacity expansion, but in moving away from low-end supply, embracing value-driven services, specializing in end-to-end engineering solutions, and achieving a comprehensive business model upgrade.With the Golden Key Project at its core, optimizing service processes, shortening project timelines, creating value for clients, and reshaping industry influence represent the sole path for China’s stone industry to overcome challenges, benchmark against international standards, and advance toward premium excellence.
As a practitioner with over three decades of experience in the industry and a textbook author for the sector, I am committed to leveraging my lifelong expertise to provide free guidance on transformation, model empowerment, and technical consulting services to stone enterprises. My goal is to facilitate a comprehensive transformation of China’s stone industry, steering it from low-end support services toward high-end solutions, from domestic competition to global competitiveness, and ultimately achieving value renaissance for China’s stone professionals and revitalization of the entire industry.