On October 16, 2026, Qingdao I-FLOW Co., Ltd. brought together General Manager Mr. Owen Wang, strategic expert Mr. Qu Fanli, invited guests, and employees in Qingdao for the launch of its 2027–2030 strategic plan. The event marked an important step in defining the company’s priorities and translating its long-term vision into a practical roadmap for growth.
The plan is built on three strategic priorities: focusing on key accounts, strengthening product capabilities, and enhancing organizational performance. With a target of RMB 700 million in revenue by 2030, I-FLOW aims to pursue sustainable growth while strengthening its ability to meet customer expectations through quality products, attentive service, and dependable cooperation.
A Clear Vision Guided by Customer Needs
During the event, General Manager Mr. Owen Wang outlined I-FLOW’s vision of becoming a world-class valve enterprise and making the world flow more accessible. The company’s mission is to provide quality valves with professional & attentive service.
These principles form the foundation of I-FLOW’s development strategy. The company believes that long-term progress depends not only on expanding its business, but also on understanding customer requirements, improving product value, and building partnerships based on trust and mutual success.
Prioritizing Customers and Deepening Cooperation
A key part of the new strategy is to focus resources on key accounts and strengthen customer relationships. The sales team reviewed market trends, industry competition, and future development opportunities to establish clearer priorities for customer management and market expansion.
Through a more structured customer classification system, I-FLOW aims to match its service resources with different customer needs and business opportunities. Brand development and marketing will also support this direction, helping the company build stronger connections with customers and develop more sustainable business relationships.
Improving Product Performance and Supply Reliability
Product strength remains essential to I-FLOW’s long-term competitiveness. During the launch event, the R&D, procurement, and quality control teams presented plans to translate the company’s strategic objectives into improvements across the product lifecycle.
R&D will focus on market-oriented innovation and product competitiveness. Procurement and delivery will work to strengthen supply stability and punctuality, while quality control will maintain clear standards and accountability throughout production and inspection.
By coordinating these functions from material sourcing to final delivery, I-FLOW aims to provide customers with consistent quality, reliable supply, and valve solutions that deliver practical value across different applications.
Empowering People and Strengthening Execution
A successful strategy requires an organization capable of turning plans into results. I-FLOW’s development roadmap therefore includes improvements in financial management, talent development, and employee incentive systems.
Financial management will support operational efficiency and risk control, while talent and incentive programs will encourage responsibility, professional growth, and meaningful contributions. Stronger collaboration across departments will help ensure that organizational resources support the company’s strategic priorities and customer commitments.
Bringing Expertise and Teamwork into the Process
Strategic expert Mr. Qu Fanli evaluated the proposed plan and provided recommendations based on industry trends and I-FLOW’s development stage. Invited guests also contributed perspectives that offered additional reference points for the company’s future implementation.
Employees were invited to record their reflections and individual action plans, connecting the company’s broader goals with their daily responsibilities. A guest artist captured the event on canvas, commemorating this important moment in I-FLOW’s development.
Turning Long-Term Goals into Lasting Value
Looking ahead to 2030, I-FLOW will continue to advance its three strategic priorities while working toward its revenue target of RMB 700 million. The company’s focus remains on building stronger customer relationships, improving product capabilities, and developing an organization equipped for sustainable growth.
For I-FLOW, this new strategic chapter is about more than setting business targets. It is about strengthening the capabilities behind every customer commitment, building partnerships for the long term, and delivering greater value through dependable valve products and professional service.
With a shared direction and a clear commitment to customers, I-FLOW is moving forward toward its ambition of becoming a world-class valve enterprise.
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