Strategische focus, sterker integraal budgetbeheer | LINUO Pharmaceutical Packaging Group organiseert training over de “1+2”-strategie en budgettering

Brand Center, LINUO Pharmaceutical Packaging | July 30, 2026

Budgeting serves as both the “navigation system” for corporate strategy execution and the “ballast” of operational management. On July 30, LINUO Pharmaceutical Packaging Group held its “1+2” Strategy and Budget Training program.

The session connected the full process from strategic decoding to budget preparation, aiming to set a clear direction through systematic thinking and drive growth through refined resource allocation—laying a solid foundation for the company’s next phase of operations and development.
Chairman Song Lai, President Sun Pengfei, and the core management team attended the training.

Chairman Song Lai delivered a presentation on the “1+2” strategy, systematically outlining the company’s strategic evolution from its core businesses to a fourth growth curve.
He noted that the company remains guided by the principles of “industry as the foundation, strategy as the lead, innovation as the driver, and finance as the enabler.” It continues to strengthen its core businesses in tubular glass vials and heat-resistant glass, accelerate the scale-up of molded glass containers, make focused breakthroughs in PFS and RTU life-science technologies, and proactively position itself in the emerging glass-substrate sector. These four growth curves advance progressively and reinforce one another, building the operational resilience needed to navigate market cycles.

Global expansion and full-scenario AI adoption serve as the dual engines for strategic execution. Overseas manufacturing bases and global brand operation centers are progressing steadily, while digital-employee systems and intelligent decision-making platforms are being deeply integrated across the entire operating process—accelerating the company’s transformation into a technology-driven manufacturer.

Building on an understanding of LINUO Pharmaceutical Packaging Group’s “1+2” strategy, external expert consultants delivered a focused training session on the comprehensive budget management system. The program systematically explained the full-cycle methodology covering budget preparation, development, execution, and evaluation.

The training emphasized that budgeting is both a planning tool for translating strategy into action and an operating engine for value creation. Comprehensive budget management should provide full coverage across businesses, processes, dimensions, indicators, employees, and benefits—ensuring that budgets remain aligned with strategy and effectively support its execution.

The company should pursue operating budgets and strategic budgets in parallel: delivering solid current-period operating results while building long-term development capabilities, and supporting the dynamic optimization of the business portfolio through differentiated resource allocation.

During the practical workshop, each group conducted discussions and prepared budgets around key topics including responsibility-center design, making operational needs explicit, and defining budget dimensions and levels of detail. The teams quickly translated the methodology into actionable plans, aligning direction and building consensus through in-depth discussion. Chairman Song Lai and the external expert consultants provided on-site guidance and feedback to each group, offering targeted recommendations on critical stages of budget preparation to ensure the plans were both rigorous and implementable.

Through its closed-loop training model of “strategy communication — methodology enablement — practical workshop — targeted guidance,” the program further aligned strategic understanding across the organization, strengthened budget-management capabilities, and clarified the direction for annual operations. Going forward, the company will rigorously implement all budget-management requirements, deepen the integration of budgets with strategy, business operations, and cost management, and use refined budget controls to drive cost reduction and efficiency improvement. This will enable strategic intent to be translated layer by layer, operating targets to be implemented at every level, and resource allocation to be dynamically optimized—advancing steadily toward a new stage of high-quality development.

Geproduceerd door | Merkcentrum
Text Editor | Qi Jinlong
Photo Credit | Li Jiakai
Editor-in-Chief | Mei Jinjiao