In his interview, Xiao Gang emphasized in particular that since the advent of the digital age, the Chinese people's advantages have been reflected in their vividness. 'Security has entered the digital age. China's labor cost advantage and excellent learning ability are all important reasons for fighting foreign companies and overseas legions. In recent years, in the collision with overseas security companies, second-tier or small and medium-sized security companies have repeatedly won overseas, and global security practitioners have ceased to superstition such top international brands as Bosch and Honeywell. '

In fact, in recent years, China's security market has rapidly emerged as an important force in the world's security industry. According to the “2014-2018 China Security Industry Market Preview and Investment Strategic Planning Analysis Report” data analysis, from 2006 to 2011, the security industry market scale increased from 120 billion yuan to 269.6 billion yuan, and the compound growth rate reached 17.61%. The conservative estimate of the compound annual growth rate for the next five years will also reach 15%. Reports issued by the HC Security Network Research Department also show that by 2015, China’s security market will have a minimum scale of 471.5 billion yuan and the highest level will reach 559 billion yuan.

With the improvement of the overall strength of China's security companies, more and more Chinese security companies have begun to focus their attention on overseas markets, presenting a collective maritime trend. Moreover, 'the market is no longer superstitious about the few leading companies in the country, and the overseas security market has grown into an opportunity for all security companies, rather than a few dedicated companies. As long as you do a good enough, fast enough, you can get a share in the current international security market. '

While affirming the future development prospects of China's security companies, Xiao Gang also stressed that not all security companies can succeed in future competition. 'Only those large and medium-sized companies that are willing to invest in technology or have a relatively stable development team and have more comprehensive product lines and solutions will be more likely to succeed in future competition. '

Xiao Gang said: 'China's security market is in a critical period of structural adjustment. After undergoing early rapid development, the security market will inevitably further shuffle the market and remove a number of vendors that do not possess core competitiveness, thus ensuring the rationalization of the entire industrial structure. In the next three years, the mainstream security market will be split between 15-20 core vendors. '

For this judgment, Xiao Gang made an extremely vivid description when he was interviewed by the “Security Market News”: The security industry has no genius, and everyone sees similar opportunities. The only difference is whether they can “step on point”. The number of 'points' can even directly determine the company's 'life and death', because it involves probabilistic issues.

'For large companies that have the strength, they can lay out 100 points to 'step on', and as long as 50 successes can guarantee future development. For those small enterprises that can only step on one point or two points under the constraints of material, financial, and technical constraints, they will be eliminated once they step on the air. Therefore, in the long run, only those core manufacturers who have the strength will have more development potential. '

Of course, the accuracy of 'points' is also a direct test of the strength of enterprises and the wisdom of entrepreneurs. Take Blue Interstellar as an example. At present, BlueStar not only has a complete product line with high-medium and low-level cooperation, but also is the only security company with its own technology monitoring and management platform and hardware. The solutions provided by it are not only simple products, but also software management platforms supporting the products. This undoubtedly better meets customers' system integration and related compatibility issues.

In addition, in recent years, Blue Star has always adhered to a unique channel development strategy and adopted direct sales in areas where it is good at finance and education, and spent three years building its own distribution channels in other areas. In the process, despite encountering many difficulties, Blue Star has always insisted on its own initial choices, adopting a “friendship” approach with its partners to develop the market, and eventually succeeded. This point, as Xiao Gang said: 'There is no shortcut to the growth of the company. Only the direction is correct and incorrect, and the action persists and persists. We are fortunate that we have always insisted on being on the right path for ourselves. '

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