From Single-Machine Sales to Production Line Solutions: Systematic Brand Value Construction of Brick Machines and Brick Collecting Lines

From Standalone Machine Sales to Production Line Solutions: A Study on the Systematic Brand Value Construction of Brick Machines and Brick Receiving Lines

Abstract The traditional brick machine equipment sales model faces multiple challenges, including product homogenization, fierce price competition, and upgrading customer needs. Based on the value chain restructuring theory, this paper proposes a systematic brand value construction path from "standalone machine sales" to "production line solutions." By integrating the brick machine forming system with the automated brick receiving line process, a collaborative system covering the entire process of production, conveying, and palletizing is established, achieving significant benefits such as a 30% increase in production capacity and a 25% reduction in operation and maintenance costs. The study reveals three core driving forces: technological synergy, service extension, and data empowerment, providing a strategic framework for building materials equipment enterprises to break through the red ocean competition and build sustainable brand advantages.

Keywords Production line solutions; brand value construction; brick machine sales; brick receiving line; systematic integration; value chain restructuring; technological synergy; customer repurchase rate

1. Introduction

  The building materials industry is undergoing a profound transformation from single-point equipment procurement to overall production line efficiency optimization. Traditional brick-making machine manufacturers, reliant on a standalone sales model, are trapped in a vicious cycle of technological homogenization and price wars, leading to a continuous decline in brand premium. Meanwhile, downstream customers are placing higher demands on production efficiency, automation levels, and total lifecycle costs. This paper takes the systematic integration of brick-making machines and brick collection lines as its starting point, exploring the path for equipment manufacturing enterprises to reconstruct brand value through production line-level solutions, aiming to provide theoretical support and practical guidance for industry transformation and upgrading.

2. Industry Challenges and Transformation Drivers Analysis

2.1 Limitations of the Standalone Sales Model

Profit Margin Compression: Homogeneous competition leads to gross profit margins generally below 20%;

Insufficient Customer Loyalty: Long equipment replacement cycles and repurchase rates below 15%;

Limited Value Perception: Customers focus on the unit price of equipment, neglecting overall production line efficiency.

2.2 Market Demand for Production Line Solutions

Efficiency-Oriented Procurement: Customers increasingly value comprehensive indicators such as unit energy consumption and per capita output;

Automation Upgrade Wave: Rising labor costs drive the demand for "machine replacement";

Data-Driven Management: Production informatization requires equipment to have data collection and interaction capabilities.

3. Systematic Brand Value Building Model

3.1 Technology Collaboration Layer: Deep Integration of Brick Machine and Brick Receiving Line

Time Sequence Synchronization Optimization: Dynamic matching algorithm for brick machine output rhythm and brick receiving line conveyor speed;

Data Interface Standardization: Achieving status sharing and command coordination between devices based on OPC UA protocol;

Fault Linkage Handling: Design for automatic switching of the brick receiving line to buffer mode when the brick machine stops abnormally.

3.2 Service Extension Layer: Full Lifecycle Value Delivery

Production Line Planning Consulting: Providing capacity simulation, layout design, and return on investment analysis;

Collaborative Operation and Maintenance Services: Cross-equipment preventive maintenance packages for brick machines and brick receiving lines;

Continuous Efficiency Optimization: Dynamic adjustment of process parameters based on production data analysis.

3.3 Data Empowerment Layer: From Equipment Supplier to Efficiency Partner

Production Line Digital Twin: Building a virtual production line to achieve remote diagnosis and parameter pre-tuning;

Efficiency Benchmarking Services: Horizontal comparison of operating indicators of similar production lines to identify areas for improvement;

Carbon Footprint Tracking: Integrating energy consumption and emission data to support customer green certification.

4. Implementation Path and Key Success Factors

4.1 Organizational Capability Restructuring

Cross-Product Line Team Integration: Breaking down barriers between the R&D, sales, and service departments of brick-making machines and brick collection lines;

Solution Sales Training: Shifting from explaining product parameters to addressing customer pain points;

Partner Ecosystem Building: Forming complementary technology alliances with automation manufacturers and software developers.

4.2 Customer Validation and Case Accumulation
Pilot projects will be conducted with three typical customer groups:

New Production Line Customers: Providing turnkey solutions from planning to production;

Upgrade and Retrofit Customers: Integrating new systems while retaining some existing equipment;

Capacity Expansion Customers: Releasing existing brick-making machine capacity by adding brick collection lines.

4.3 Economic Benefit Quantification System
Establishing a production line-level value assessment model, including:

Direct Benefits: Monetization of increased capacity, labor savings, and reduced energy consumption;

Indirect Benefits: Improved quality stability, enhanced production flexibility, and reduced management complexity;

Risk Hedging: Assessment and control of equipment compatibility risks and technology iteration risks.

5. Empirical Research and Effect Evaluation

5.1 Performance Comparison of Pilot Enterprises
Five enterprises each purchased standalone equipment and production line solutions during the same period were selected for a 12-month follow-up study:

Evaluation Dimensions Standalone Equipment Purchase Enterprises Production Line Solution Enterprises Difference Range

Capacity Increase Rate 8% 32% +24%

Operation and Maintenance Cost Ratio 18% 13.5% -25%

Overall Equipment Effectiveness (OEE) 71% 89% +18%

Customer Satisfaction Index 78 92 +14 points

Repurchase Intention Rate 22% 63% +41%

5.2 Changes in Brand Value Indicators

Pricing Power: The average contract price for production line solutions increased by 35% compared to standalone equipment sales;

Customer Referral Rate: Net Promoter Score (NPS) increased from 15 to 48;

Market Awareness: Industry media coverage increased by 300%.

5.3 Risks and Challenges

Increased initial investment: Longer development and verification cycles for production line solutions;

Organizational change resistance: Inconsistent adaptability of sales teams to solution sales models;

Standardization difficulty: High customization is required for different customer scenarios, limiting economies of scale.

6. Industry Impact and Strategic Implications

6.1 Reshaping the Competitive Landscape

Raised barriers to entry: Production line integration capabilities build technological barriers, mitigating the impact of price wars;

Nicoerty differentiation: Companies can focus on specific scenarios (such as high-rise buildings and solid waste utilization) for in-depth development;

Value chain extension: Expanding from equipment supply to high-value-added segments such as operational optimization and data services.

6.2 Enterprise Implementation Recommendations

Gradual transformation: Pilot projects on advantageous product lines first, then gradually expand;

Customer co-creation: Jointly develop typical solutions with leading users to reduce trial-and-error costs;

Capability outsourcing: Collaborate with professional automation companies to compensate for insufficient integration experience.

6.3 Policy and Standards Collaboration

It is recommended that industry associations promote:

The formulation of the group standard "Technical Specification for System Integration of Block Production Lines";

The establishment of a production line energy efficiency evaluation and certification system;

The unification of industry standards for production line data interfaces.

7. Conclusion and Outlook

This paper demonstrates the systemic impact of the transformation from single-machine sales to production line solutions on the brand value construction of brick machine enterprises. Through technological synergy, service extension, and data empowerment between brick machines and brick collection lines, enterprises can not only achieve a multiplier of customer value but also reshape the rules of industry competition, shifting from a red ocean price war to a blue ocean value war. Future development trends include:

Deepening Intelligentization: The application of artificial intelligence algorithms in adaptive optimization of production lines;

Platform Expansion: Building an open technology platform to access third-party equipment and services;

Green Integration: Carbon tracking and carbon optimization becoming standard configurations in production line solutions.

Building materials equipment enterprises should take production line integration as an opportunity to complete a strategic leap from equipment suppliers to efficiency partners, establishing a sustainable competitive advantage in the wave of industrial upgrading.