Breaking the old paradigm and pursuing new opportunities Observations on the 2026 Agricultural Machinery Enterprise Business Annual Meeting

At the end of the year and the beginning of the new year, leading enterprises such as YTO Group, Junmadao, Ensign Heavy Industries, World Farming Machinery, Shunbang, and Debon Dare successively held their 2026 business annual meetings to summarize the past and plan for the future, making comprehensive arrangements from product innovation, market expansion to marketing services. Each enterprise focuses on high-end intelligence, delves deeply into niche markets, and invests in domestic and overseas markets, using diversified measures to address industry pain points. "The wise change with the times, and the knowledgeable adapt to circumstances," each enterprise analyzes the logic of industry transformation based on their core strategies, implements breakthrough development strategies, explores paths and methods for market recovery and high-quality growth, and provides valuable references for the development of the entire industry.

Based on the industry signals transmitted from the business annual meetings of multiple enterprises, in 2025, due to multiple factors such as the low prices of major agricultural products, high agricultural machinery market inventory, and excess low-end production capacity of enterprises, the domestic agricultural machinery market remained sluggish overall. The industry reshuffle process accelerated, the survival pressure on small and medium-sized enterprises became prominent, and the entire industry struggled to move forward with heavy burdens. In 2026, driven by both policy and market forces, the continuous strengthening of agricultural machinery purchase subsidy policies and the actual benefits of farmers' income increase formed a two-way reinforcement. Policies such as the cultivation of new agricultural productive forces and "preferential subsidies for superior machines" for agricultural machinery continued to be implemented. Demand for products such as high-horsepower smart tractors with over 200 horsepower and high-end harvesting machinery steadily increased. New energy and intelligent agricultural machinery moved from pilot demonstrations to large-scale applications. The development space for niche segments such as hilly and mountainous area equipment, straw processing, economic crop agricultural machinery, and agricultural low-altitude equipment continued to expand. Although price competition remains an important dimension of industry competition, more and more enterprises have shifted to comprehensive competition in technology, service, and ecology. Leading enterprises continue to empower the industry's product concentration, and the development logic of the industry is undergoing profound changes.

At this time, the strategic deployment and implementation methods of annual meetings of various enterprises are not only the blueprint for their own development, but also become the "wind vane" of industry development. The development path outlined for the agricultural machinery industry, which is high-end, intelligent, green, and distinctive, is of great significance for the entire industry to break through and achieve steady and long-term progress.

1. Product innovation: Focus on high-end intelligence, deeply cultivate in niche markets to lay a solid foundation

"To do a good job, one must first sharpen his tools." Products are the foundation for enterprises to gain a foothold in the market. To break away from low-end homogenization competition and transition towards high-end, intelligent, and green development, while deeply cultivating niche areas to create differentiated advantages, has become the core direction for product layout of various enterprises in 2026. Leading enterprises focus on tackling core technologies, specialized and innovative enterprises delve deeply into niche markets, and the entire industry adapts to market demand changes through technological innovation, forming an innovative development pattern of "leading by the top, breaking through in niche areas".

As a "national team" player in the industry, YTO Group Corporation (YTO) demonstrates its core R&D strength. Relying on a complete industrial chain system, it has launched a full series of intelligent tractors covering mechanical shifting to continuously variable transmission (CVT). The CVT products achieve a full layout of 240-450 horsepower, and the 320 horsepower model has been sold in batches in 2025, becoming a benchmark product in the field of high-end high-horsepower tractors. In 2026, YTO will continue to focus on the research and development of intelligent and new energy technologies, with a key focus on CVT and hybrid power technologies for the domestic market, accurately aligning with the policy direction of "preferential subsidies for superior machines". For overseas markets, it will prioritize the promotion of more economical power shifting technologies, achieving differentiated adaptation between technological research and market demand.

Junma Dao, Ensign Heavy Industries, and World Farming Machinery continue to invest in core technology research and development, forming innovative advantages with distinct characteristics. Junma Dao's MG2604 leads the industry in sales within the 200 horsepower and above power segment. In 2026, it launched new products such as MT2204-P to adapt to the market, while accelerating the research and development process of hybrid power systems. Ensign Heavy Industries focuses on "digital intelligence implementation" to achieve industrial application of unmanned cabins. In 2026, it will promote the large-scale market promotion of intelligent products. World Farming Machinery, with over 70% of its core components being self-made, has deep cooperation with academician workstations to tackle the research and development of high-end equipment such as hybrid cotton harvesters and residual film recycling machinery, promoting the implementation of unmanned and smart farm technology in the field.


Darbond has deeply cultivated and sown in the segmented field of equipment, working meticulously and striving for excellence. In 2026, it released seven major yield-increasing technologies such as electric fans, secondary seed pressing, and cloud monitoring. Its no-tillage seeder and electric drive seeder achieve stable air pressure and accurate plant spacing, and the "double seedling with single unit" technology realizes multi-purpose use of one machine. These seven major yield-increasing technologies provide hardcore support for increasing grain production. Taking Jilin Province as an example, the demonstration effect of the no-tillage seeder yield-increasing kit technology is significant, especially in promoting the increase of corn yield. As a "little giant" in the field of straw processing, Shunbang Agricultural Machinery continues to fill market gaps and make up for industry shortcomings. In 2025, it launched an integrated silage wrapping machine, effectively filling the domestic market gap for large-scale silage equipment. After more than ten years of development, the company has upgraded from a single straw feed baler manufacturer to a diversified product matrix covering Beidou intelligent networking equipment, achieving an intelligent leap from manual control to real-time monitoring via a mobile phone APP. It has become a core equipment supplier in the field of comprehensive straw utilization in black soil protection.

Currently, there are still some pain points in the industry's development: insufficient R&D investment in small and medium-sized enterprises (SMEs), high dependence on foreign core technologies, and insufficient adaptability of products in some niche areas to agricultural practices. In response, leading enterprises should continue to increase R&D investment, take the lead in joint research and development of core technologies such as power shift and continuously variable transmission (CVT), and play a leading and driving role; enterprises in niche areas should focus on core tracks, delve deeply, enhance the integration of products and agricultural practices, and create "hidden champions" in niche areas; SMEs should leverage regional agricultural production characteristics to develop localized and adaptable products, forming differentiated competitiveness. At the same time, the entire industry needs to establish a solid bottom line for product quality control, survive through quality, and seek development through innovation.

II. Market and Marketing: Dual-driven, Digitization Empowers and Builds Ecosystem

The downturn in the market in 2025 has raised higher demands on enterprises' market layout and marketing capabilities. In the development plans of many enterprises for 2026, both domestic and overseas markets are emphasized, establishing a dual-market layout strategy of "intensive cultivation domestically and expansion overseas". With digital transformation and manufacturer collaboration as the core, marketing reforms are promoted to build an online and offline integrated, win-win marketing service ecosystem, achieving dual-driven and coordinated efforts in market layout and marketing innovation.

The globalization layout of leading enterprises is advancing in parallel with deepening regional market penetration. YTO Group Corporation achieved high growth in overseas markets in 2025, bucking the trend, becoming an important pillar of the company's performance. In 2026, international development was set as a company-level core strategy, adopting differentiated regional market strategies: consolidating traditional advantageous markets such as Central Asia and Africa, focusing on breaking through the American market, and preparing for the "ice-breaking" of the European standard model in the market. At the same time, YTO Group Corporation has built "three overseas forces", increased capital to international trade companies to break the capital bottleneck, and promoted the company's leapfrog upgrade from "product going global" to "brand taking root". Junmadao and Wode Agricultural Machinery continue to accelerate the pace of overseas market expansion. Among them, Wode cotton harvesters exported 560 units in 2025, with an export value of 800 million yuan, leading the industry in sales in the Southeast Asian market.



Strengthening deep cultivation in regional markets and expanding into segmented markets have become key measures for enterprises to increase their market share. YTO Group Corporation continues to consolidate its market presence in major grain-producing regions such as the Huang-Huai-Hai region and Northeast China, with plans to establish an exclusive service system for major customers. Debangda's core products cover 10 provinces in the Central Plains and Northwest China, with the goal of achieving sales exceeding 5,400 units and a market share of 10% by 2026. Shunbang Agricultural Machinery's products cover 15 provinces and cities nationwide, with a market share exceeding 60% in the core black soil protection region of Northeast China. Companies such as Kangda plan to accelerate the entry of large no-tillage seeders into the Russian market in 2026, extending their reach into overseas markets in Central Asia. Junmadao and Ensign Heavy Industries focus on expanding into emerging regions such as Northeast and Northwest China, achieving full coverage of core markets.

Digitalization and servitization have become key levers for the transformation of marketing services across the entire industry. YTO officially launched its digital and intelligent sales service platform, and the Dongfanghong vehicle data control platform has integrated 276,200 agricultural machines, enabling real-time monitoring of equipment operation data. The Dongfanghong Huinong APP integrates multiple functions such as fault reminders and an accessory mall, creating an intelligent agricultural machinery maintenance system to enhance service efficiency. It also plans to establish flagship stores for smart agricultural equipment, achieving a deep integration of brand display and professional services, and elevating dealers from mere sales terminals to strategic partners, strengthening channel empowerment. Junmadao has launched an "Internet plus Service" platform, enabling the entire service process to be online. It has introduced regional rights protection policies and added financial cooperation to help dealers overcome difficulties. Ensign Heavy Industries has launched a "deep channel penetration" campaign, comprehensively empowering dealers' brand operations and service capabilities. Worldwide Agriculture Machinery adheres to the core concept of "service creates lifelong value," building a full-chain service system and establishing agricultural machinery operator training schools to cultivate new professional farmers. Debon has greatly enhanced the terminal product experience and technical services, promoting the implementation of seven major yield-increasing technologies in the field. Shunbang Agricultural Machinery has innovated the "live streaming agricultural machinery sales" model, relying on a live streaming room with over 400,000 fans to achieve online "cloud test drives," building an "integrated sales and service" system, allowing dealers to become "field attendants" and breaking through the "last mile" in serving farmers.

Based on a problem-oriented approach, we should make precise efforts to solve development challenges. In response to the current issues in the industry, such as uneven channel construction across regions, insufficient local operation capabilities in overseas markets, and inadequate service network penetration in niche areas, many enterprises have proposed clear solutions: further deepening the exploration of domestic regional markets, developing customized products and services for personalized needs such as black soil protection and mechanization in hilly and mountainous areas, and improving county and township-level service networks; adhering to the "localization" development concept in overseas market layout, establishing localized sales and service teams, and drawing on the "one-to-three overseas forces" model to enhance overseas operation capabilities. At the same time, we should continue to promote digitalization, achieve precise marketing and refined operations, strengthen comprehensive empowerment of dealers, enhance after-market service capabilities, and integrate services throughout the entire lifecycle of product design, production, sales, and use.

III. Ecological Construction: Collaborative Coexistence of Manufacturers, Agglomeration Power of the Entire Industry Chain

"Going alone is fast, but going together goes further." The high-quality development of the agricultural machinery industry cannot be achieved without the collaborative cooperation and joint efforts of upstream and downstream industries in the industrial chain. It is no longer feasible for a single enterprise to go it alone and adapt to the new demands of market competition. In 2026, "ecological construction," "manufacturers in sync," and "win-win development" became high-frequency terms at various corporate annual meetings. Both leading enterprises and small, specialized, and innovative enterprises have made the construction of an industrial chain collaborative ecosystem their core development strategy, integrating resources from all parties and uniting development efforts to achieve a profound transformation from "enterprise competition" to "ecological competition.".

YTO Group Corporation fully leverages the leading and driving role of state-owned central enterprises and proposes the development goal of building an "intelligent, ecological, and globalized" enterprise. On the one hand, it strengthens deep collaboration with dealers and service stations. By 2026, it will formulate precise marketing plans centered around customers, achieving data interoperability, service collaboration, and synchronized development between manufacturers and service providers through the intelligent sales and service platform. On the other hand, relying on the full industrial chain advantages of the National Machinery Group, it builds an overseas collaborative ecosystem encompassing "sea, land, and air". With National Machinery Engineering and Supply Chain as the "navy", YTO Group Corporation's core equipment such as tractors as the "army", and National Machinery Digital Science's agricultural machinery cloud as the "air force", it achieves collaborative expansion across the entire industrial chain in overseas markets and enhances comprehensive competitiveness in overseas markets. Ensign Heavy Industry adheres to the development philosophy of "manufacturers and service providers in sync, creating a new ecosystem for agricultural machinery". It has signed strategic cooperation agreements with core suppliers and dealers, established a market quality intelligence sharing platform, and achieved collaborative quality control across the entire chain of research and development, production, and sales, promoting quality improvement and common development upstream and downstream in the industrial chain. Junmadao has introduced regional rights protection and price control policies to safeguard dealers' interests from a regulatory perspective. It has also added financial cooperation to address dealers' capital turnover challenges, conducted new media operation training to assist dealers in online traffic attraction, and achieved joint market expansion and development between manufacturers and service providers.

Enterprises in niche sectors such as Debang Dawei and Shunbang Agricultural Machinery have focused on industrial implementation and built a precise collaborative ecosystem of "enterprise-dealer-farmer". Debang Dawei, through its dealers, precisely implements seven major yield-increasing technologies in the field, providing farmers with full-process technical guidance and services, promoting deep integration and frequency adaptation between products and agricultural techniques. Shunbang Agricultural Machinery regards dealers as "field attendants", providing farmers with full-process services such as equipment operation and maintenance. Relying on core equipment, it promotes the utilization of straw for feed and fertilizer, with an annual conversion of 4 million tons of straw in 2025, bringing over 300 million yuan in additional income to farmers. Straw-based organic fertilizer further increases the yield per acre of corn, achieving a win-win situation for enterprise development, farmer income increase, and agricultural ecological improvement. Wode Agricultural Machinery focuses on collaborative innovation in production, education, research, and application, building a comprehensive collaborative innovation ecosystem. It collaborates deeply with academician workstations and research institutes to tackle technical challenges, establishes agricultural machinery operator training schools to cultivate new agricultural talents, provides comprehensive training for dealers in products, services, and marketing, and enables the entire chain of research and development, production, sales, and use, promoting collaborative improvement in all aspects of the industrial chain.



The tide is calm and the shore is broad, urging people to move forward. The industry is undergoing intense reshuffling and adjustment amidst the downturn in 2025, with low-end production capacity being rapidly cleared. The development trends of high-end, intelligent, green, and distinctive are becoming increasingly clear. The industry development pattern of "leading by the top and making breakthroughs in segmentation" has taken shape. In 2026, facing the first year of the 14th Five-Year Plan, standing at an important strategic node for cultivating new agricultural productive forces and addressing the shortcomings of agricultural machinery and equipment, the national policy support and market upgrading demand resonate together. The historic Dafengshou (Salad of assorted fresh vegetables) of grain and the significant increase in prices of major grain crops such as corn have brought farmers a rare and tangible income increase in recent years, and a considerable number of farmers now have funds to purchase and update agricultural machinery and equipment.