It is worth noting that in rotary drilling rig sales, Sany Heavy Machinery, XCMG Foundation and Sunward Intelligent share the top three, with their combined sales accounting for more than 50% of total rotary drilling rig sales. The sales of these three OEMs prompt some deep thinking about the industry: after being tested by the downturn of the economic cycle and baptized by blind and even vicious competition, construction machinery manufacturing has come to its senses and has now stepped onto a track of leveraging strengths and avoiding weaknesses, innovation-driven and rational development.
　　First, there is rationality in market perception. Market perception is the estimation and judgment of market supply and demand. Any commodity market has the issue of supply-demand balance. From the demand side, what the market needs, how much it needs, and what quality and individualization requirements there are; from the supply side, what the actual supply capacity is, and what the supply structure and supply quality are—all require in-depth market understanding. Even though we have now entered the era of informatization, intelligence, big data and cloud computing, market research remains very important. For enterprises, correctly perceiving the market is the foundation of survival. Back then, during the period of rapid development of China's infrastructure construction, thirst-like demand led to frenzied growth and rush production in construction machinery manufacturing. Once the rapidly developing infrastructure gradually improved and slowed down, the severe contradiction of overcapacity was exposed. This fully demonstrates that explosive growth is not the norm of the market but an exceptional form of it. Market capacity is fixed; when it returns to normal, the kingly rule of the strong surviving and the weak retreating still prevails. Relying on blindness or luck will sooner or later be eliminated by the market. Rotary drilling rig manufacturers, which numbered more than 30 at the industry's peak, are now only a dozen or so; the stability of these dozen or so shows that the industry has developed a clear awareness of the market.
　　Second, there is rationality in industry selection. Rotary drilling rigs are a highly concentrated industry within construction machinery, so choosing this industry requires knowing whether one has advantages and what they are; otherwise one will suffer setbacks. Anyone can accomplish something, but it depends on what one does. If what you want to do is not your strength, the probability of success is small. When Liang Wengen, chairman of the Sany Group, went into business, he set up a street stall; seeing that selling sheep was profitable, he traded sheep, and all of it ended in failure. A person who could make the "New Fortune 500 Rich List," reach the top with assets of 50 billion yuan and become the richest person on the mainland, yet could not even do well at running a street stall or selling sheep—it seems laughable, but that is actually how it was. Where is the reason? It lies in the fact that Liang Wengen did not choose the right trade; none of these were his forte. Later, after much thought, Liang Wengen, a graduate of Central South Institute of Mining and Metallurgy (now Central South University), felt that he had studied materials science and that materials science was his strength. So he resolutely decided to start from his own profession. In 1986 he raised 60,000 yuan to found the Lianyuan Special Welding Materials Factory, and only then did he succeed; in 1991 the enterprise was renamed "Hunan Sany Group Co., Ltd." Today, few new entrants come into the rotary drilling rig industry. On the one hand, this shows that the remaining rotary drilling rig enterprises are the backbone of the industry, and their position in professional technology and brand strength is generally difficult to replace or shake; on the other hand, it also reflects manufacturing's deep understanding of rotary drilling rig production and market conditions, and thus its caution and rationality about entering.
　　Third, there is rationality in main focus. Han Yu, the great writer of the Tang Dynasty, had a famous line: "Every trade has its specialist," which expounds the importance of professional authority. The reasonable positioning of main focus is a major feature that manufacturing has demonstrated after deep adjustment, as enterprises establish the specialty with the greatest development potential. This can be illustrated by the division of labor and emphasis among manufacturing enterprises. Among the current dozen or so rotary drilling rig manufacturers, products are not all equal and identical; rather, each has its strengths and excels in its own way. Some focus on large and medium tonnage; some specialize in small and medium tonnage; some simply concentrate on small rotary drilling rig production. Moreover, the same series of rigs have different functions and models, so that rotary drilling rigs each have their own focus and specialization, avoiding homogenization and meeting the individualized and diversified needs of the market. This kind of professional "unique" advantage, formed through long-term enterprise practice and market tempering and now distinctive to each, is generally difficult for ordinary manufacturing enterprises in today's industry to match or contend with; blind or arbitrary entry would entail great risk. This is also an important factor in why rotary drilling rig manufacturers remain at a dozen or so today.
　　In addition, there is rationality in moving forward hand in hand. In the past, when the industry was unregulated and disorderly, for the sake of so-called development, competition among enterprises was a life-and-death struggle, and they operated in extreme ways and even by any means. The result was poisoning the industry environment, damaging industrial development and leaving enterprises mutually wounded. Having deeply experienced the storms of industry downturn and suffered the painful lessons of vicious competition, the industry, after transformation, upgrading and adjustment, has come to realize that relations among enterprises are not only competitive but, more importantly, cooperative. Strong-strong alliances, complementary advantages, huddling together for warmth, sailing the same ship and joining hands in collaboration are the new normal of current development. This kind of co-construction, sharing and win-win is conducive to the healthy development of the industry and is of great significance to accelerating manufacturing enterprises' march toward world-class status.
　　From the top three in rotary drilling rig sales growth in the first quarter of this year, one can see and realize that today's manufacturing has truly swept away the competitive chaos of previous years: the industry has truly come to its senses, the industry has truly been refined, enterprises have truly become rational, and a new atmosphere of renewal and steady progress is presented. A rational value orientation will surely drive the rotary drilling rig industry to continue innovating and being innovation-driven, to capture both domestic and international markets with Chinese brands, and thereby achieve sound and rapid development.