DropMeFiles_sJ6gZ

1.

Classification AAA Trade Secret
Effective Date 2026/1/1
Confidentiality period 3Year
2026Q3 Business review
XX region/country
speaker: XXX
2026-XX-XX
Copyright © Hangzhou Hikvision Digital Technology Co

2.

Catalog
1
Business review of Q3
2
Business Target of Q4
3
Opportunities and actions of Q4

3.

update
Organizational Performance Achievement and Summary
Type
Q3 KPI
Q3 Target
Key policies/descriptions
Overall Sales Revenue Achievement Rate
Finances
Fee Gross Profit Target Achievement Rate
Key Strategic Product GTM Achievement Rate
HPP: Ratio of completion-Newly Authorized Company Num/Average Daily Active
User
/New Device Num
Marketing Services
Training Completion Rate and Customer Coverage
Achievement of Marketing Promotion Initiatives
Achievement of After
Operation
Cost of tied-up capital in AR -YoY
Cost of tied-up capital in Inventory - YoY
Key Strategies
and Actions
Channel OKR
Choose by region
ND OKR
Channel expansion /Channel capacity enhancement, etc.
Reseller OKR
DPP Customer Coverage Improvement / Refined Management,
etc.
Installer OKR
Installer group coverage/management ability improvement
Other OKR
Regional self-supplementary indicators
New Opp Target
Won Opp Target
Opp
Key Projects / Case Reference / Opp Progress
Rate of Overdue Opp/Quotation Converage/ Link rate of Opp
and Order
Key Strategies
and Actions
Project OKR
Choose by region
Customer pool development (number of customers closed)
Customer
Core customers BP targets (3A/2A)
Project Strategy Product Customer Coverage
Vertical
Progress in developing industry-targeted users/key
actions/featured applications/exploration of new industry
opportunities, etc.
Channel / project / marketing
OKR quantitative indicators
can be based on the actual
business of each region to
focus on different directions,
the region to choose their
own adaptation (can choose
and increase or decrease)
Quarterly summary:
➢ Q3 Performance Results
Focus on key
xxx
xxx
target and gaps to
identify problems,
➢
Q3 Key Innitiatives
root causes and
xxx
xxx
opportunities
Xxx
➢
Q3 Main gaps and issues
xxx
xxx
xxx
➢
Q3 Key competitive changes
situation
xxx
xxx
xxx
➢
Q4 Key opportunities and
key actions
xxx
xxx
xxx
➢ Others
xxx
xxx
xxx

4.

Performance results review of Q3
Key indicators
Uni
t
Sales Amount
MUSD
Own Busniness + Outsourcing
Amount
MUSD
-Channel
MUSD
-Project
MUSD
-KA(Korea)
MUSD
Q3 Tgt
Q3 Act
Q3
Ach%
Q3 YoY
2026 Tgt
2026 Act
FY Ach%
MUSD
Non video
—New Business Amount
MUSD
Dahua Sales Amount Forecast
MUSD
percentage of Amount
Between HIK and Dahua
Gross profit
10K
CNY
Cost
10K
CNY
—Cost ratio
%
Gross profit amounts deducted
10K
CNY
Efficacy of sales performance
MUSD
/pers
on
Each region is requested to supplement the statistical
caliber of distribution/project sales (all converted to FOB) in
the region.
小结:
xxx1. Caliber of distribution sales statistics: ***; 2. Caliber of project sales statistics: *** ***
Q3 YTD
YoY
Q3 YTD
gap

5.

Performance results review of Q3– Product Dimension (Video)
Product Line Unit:M USD
IPC-D
IPC-P
PTZ
NVR
IP
Storage product
Back-end Intelligent
Product
Total
Turbo HD Cameras
DVR
Video Turbo HD
Product
Total
Front-end +Back-end Accessory
Traffic
E & E and Parking
ITS and Mobile
Portable
PDA
Total
Server
HDD Hik
Video Product Total
Software
Summary :
xxx
Q3 Tgt
Q3 Act
Q3 Ach%
Q3 YoY
2026 Tgt
2026 Act
FY Ach%
Q3 YTD
YoY
Q3 YTD
QTY
Q3 YTD
QTY YoY

6.

Performance results review of Q3– Product Dimension (Non-video& Others)
Product Line Unit:MUSD
Networking
Access Control
Access Control Video intercom
and Video
Speed Gate & Turnstile
Intercom
Total
Alarm
Audio and Sensing
Non-Video Product
Display and
Control
LCD
Control
Monitos
Total
Smart Display
Smart Display
and Video
Conference Total
Cable
Energy Storage-Charging Station
Scientific Instrument
Radar
Non-Video Total
Vertically Managed
LED Business
Products
Service and Others
HDD and Outsourcing
Own Business+outsourcing Amount
New Business Amount
Summary:
xxx
Q3 Tgt
Q3 Act
Q3 Ach%
Q3 YoY
2026 Tgt
2026 Act
FY Ach%
Q3 YTD
YoY
Q3 YTD
QTY
Q3 YTD
QTY YoY

7.

Expenses Analysis
Expense
Classification
(10K CNY)
2026Q3
2025Q3
Expense
Expense
2026Q3
Expense
YoY
2026
Annual
Expense
Budget
Annual
2026
2025
Cumulativ Cumulativ
Cumulativ Cumulativ
e YoY
e Expense
e Expense
Growth
Utilization
Rate
Rate
e Expense
单位 万元
Annual
日常开支成本13%
人力成本72%
Labor Cost
Daily Operating Cost
Transportation Cost
Marketing Cost
Business
Entertainment
Travel Expenses
Material Cost
Total Self -
controlled
Expenses
Platform
Allocated Cost
Occupancy of
Receivable
Funds
Occupancy Cost
of Inventory
Total Expenses
Interpretation:xxx

8.

Operations Overview
Cost of tied-up capital in AR -YoY
0,15
0,1
0,05
0
P01
P02
P03
P04
P05
P06
P07
P08
P09
P10
P11
P12
Abnormal situation analysis and improvement initiatives
①Description of claims for the quarter
②Analysis of customers who showed significant improvement
during the quarter
③Description of poor customer receivables in the quarter and
improvement initiatives
Abnormal situation analysis and improvement initiatives
①Overdue inventory optimization programme and
effectiveness in the last quarter
②Description of customers with poor inventory during the
quarter and improvement initiative
Cost of tied-up capital in Inventory - YoY
0,15
0,1
0,05
0
P01
P02
P03
P04
P05
P06
P07
P08
P09
P10
P11
P12
Local warehouse operation (Indonesia should
Local Warehouse Rates
be shown, other countries can delete the
(Indonesia to be displayed, other countries can
template)
delete the template)
30
3000
20
2000
10
1000
0
0
P01
P02
P03
sell in 数量
P04
P05
P06
sell out 数量
P07
P08
P09
sell in 金额
P10
P11
P12
sell out 金额
14%
12%
10%
8%
6%
4%
2%
0%
P01
P02
P03
P04
P05
P06
P07
P08
P09
P10
P11
P12

9.

updated
Review of key actions in Q3
Key Business
Strategies
Key actions
Coordinator
Intended target
Actual result
Analysis of gaps and root causes
For example: deepen the existing channels
(such as pocket ratio improvement, product
structure optimization, friend customer
mining...)
Distributor deepening
For example: new channel development
(security/IT/electrician/ecommerce/alarm/access control
intercom/commercial display/other
channels etc.)
…
Reseller
For example: friendly customer conversion
/ head customer pocket ratio increase /
new channel customer development / new
regional pivot customer development
…
Installer group
coverage
e.g. HPP promotion/installers other offline
and online marketing activities, etc.
Key Product
Introduction &
Promotion
E.g., High-value CCTV products / strategic
products / new products (4G, Acuseek, etc.)
/ improvements in customer coverage and
repurchase rate for non-video products,
GTM efficiency enhancement, etc.
Pricing Strategy
Adjustment
Changes in pricing system, price increase
strategies, etc.
改善建议:
1.
Project
business
2.
development
3.
Examples: focused Vertical development,
program 0-1 breakthrough or program
scale-up replication
e.g. headcount/core user business
deepening (marketing enablement and
core product/program introduction, etc.)
Example: Business Opportunity
Development and Priority Business
Opportunity Management
基于年度BP中重点业务方向-关键策略的实施进展进行阐述
…
• Based on next quarter's initiatives (distribution/projects/nonvideo/marketing/platform operations/internal operations/organizational growth, etc.)
from last quarter's reporting, conduct a review of the execution results to assess what
is/isn't working as a strategy, as well as which initiatives are not being executed
properly and what are the root causes, so as to achieve an effective review iteration.
(Priority business strategies are based on the actual situation in each region)
• Not every strategy category needs to be covered, regions can describe core initiatives
and results in relation to their business stage, business model (e.g. flat/non-flat), etc.

10.

New
SP Core Strategy Execution Progress
Key Business
Strategic
Directions of
SP
2026 Target
2026 Actual
Achievement
Target
Completion
Rate
Q3 Key Execution
Initiatives & Progress
Issue / Gap
Analysis
Next Stage
Targets
Support
Required
Note: Please focus on the key SP directions reported in July to elaborate on the specific SP implementation actions, progress, issues, and next-stage targets
carried out in Q3.

11.

Channel Deepening - Distributors management and development
Changes in Sell in of major customers Unit: 10kusd
80
150%
60
100%
40
50%
20
0
Changes in Sell through of major customers Unit: 10kusd Changes in stock-to-sales ratios of major customers
80
60
40
20
0%
1月
2月
3月
目标销售额 M$
4月
5月
实际完成额 M$
6月
7月
去年同期 M$
8月
0
9月
目标达成率
1月
同比增长率
2026Q3 Sell in
Channel
Type
Customer
Name
Product
categorie
Security
XX
Full Range
non-video
XX
Non-CCTV
IT
XX
LED
Q3
Tgt
Q3
Act
150%
100%
50%
0%
-50%
-100%
-150%
Q3
Ach%
Q3
YoY
2月
目标 M$
3月
4月
完成额 M$
5月
6月
去年同期 M$
7月
8月
目标达成率
2026Q3 YTD Sell in
800
1,5
600
1
400
0,5
200
0
9月
0
1月
2月
3月
4月
Sell Through
同比增长率
2026 Sell through S/T)
Q3
Q3
Q3
Q3
FY
FY
Q3 YTD Q3 Q3
YTD
YTD
MoM Channel% Tgt
Ach%
Channel% S/T YoY
Act
YoY
Q3
MoM
Q3
YTD
S/T
Q3
YTD
YoY
5月
6月
库存
Stock
7月
8月
9月
存销比
Q4Forecast
End-ofMonths
Sell
quarter
Sell in
in stock
through
stocks
Total
Interpretation: analysis of gaps in the achievement of indicators, projections of future trends and analysis of influencing factors
Comprehensive analysis of the Sellin/Sell through/Inventory/Sales ratio of key customers, especially the analysis of the causes of the anomalies and the key initiatives to be taken
subsequently
What management efforts have been made with respect to key distribution customers? What changes have occurred in the customer's operations? What new channels
have been opened? How much incremental business has been generated?…

12.

Channel Deepening-reseller channels deepening (for regions adapted to the DPP strategy)
Qty of DPP sign-ups
DPP
Yearly
Level or
top DPP
Tgt
DPP Amount(10K usd)
Q3
Q3
Q3
Q3 YTD
FY
Q3
Q3
Q3
Q3
Tgt
Act
Ach%
Act
Ach%
Tgt
Act
Ach%
YoY
Q3
Yearly
DPP
QTY Amt/Sel
DPP lthroug
Tgt
Traded h Amt
FY
Q3 YTD
Ach%
YOY
Region
Number of
Sub-dealer in
the Region
HIK DPP
Qty
Hikvision
Market
Share in the
Region (%)
Region
A
Region
B
Region
C
*For single-city countries or regions with incomplete reporting, can be
optiona
w$
Sub-Channel Purchasing Structure (ND Sell Through Amount), Includes Non-DPP & DPP
Non-DPP
DPP-Silver
DPP-Gold
DPP-Platinum
DPP-Diamond
DPP采购占比
300
100%
90%
250
80%
55
50
150
100
50
70%
60
200
21
20
10
100
55%
50%
23
18
9
25
60%
60%
50%
23
11
40%
30%
110
20%
120
10%
0
0%
P01
P02
P03
P04
P05
P06
P07
P08
P09
Interpretation
1. What has been done regarding DPPs, and what results have been achieved about regional
penetration?
2. What action have been implemented for DPPs which shared with competitors, and what
results have been achieved?
3. What actions have been taken to expand regional and product coverage, and what results
have been obtained?
Based on the current status of the customer structure in the
secondary market, as well as the desired structure in the future,
analyze which are the key customers, as well as the corresponding
grips, assess the effectiveness of the core initiatives and the
effectiveness of the implementation, metrics fulfillment gap analysis,
future trend prediction, and analysis of influencing factors

13.

Channel Deepening – Installer Group Development and Management (HPP Customer Coverage)
HPP
Q3 Tgt.
Q3Act
Q3
Ach%
Q3
MoM
FY Tgt
FY Act
FY
Ach%
Q4Tgt
Cumulative
Certified
Customer
Qty
Average
daily activity
of all users *
Online
devices Qty
Summary:
achieved for the development of the installer's
customers?
What work has been done to classify the installers?
What results have been achieved? What are the plans
for the next quarter?
Note: * (Daily monthly activity added from the beginning to the end of the month)/Number of days per
month
1,2
1,2
1
1
0,8
0,8
0,6
0,6
0,4
0,4
0,2
0,2
0
0
25Q3
Cumulative Certified Customer Qty
25Q4
26Q1
26Q2
Average daily activity of all users
Note: For data extraction, refer to the Strategic KPI Overview report in FineBI
26Q3
Online devices Qty
What are the progress and results of the
management of the head installers, and the plans for
HPP index change trend in recent 6 quarters
25Q2
What has been done and what results have been
the next quarter?
What key work was done for HPP promotion? What
results were achieved? What is the plan for next
quarter?

14.

Channel Deepening –Distribution key product introduction and promotion
➢ Distribution strategy product completion
Distribution Key Actions(The development of key marketing promotion
Distribution New & Strategic product sales trends
300
200
Strategic Product 1
Strategic Product 2
100
Strategic Product 3
P01
P02
P03
P04
P05
P06
P07
P08
P09
P10
P11
P12
*Unit 10k usd
produc
t
4Gcamera
AOV+
Wired
Analog
Turbo
HD8.0
IP colorvu
IP high
resolutio
n
MinMoe
Terminal(D)
others
FY
Sell in
Tgt
Q3
Sell in
Tgt
Q3
Sell in
Act
Q3
Sell in
Ach%
Q3
YoY
Q3
YTD
Sell in
Act
Core gaps and suggestions for improvement:(Indicators to complete
the gap analysis, future trend prediction and influence factor
analysis)
0
Switch
activities, what targeted measures have been taken for the key products
of the distribution business (such as full color, light intelligence, eDVR, 1
series IPC, etc.), and what results have been achieved?What problems did
you encounter?
FY
Sell in
Ach%
Q3
YTD
YoY
Q4
Sell in
Tgt
Q3 Sell
through
Stock/w
eeks per
month
Reseller
Qty
Imported
Reseller
coverage
Q3 YTD
Sell
through
Q4New
Reseller
Qty Tgt
Importe
d

15.

Multiple integration of non-video services - Actions review and performance achievement
Achievement of performance (Amount unit: 10Kusd)
非视频
子类
Q3 Tgt
Q3 Act
Q3 Ach%
Q3 YoY
Q3 MoM
Q3 YTD
Act
Q3 YTD
YoY
Transaction Distribution QTY
2026 FY
Ach%
Q4 Tgt
2026
Q3 YTD
2026
FY
Reseller coverage
(Transaction Qty)
2026Q3
YTD
Q3 YTD
DPP
New
transactio
Coverage
transactio n DPP
n
Access Control
Video Intercom
Smart Display
Audio
Others
Interpretation
• Key actions review
• Core gaps and suggestions for improvement
• Summarize and evaluate from the perspective of the effectiveness of the strategy, the effectiveness of the strategy implementation, the result gap and the main
problems, such as which customers have been developed?What work has been done in product promotion, what results have been achieved, and what problems
have been encountered

16.

Multiple integration of non-video services –Opp (New, Delivery, Won)
➢ Non-video business opportunities (Separate statistics by different types of non-video products, please list yourself)
Opp
unit
Product
10k
USD)
New
Q3
New
opp
Q3 YoY
Q3MoM
Won
Q3 YTD
New opp
Q3 YTD
YoY
Q3
Won
opp
Q3 YoY
Q3MoM
Ongoing
Q3
YTD
Won
opp
Amt
access
control
Qty
Amt
Intercom
network
product
Qty
Amt
Qty
…
Amt
…
Qty
* Note: The source of the lead information is the lead within esales, and the lead Product Related
For Report field contains the lead for non-video products.
Interpretation
It can focus on non-video business opportunities to explore the effect of initiatives, key breakthrough points of key projects, etc
Q3
YTD
YoY
total
Schedul
ed close
Q4
Schedul
ed close
2026

17.

Project consolidation - Vertical development and customer management
2026Q3
YTD
Act
Segment
revenue
2026Q3
YTD
YOY
2026 Tgt
2026 Act
2026 Ach%
Summary:
PBG
In which industries have breakthroughs been made and
in which industries have the scale been enlarged?
Segment A
succeeded, and what are the remaining problems?
Segment B
EBG
Segment C
Segment D
Segment E
…
…
Project
2026Q3
customer
YTD
management
Act
2025Q3
YTD
Act
YoY
2026 Tgt 2026 Act
Total
trading
customers
Qty of
clients
managed*
Amount
What key users have been developed, how have they
Note: * Project customers who have taken practical management
actions (such as implementing VASP customer management projects)
2026
Ach%
What new key customers have you opened up?

18.

Project consolidation -Customer development (Customer pool)
➢ Customer pool
development
Q3
Type
Registered
Customers
New Opp Coverage
Customers
Won Opp Coverage
Customers
Transaction
Coverage Clients
Summary:
• xxx
• xxx
Cumulative registered
customers Qty(Client
pool)
New customers
registered Qty
Total
New
Total
New
-
2026Q2
MoM
Q3 YTD
*Data definitions
1、Customer pool/newly registered customers: esales, customer type "SI", Valid
Account "label for" yes "number of valid customers
2、New Business Opportunity Covered Customers: the number of customers in esales
who have new business opportunities quarterly
3、New business opportunities cover the number of new customers: esales have new
business opportunities quarterly, but the past two years (2023 and 2024) no new
business opportunities in the number of customers
4、Number of customers covered by winning opportunities: within esales, the
number of customers with winning opportunities quarterly
5、Number of new winning customers: within esales, the number of customers with
winning business opportunities quarterly, but no winning business opportunities in
the past two years (2023 and 2024)
Total
New
Based on the customer pool funnel situation (registration → business opportunity coverage → win
order coverage → transaction conversion) to assess the effectiveness of the development of the
customer pool (what key users have been developed, how successful, what problems still exist, what
are the root causes, how to improve the enhancement, etc.). What new key customers have been
developed?

19.

Project consolidation -Project customer development business data presentation (focus on SI analysis)
➢ Achievement of key customer performance
1600
1400
1200
1000
800
600
400
200
0
interpretation
AAA/AA SI Sales Performance
万美金
15%
16%
14%
12%
12%
10%
504
10%
8%
254
SI
business
data
for
direct
and
indirect
5%
300
6%
4%
transactions
are
calculated
on
FOB
basis
832
4%
652
476
2%
0%
P01 P02 P03 P04 P05 P06 P07 P08 P09 P10 P11 P12
13%
AAA customer transaction amount
AA customer transaction amount
AAA customer BP reached
AA customer BP reached
2026FY Tgt
Type
Project ND
AAA
AA
Total
Q3
Q3 YTD
Customer
Traded
Traded
BP Amt
Qty
customer customer
Qty.
Qty.
Index completion gap analysis, future trend
prediction and influence factor analysis)
2026Performance (10k USD)
Q3
Q3 YTD
SAP
SAP
Q3 YoY
shipment
shipment
amount
amount
2026 OPP Performance (10k USD)
FY BP
Ach%
Q3 YTD
YoY
New
Won
Q4
Forecast
Ongoing Amount

20.

Project consolidation -Key customer/user development and deepening
Key customer
users/customer
user groups
Customer/user
Vertical Involved
Core business
opportunities
Current development
target
Actual
Gap Analysis
Owner
Customer
User
Focus on the industry customer development/deepening objectives and
achievements: including but not limited to business ice-breaking, business
opportunity acquisition, single win breakthrough, business strategy progress
(key product/solution introduction), business replication and other
dimensions
Vertical development stage 1. Industry exploration period;2. Target customers use the circle regularly;3. User ice-breaking stage: POC, business opportunities;4. Value delivery stage: sample point
delivery, business opportunities to win;5. Scale replication stage: internal and external user replication;Internal empowerment, external marketing;6. User deepening stage: smart business coverage and
depth of product group introduction;
Actual achievement Defined customers and users;Number of ice-breaking POC sample points delivered and number of customer coverage;Number of winning single customer
coverage;Intelligently cope with the number of breakthroughs and coverage;Widening of product family;
Analysis of key actions of core breakthrough business
Analysis of core breakthrough measures: It analyzes the key root causes of the existing industry development and extracts effective solution strategies, which are not limited to
customer strategy, solution strategy, personnel capacity building strategy, industry ecological market promotion strategy, etc.
This section focuses on the key initiatives, and the data presentation can be developed later

21.

Project consolidation -Project key product introduction and promotion
➢ Project strategic product completion status
Project product key actions
10KUSD Project New products & Strategic product sales trends
What work has been done, what results have been achieved and what problems have been
encountered in product promotion (e.g. solar product range, TandemVu, ITS and Mobile, 7
300
200
Series IPC, 3 Series IPC)?What work has been done, what results have been achieved, and
Strategic Product 1
what challenges have been encountered in project product marketing and solution
Strategic Product 2
100
Strategic Product 3
0
P01
Product
Large-model
Product
5/7/8
seriesIPC
)
Project PTZ
(DE/DF/Tan
demvu/PS)
Entrance &
Exit Parking
MinMoe
Face
Recognition
Terminal(P)
Intercom
T urnstile
Software
P02
P03
FY Sell
in Tgt
P04
Q3
Sell in
Tgt
P05
P06
Q3
Sell in
Act
P07
P08
Q3 Sell
in
Ach%
P09
P10
Q3
YoY
P11
Core gaps and suggestions for improvement
(Indicators to complete the gap analysis, future trend prediction and influence factor analysis)
P12
Q3 YTD
Sell in
Act
promotion?
FY
Sell in
Ach%
Q3 YTD
YoY
Q4
Sell in
Tgt
Q3 Sell
throug
h
SI Qty
Imported
SI coverage
3A&2A SI
coverage
Q3 YTD
Sell through
Q4New
SI
coverage
Tgt

22.

Project consolidation – Opp manangement
Overall OPP Perforemance
➢
10kusd
100
New Opp. amount
20%
2025
2026
200%
20%
同比
-100% -100% -100%
0
0%
-200%
Q1
Opp
Q2
Q3
Q3
Tgt Amt
Q4
2025
2026
200%
0
20%
0%
-200%
Q3
Act Amt
Q2
Q3
Q3 Amt
Ach%
100
同比
-100% -100% -100%
Q1
Q3
Act Qty
10kusd
New Opp. number
100
Q4
2025
2026
200%
0
20%
0%
-200%
Q2
Q3
MoM
Q3
FY
Tgt Amt
Won Opp. number
100
同比
-100% -100% -100%
Q1
Q3
YoY
Won Opp. amount
Q4
2026
同比
-100% -100% -100%
0
0%
-200%
Q1
Q3 YTD
Act Amt
2025
200%
Q2
FY
Ach%
Q3
Q3 YTD
YoY
Q4
Q4
Tgt
New Opp
Won Opp
Won delivery
Opp
➢
Note: The estimated egg production amount refers to the amount of the product plan of Hikang in the project
Progress on key business opportunities (showing significant business opportunities on the way that are expected to be closed this year or require key support from headquarters)
Vertical
Opp name
sales
SI/END USERname
phase/progression
Estimated
production date
Estimated
production
amount *
Major
issues/risks/supp
ort required
Interpretation
(The index has completed the gap analysis, future trend prediction and influence factor analysis, what work has been done for the development of business opportunities and
closed-loop management, and what results have been achieved?)

23.

Internal Operations and Organizational Review -market promotion
Main business
Marketing Activities
intended target
effect
Present the main activities (online/offline) of marketing promotion in this
quarter, the expected target achievement of the activities, such as HPP
marketing promotion activities, distribution/project marketing promotion
activities, solution promotion, etc., including online/offline activities; the
development of communication channels, the cooperation of digital media,
mass media, etc., and the output of content, etc.。
Summary
1.
***
2.
***
3.
***
Input-output analysis, key gaps and optimization measures
gap analysis

24.

Review of other key actions in the year
Key Strategies
priority work
FY target
Q3progress
Main problem

25.

Organizational capacity build
Build around organizational capacity of Annual BP
Annual key work
Core organizational
capability
Q3 progress
•xx
•Organization
•xx
•Talent
•xx
•cultural atmosphere
•xx
•others

26.

Gap summary Q3
Core gap
Root cause of gap
Improve plan
xxx
•xxx
•xxx
xxx
•xxx
•xxx
xxx
•xxx
•xxx
summary:
Which gaps have the greatest impact on the achievement of performance results
Which gaps are caused by inaccurate strategy formulation and which gaps are caused by ineffective strategy implementation?

27.

Recent insights into key competitors
DHQuarterly revenue Unit:Musd
Short-term targeted competition measures
Distribution change
XXX
8
35%
Customer development, product introduction, price adjustment,
7
30%
marketing traction, etc
6
25%
5
20%
4
15%
3
10%
2
Project change
Customer development, key project business opportunities, etc
5%
1
0
0%
Q1
单位: 百万美
元
Q2
Q3
Y2025
Y2026
Q1
Q2
Q3
Q4
Employee and organization change
YoY
Q3 YTD
Total
Q3 YTD
YoY
Personnel adjustment of key positions, localization
marketing/operation organization construction, etc
DH
revenue
business
competitor
Other
business
competitor
Employee and
organization change
xxx
Marketing strategy
change
Operational/supply
changes
Expected Q3 YTD
sales revenue
Unit: MUSD
mpact on hik
Short-term
competitive initiative

28.

Catalog
1
Business review of Q3
2
Business Target of Q4
3
Opportunities and initiatives of Q4

29.

Performance forecast FY
* Unit of amount:10k usd
FY Cumulative target
Key indicator
Q3
YTD
Act
Q3
YTD
GAP
Q4 Tgt
Cumulat
ive
target
Q4
expected
Amount
Q4
Tgt
Total Amount
—Own
Busniness +
Outsourcing
Amount
10kUSD)
-Distribution
-Project
-KA
—New
Business
—AI *如Q3存在缺口 FY目标=年初预算FY目标+Q3缺口
Large
**预期值 基于对当前业务情况、机会、风险的综合评估所作出的预估
Model
Operating
profit
Fee
Gross Profit
Tgt
10M
Tgt
11M
Tgt
12M
Q4 YoY
(expecte
d)
Open
Sales
Order
end of
Q3
2026FY
Tgt.
2026FY
Forecas
t
2026
Ach.%
(Foreca
st)
2026
YoY(For
ecast)

30.

Performance forecasts next quater-Distribution/Projects/KA(Korea)/New Business
Quarterly sales
Distribution
project
ka
Monthly sales
New Business
Distribution
200
Project
Ka
New Business
7M
8M
140
8
180
120
7
160
5
140
5
120
40
32
28
5
80
36
4
60
28
3
5
18
18
18
18
55
55
3M
4M
17
32
80
23
5
100
36
40
100
6
17
13
20
23
20
13
60
40
40
70
80
100
90
50
20
60
70
40
20
0
0
2025Q1
10k
USD
Total
revenue
2025Q2
Q3 Act
2025Q3
2025Q4
Q3 YTD
Act
2026Q1
Q4 Tgt
2026Q2
2026Q3
Annual
forecast
2026Q4
Annual
Target
1M
10k
USD
Q4
Forecast
2M
Distribution
5M
6M
Project
9M 10M 11M 12M
KA
New
Business

31.

Quantitative objectives of organizational performance for the next quarter
Type
Q4 KPI
Q4 Target
update
Key policies/descriptions
Overall Sales Revenue Achievement Rate
Finances
Fee Gross Profit Target Achievement Rate
Key Strategic Product GTM Achievement Rate
HPP: Ratio of completion-Newly Authorized Company Num/Average Daily Active User
/New Device Num
Training Completion Rate and Customer Coverage
Marketing Services
Achievement of Marketing Promotion Initiatives
Achievement of After
Operation
Cost of tied-up capital in AR -YoY
Cost of tied-up capital in Inventory - YoY
Key Strategies and
Actions Channel OKR
Choose by region
ND OKR
Channel expansion /Channel capacity enhancement, etc.
Reseller OKR
DPP Customer Coverage Improvement / Refined Management, etc.
Installer OKR
Installer group coverage/management ability improvement
Other OKR
Regional self-supplementary indicators
New Opp Target
Won Opp Target
Opp
Key Projects / Case Reference / Opp Progress
Rate of Overdue Opp/Quotation Converage/ Link rate of Opp and Order
Key Strategies and
Actions Project OKR
Choose by region
Customer pool development (number of customers closed)
Customer
Core customers BP targets (3A/2A)
Project Strategy Product Customer Coverage
Vertical
Progress in developing industry-targeted users/key actions/featured
applications/exploration of new industry opportunities, etc.
Key Strategies & Actions:
New Key Account Acquisition Progress / New Product Line Introduction for Existing Clients / Key Project
Key OKRs for KA
Progress
Business Layout (Japan &
Korea)
Channel / project / marketing
OKR quantitative indicators
can be based on the actual
business of each region to
focus on different directions,
the region to choose their
own adaptation (can choose
and increase or decrease)

32.

Catalog
1
Business review of Q3
2
Business Target of Q4
3
Opportunities and initiatives of Q4

33.

Key Actions of Q4
key strategy
Priority work
Target
Time nodes
person in
charge
Resource
requirem
ents
Risks (if
any)

34.

Key issues and resource requirements
Description
Key issues/requirements
e.g. product problems,
requirements…
Resource and Collaboration needs
Collaboration Dept.

35.

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