FUEL DISPENSER & SPARE PARTS
Fuel dispenser are used in petroleum-retail service stations for filling lightweight oil including gasoline or diesel etc. We have taken up the production of fuel dispenser since1992. Among our gigantic business portfolio, oil transfer pumps were first put on our agenda and then mechanical fuel dispensers, electronic fuel dispenser in subsequence.
Our fuel dispensers have 3 series, namely, C series, D series and S series. All of the series share the same electronic system, which consists of flow meter, combination pump, auto nozzle etc. But C series is little in size and has a general outline with hoses from the middle. And D series contains jambs with stainless steel and hoses from the top. Then S series have a novel streamline outline and hoses from the top, which is bigger in size in comparison with the other ones.
we are committed to create the best workplace, encourage our staffs to put their own personalities into their jobs, and provide them a stage to show themselves.
as bankers learn to collaborate. But will they in a world where rival services can be had at the click of a
mouse? Probably not. Indeed, in the late 1990s Credit Suisse was one of the first private banks to
introduce “ope fuel dispenser n architecture� whereby custom fuel dispenser ers were offered rival investment funds as well as its own.
And from the end of 2007 the European Union s Market in Financial Instruments Directive will make cross-
selling harder.
But the bank s three specialist businesses are powerful in their own right, and focusing on them is better
than chasing the spectre of universal banking. A study by Mercer Oliver Wyman, a consultancy, published
this week, finds that financial institutions with sharply defined business models have done, and should do,
better than less-focused conglomerates.
In some fields Credit Suisse is close to the top. It is the biggest manager of alternative investments, with
some $108 billion invested in hedge funds, private equity and derivative products. It co-managed this
year s biggest flotation, for Industrial and Commercial Bank of China, totalling $22 billion. In a few areas,
however, such as leveraged lending for giant corporate takeovers, it is dwarfed by the American universal
banks. Mr Grübel says that Credit Suisse has critical mass in its core businesses. Economies of scale only
really work in retail banking, he says, and the bank has no plans to expand its retail base of 1.8m
customers beyond Swiss borders.
A hostile takeover would destroy value, say consultants, and Mr Grübel seems in no mood to surrender
command. At 63, a year beyond the bank s official retirement age for board members, he is enjoying a
position that he never expected to attain—German-born, he joined the Credit Suisse group in 1970. The
tightly knit Zurich business “mafia�think he lacks vision. On the other hand, there is no obvious
successor. The one-bank strategy and Mr Grübel are likely to o fuel dispenser ccupy the Paradeplatz for a while.
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