I. Industry Risk Analysis

(1) Policy Risk

Currently, the policy risks in the zeolite industry are mainly concentrated on the phased adjustment pressure during the policy fluctuation period. As environmental protection policies enter the in – depth implementation stage, regulatory standards are gradually refined (such as tailings treatment and carbon emission indicators). Enterprises face the risk of continuously rising compliance costs. Meanwhile, the industrial support policies are in the recession and adjustment period. The reduction of local subsidies in some areas has weakened the cost – advantage of production. At the same time, cross – border policies such as international carbon tariffs are entering a new cycle formation period, and export – oriented enterprises face the risk of sudden changes in trade rules. The superimposed effect of policy cycles forces entrepreneurs to deal with multiple policy variables. Especially during the connection gap between technology – innovation – oriented policies and environmental protection regulatory policies, there may be a mismatch between the selected technology routes and the policy support directions.

(2) Economic Risk

The zeolite industry is currently significantly affected by economic cycle fluctuations. During the recession stage, the weak demand in downstream industries such as building materials and chemicals has led to a simultaneous decline in the quantity and price of orders. Coupled with the high global energy prices, the mining and processing costs have increased. Entrepreneurs are facing double squeezes on revenue and profits. In the recovery period, although the demand rebounds, the industry’s production capacity expands rapidly. The surge of new entrants has led to fierce price competition. The pressure of technological iteration and the rising environmental protection compliance costs have further compressed the survival space. Meanwhile, against the background of tightened monetary policy, the difficulty of financing has increased, and the risk of inventory cycle mismatch has intensified. The industry as a whole presents the squeezing – type risk characteristics of “increasing quantity without increasing revenue”.

(3) Social Risk

The zeolite industry faces the risk of inter – generational consumption gap. The younger generation tends to choose alternative materials with the label of “environmental protection technology” (such as new molecular sieves), while the traditional application market relies on the inherent supply – chain inertia of middle – aged and elderly decision – makers. Entrepreneurs not only have to meet the strict requirements of Generation Z on material traceability transparency and carbon – neutral indicators, but also find it difficult to break through the technological path dependence formed by the vested – interest groups in downstream industries such as chemicals and building materials. The inter – generational cognitive differences are accelerating the value reconstruction of the industrial chain.

(4) Legal Risk

The legal risks in the zeolite industry are mainly concentrated on environmental protection compliance, intellectual property rights, contract disputes, and regulatory response: Environmental protection policies strictly control the mining and processing processes. Violations may result in high – value fines or production suspension. The weak layout of technological patents is prone to cause infringement disputes. The vague terms in supply – chain contracts lead to cooperation frictions. Failure to keep up with the dynamic regulatory updates in a timely manner may lead to accidental violations. The lack of internal monitoring makes it difficult to identify potential illegal hidden dangers. Entrepreneurs need to build a compliance system, strengthen property – rights protection, improve contract management, and establish a regulatory tracking mechanism to reduce the risks of litigation and business interruption.

II. Entrepreneurship Guide

(1) Suggestions on Entrepreneurial Opportunities

Entrepreneurs in the zeolite industry can focus on the industrial environmental protection field, develop high – performance zeolite adsorbents for rigid – demand scenarios such as VOCs treatment and heavy – metal wastewater treatment, and customize solutions for segmented industries such as chemical industrial parks and electronic electroplating. Seize the trend of new material upgrading, research and develop special zeolite products such as catalytic cracking and molecular sieves, and enter emerging tracks such as new – energy battery materials and hydrogen storage and transportation. Combine with circular economy policies to build a zeolite recycling service system and form a commercial closed – loop of adsorption – regeneration – reuse. Utilize the advantages of regional industrial agglomeration, form industrial – chain cooperation of “technology + application” with environmental protection engineering companies and scientific research institutions, and achieve rapid commercialization through models such as modular equipment sales and technology service subscriptions.

(2) Suggestions on Entrepreneurial Resources

Entrepreneurs in the zeolite industry should give priority to integrating technology R & D and supply – chain resources. Obtain purification and modification technologies by cooperating with university laboratories or environmental protection material research institutes, and rely on the industrial funds of local governments in mineral – rich areas or special subsidies for green new materials to solve the initial capital gap. Focus on establishing direct raw – material supply channels by partnering with local zeolite mining enterprises. At the same time, sign sample trial – use agreements with sewage treatment plants and air purification equipment manufacturers to quickly verify the market matching degree of products. Actively connect with the ecological environment department to obtain the list of industrial waste – gas treatment projects, and use the platform of industry associations to connect with technology brokers in the catalyst field, dynamically optimize the resource allocation structure, and maintain flexible investment between technology patenting and large – scale production capacity building.

(3) Suggestions on Entrepreneurial Teams

When forming an entrepreneurial team in the zeolite industry, core members with backgrounds in materials science, chemical technology, and environmental protection applications should be selected first to form a complementary structure of “technology R & D + market operation”. Among them, at least one expert who masters zeolite modification technology should be included, accompanied by channel developers with industrial customer resources or environmental protection project experience. The team needs to establish a flexible decision – making mechanism, hold regular technology iteration meetings with scientific research institutions, and set up a policy researcher position to track the dynamics of domestic and foreign environmental protection regulations. The team should focus on cultivating the ability to design solutions in the B2B industrial scenario, bind key technical personnel through equity incentives, and form a strategic cooperation with supply – chain management talents to cope with the risk of raw – material price fluctuations.

(4) Suggestions on Entrepreneurial Risks

Entrepreneurs in the zeolite industry should give priority to focusing on technological compliance and supply – chain stability. When choosing a segmented track, they should make targeted breakthroughs in combination with regional environmental protection policies (such as rigid demands in industrial waste – gas treatment and soil remediation), and verify the process stability and cost – control ability through small – scale pilot projects. Lock in at least two ore suppliers upstream to hedge against raw – material price fluctuations, and bind government or state – owned enterprise environmental protection projects downstream to ensure safe payment collection. Simultaneously, establish a self – owned testing laboratory to avoid the long cycle of third – party certification and the risk of standard iteration, and quickly obtain ISO and industry access qualifications. Pay attention to technology iteration reserves (such as molecular sieve modification technology) to prevent homogeneous price competition, and reduce the decision – making threshold for customer repurchase through the “equipment + consumables” service model.