How Does Sanyang Textile Enhance Its Market Competitiveness?

Since 2012, the market situation is low, most cotton.

Business conditions are basically the same: orders are reduced, costs are high, and benefits fall.

But there are still some enterprises that are different from others and maintain steady development.

A careful analysis of these enterprises that can be "independent" can be found that they are different and have their own characteristics.

It is this "difference" that becomes a unique competitive power that enables enterprises to move forward steadily in the predicament.

Sanyang Textile Co., Ltd., located in Lijin, Shandong, is a typical example.

Differentiation and specialization are the objectives of Sanyang's strategic management.

Since the establishment of Sanyang company, the adherence to high-end positioning and the adjustment in management and marketing have all come from differentiated thinking.

The concept of differentiation promoted the rapid development of Sanyang textile and made the Sanyang textile steady development in many years of prosperity and adversity.

Especially in recent two years, domestic and foreign cotton prices are hanging upside down, and cotton spinning enterprises are miserable.

In such a big environment, Sanyang company is showing the situation of sufficient orders, full load of equipment and insufficient supply of products.

To interpret the differentiation mode of Sanyang company, we should also analyze the strategic management concept of Sanyang.

Talk about product color change instead of cotton color change

Now cotton is a central topic of concern for cotton textile enterprises.

Because of the large fluctuation of cotton prices, many cotton textile enterprises are reducing raw material inventory, and raw materials are used with purchase, reducing the risk of cotton price fluctuation, and at the same time, leading to unstable raw material indicators, resulting in unstable product quality.

Xu Jianmin, general manager of Sanyang Textile Co., Ltd., said that under such circumstances, there are risks in raw material procurement, and there are risks in product quality. The two risks must be borne by enterprises. That depends on how the enterprises make decisions and how to find a breakthrough point.

Sanyang company is very clear that if we focus on the procurement of raw materials to avoid price risks, it will inevitably lead to unstable quality of raw materials, resulting in unstable product quality. How can customers accept your products? Sanyang company does not talk about cotton color change, but talk about product color change — — not afraid of cotton price fluctuations, and fear that their products will not be accepted and recognized by customers.

Therefore, Sanyang company weighed the pros and cons and decided to undertake the risk of raw material procurement, to ensure the stability of raw material supply, and then to ensure the stability of product quality.

At present, Sanyang's raw material inventory is 3~6 months, which is rare in the current situation.

Make a breakthrough and revitalize the whole situation

Stable supply of raw materials is only the most basic element of product quality stability. To further reduce the risk of falling product quality, we need strict quality management system to protect it.

Sanyang company takes a number of measures to strengthen internal management to minimize the risk of product quality fluctuation.

Xu Jianmin believes that strengthening internal management is not an empty slogan and needs to be implemented on the ground.

There are many ways of management, which is the most suitable for enterprises? Sanyang company has seriously thought about this, analyzed the elements of people, machines and materials in production management, decided to pry the "machine", that is, start with equipment, and speed up the equipment.

However, the speed-up of the equipment is likely to cause fluctuations in the various indicators of the product.

But Sanyang company has its own idea, that is, "break through a bit, revitalize the overall situation".

Xu Jianmin believes that the key to enhance the management level is to find a breakthrough point: "the entry point is just like the lever principle, giving me fulcrum to leveraging the earth."

So we need to find an operational breakthrough point.

Sanyang company chose equipment speed as a fulcrum and breakthroughs, and exposed problems in various elements of production management by speeding up.

The problem is exposed, and based on these problems, we take practical measures to solve the problems, so as to revitalize the overall situation and drive the overall improvement of management level.

Since 2009, Sanyang company

Speed continues to improve.

The company speeded up the equipment, reduced the production cost and improved the product quality.

By the end of 2011, all the indicators of the company had made breakthroughs: the speed of domestic spinning motor reached more than 17500 revolutions per minute, the speed of imported spinning motor reached 18500 revolutions per minute, and the control of broken ends of spinning was less than 3, and the total control of 10000 spindles was 32.

This year's indicators have gone up to a higher level, marking the steady improvement of enterprise management level.

Reverse development of India Pakistan market

Import data show that India and Pakistan cotton yarns are stepping into China's market. This is mainly due to low labor costs, abundant cotton resources and government policy incentives.

This has a huge impact on China's cotton textile market.

Sanyang company believes that the problem can not be viewed from point to point, and can not be totally negated. India and Pakistan are only the medium and low count yarn, and the high count yarn has not entered the market. That is to say, India and Pakistan's high count yarn has no competitive advantage.

Therefore, the Sanyang company's reverse development of India and Pakistan high count yarn market, sales are considerable now.

Strengthening service target customers

From marketing products to marketing customers, the marketing model of San Yang company is changing.

Since 2011, the company has established a collaborative alliance between the three supply chain, production chain and distribution chain with the target customers as the center, and finally realized the strategy of big customers.

In explaining this brand new marketing mode, Xu Jianmin said, "there is a lyric is ‘ special love gives special &rsquo to you; we give special care and service to highly valued target customers with concentrated manpower and material resources."

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The specific practice of Sanyang company is very clear, based on the product, focusing on customers, reflecting the timeliness of service, while providing services, it also needs to solve problems for customers.

When there are problems feedback, Sanyang company as soon as possible to enter the customer site to see, quickly solve the problem.

This year, the market situation is not good. The sales of Sanyang company's products are not only affected, but also the prices have been raised, and the profit margins have greatly increased.

All this stems from the differentiated marketing mode.

Xu Jianmin believes that the market outlook is still unclear, but the development goals and direction of Sanyang company have been clear.

"As a micro enterprise, we need to understand the macro, be familiar with the current situation of enterprises, break the rules, formulate the goals of enterprises with differentiated thinking, and execute them on the ground.

Landing execution is very important, and the goal is beautiful.

Therefore, landing execution is the magic weapon of Sanyang company.

Regardless of the future

How the Sanyang company will always adhere to the high-end positioning, operate traditional industries with differentiated thinking, strengthen implementation and strive to become the leader of industry pformation.