The Survey Results Of Knitted Small And Medium-Sized Enterprises Show That "Turning Around" Depends On Real Skills.

Although the products produced by some enterprises are located in the upstream position of the industrial chain, as a link in the market, they are closely related to other links. Therefore, SMEs, regardless of which part of the industry chain, need to fully grasp market information, take part in some exhibitions, and cultivate the sensitivity of enterprises to signal perception of market changes, which has a very prominent impact on small and medium-sized enterprises. When some factors in the market change, the impact on SMEs will be reflected faster, so these "signals" SMEs are also more easily noticed.

Shandong is located in Zaozhuang, Shandong. Spin Ltd. is a 50 thousand spindle scale enterprise. It is an absolute small and medium-sized enterprise from the scale alone. However, they use higher sensitivity to get more profit than the average profit rate of the industry. In the current environment of the textile industry, the achievements of every enterprise are hard won. The results of large enterprises may depend on the scale effect, but small businesses do not have the advantage of scale, and they may not become "vulnerable groups".

It is not right to judge whether an enterprise is growing or healthy or not. It is not correct to judge solely by its scale. It is often neglected to see how many ingots, pieces and numbers of enterprises ask. What is scale economy? It is said that large scale competitiveness is good, but small businesses and economies are often competitive.

　　 Quick response palmtop rudder

The market adaptability of products is phased, and new products are also a process of continuous development and continuous improvement. In regard to a new product, it is wrong for an enterprise to have the idea that people are on the same side. Any new product has to go through the complicated process of market inspection, customer accumulation and product upgrading. It needs a certain time to precipitate. Quick response is not to say that what kind of knitted technology and fabric colors are all used blindly. This way can be called "mass line", and some large enterprises and big categories are reluctant to cover small categories, and in fact, they are also profitable.

The market demand of a product varies from time to time. Therefore, although many enterprises insist on making a product's brand and quality, they produce it all the year round, which will certainly increase many costs, short supply in peak season, inventory backlog in the off-season and loss of goods. When the market demand is not so large, we still maintain the same level of production, that is, the lack of a rapid reaction mechanism.

For a product in the market, it may be divided into off-season and peak season, but for the market as a whole, there is no off-season in addition to the impact of the economic crisis. If enterprises can achieve rapid response, they will be able to avoid the loss and profit fluctuation of the "off-season". Small and medium-sized enterprises in many ways can not compete with some industry top class enterprises, the only way to highlight the advantages is rapid response.

　　 Tissue simplified keel

For small and medium-sized enterprises, the most popular problem is that the enterprises are not big, but they have committed the disease of large enterprises. This is also related to China's traditional thinking. It is believed that although sparrows are small and full of all kinds of organs, they will set up many levels in the enterprise, which in fact has extended the "reflex arc" of enterprises. In order to ensure rapid response, small and medium-sized enterprises should choose flat management to reduce the level setting. "Other enterprises have workshop directors in each workshop, and there are more than one. They focus on the production and the publicity and evaluation, but we do not have a director in the whole factory. Under the production condition, there is only one monitor. The value monitor also requires versatile talents, who need to master many skills and have strong working ability, thus reducing the process of information transmission in production. Zhuang Jiangang said.

In pursuit of rapid response, it is also necessary for enterprises to differ from traditional settings in some processes: in the face of quality complaints, other enterprises may first be reflected in after sales service, and then report to them again and again. The simplification of this part of SMEs can not only increase efficiency but also save the organizational structure of personnel. "My company first received complaints from customers, because if there is a layer of reports, there may be concealment, and the actual problems of products will be weakened, but if it is to look up problems from top to bottom, it will be easier to find the root cause of the problem and solve it effectively." Zhuang Jiangang said.

　　 There is no contradiction between professionalism and difference.

There may be some contradictions about the idea of targeting the specialization and differentiation of small and medium enterprises, but in fact, both the specialization and differentiation are complementary. Although the products in an enterprise's workshop belong to a large category, there are differences among them.

"Our company will tend to do more popular products that are in line with market conditions, and the added value is relatively high, basically do not do conventional products. Over the past two years, our products can basically be said to be in short supply. Zhuang Jiangang, general manager of Shandong Zheng Kai Textile Co., Ltd.

Do specialization on the basis of specialization. What is difficult to manage is not to spoil what others have. After all, it is still difficult to do well in the field where everyone is good at doing things.

From the perspective of scale, there are still many companies belonging to small and medium-sized enterprises. What is the secret of their survival? The core competitiveness of enterprises is technology, brand, patent, standard and trademark. Some specialized small and medium-sized enterprises have their own special standards and knowledge patents, and more attention should be paid to their differences in patent protection. Otherwise, as far as the domestic market situation is concerned, if this kind of expertise is discovered by other enterprises, there will be a large-scale replication, so the core competitiveness of small and medium-sized enterprises will no longer exist.

In addition, the development of science and technology in the traditional industries is also very fast. Garment sewing Links, in the forefront of the industrial chain, textile has always been relatively high technology. So do not mention textile as labor-intensive. Through the small and medium-sized enterprises such as Shandong Kai Kai, we can see that when a company's technology, quality, brand and service are relatively perfect, we can achieve certain results. Zhao Hong (vice president of China knitted Industrial Association)

　　 Talent is hull.

Compared with large enterprises, SMEs should pay more attention to the introduction and cultivation of talents. Recruit talent, but also retain, affordable. As far as possible, the wage level is lower than the average level of the industry, so that people will be willing to consider entering the small and medium-sized enterprises. After recruiting, he will also provide qualified personnel with suitable positions to enable him to give full play to his strengths and strengths so that he thinks he should do the job. From small to medium scale, enterprises should pay attention to training their own talents, so as to provide a solid foundation for talents in the future.

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Customers are the slogan of God, everyone will shout, but few companies really regard customers as God. This also requires suitable talents. When customers reflect problems, small and medium enterprises should actively communicate with customers as a service provider to win customers, instead of letting customers run their own processes and set thresholds for customers. Talents can reconcile, solve customer problems and win customers' favor.

　　 Strong executive power

The executive power of the company is not strong enough, which is more important to the small and medium-sized enterprises, and the executive power of the employees depends on the management level. "Our enterprises, whether they are workshop workers or workers, can do whatever they can get." Dai Yadong, general manager of Zaozhuang ocean Garments Co., Ltd. This is a very simple matter, but many enterprises can not do it in management and operation. Many enterprises have many systems, but the system with poor feasibility will affect employees' confidence in enterprises.

"Humanized system, inhuman execution" is the correct concept. The system that cannot be carried out will not be formulated, which will also establish an image of integrity in the minds of employees. But many enterprises are inhuman systems, the implementation of human nature, this also caused a slack state for workers, leading to the effective system can not be carried out. Even let employees lose their trust in enterprises, and think that the system formulated by enterprises is impossible to achieve.

Don't look at it in a traditional way. Traditional industry 。 Traditional industries also have new products, high-tech, intelligent and provincial personalization. "In terms of employing people, we can manifest this point. Other enterprises may use more than 100 people. We can still be more than 50." Zhuang Jiangang said that this is also dependent on the strong executive power of the staff.

　　 Differential as bumper

What is difficult to manage is not to spoil what others have, but to avoid weaknesses.

In fact, there is another train of thought for the development of small and medium-sized enterprises, that is, to hire those products with large production capacity and high production costs, and to make these products well done. If the profits of the large enterprises themselves are too low, the order will be transferred out, so that the opportunities for SMEs will come. It's a competition for small and medium-sized enterprises to absorb the products that big enterprises disdain to produce and demand less.

Differentiation also determines whether an enterprise has pricing power. If there is no pricing power, it can only be controlled by others. If SMEs want to have pricing power, they must insist on doing well in products and services, so that when the price of raw materials falls, the price of products will not fall or fall.

There are no bad industries, only bad ones. For an industry, in fact, the basic situation faced by various enterprises is the same, so it is mainly based on the respective measures of the enterprises. Although they all say "small boat is good enough to turn around", it is also necessary to "turn around".