For many small and micro-sized textile and garment companies, the days of 2011 are not very good. There are external crises and there is inflation. At the end of the year when he should be happy to close the accounts, Luo Yuan’s debt has become a torture to the hearts and minds of many bosses.
At the party at the end of 2011, 2/3 of the time, a CEO of a small-to-medium-sized fabrics company was playing a phone call on the liquidation of debt between the upstream and downstream sides. The tone was also moderate and sometimes high-profile. After passing through a marathon call porridge, the CEO threw a question to the author: "Do you know what kind of company is the most profitable?" When he said this, his expression was like asking the writer, but also like asking Yourself.
Then he told the author about the story of a client: a pair of sisters who had no professional background in clothing colleges, but had been infiltrating the Guangzhou clothing wholesale market for many years. In mid-2011, they started to do clothing by opening only the wholesale outlets. The history of the brand. In this company with no designers, no edition divisions, no branding plans, and no self-owned processing plants, the performance of the company formed by two bosses and several stall sales sisters was completed in mid-2011. Yes: 200,000 garments are produced, sold at their own wholesale stalls, and there are only 1,000 stocks at the end of the year.
Compared to starting large and medium-sized companies with hundreds of millions of employees, their performance is only a small play. But the process of picking-proofing-producing-packaging was only a short 5 days. Its new product development cycle is not inferior to ZARA, which is praised by the industry. “Developing a new product takes only 5 days, which is the secret of their money making. After years of tempering in Guangzhou clothing circles, they are able to display their strengths and select “explosive modelsâ€; they control the Guangzhou Zhongda fabric market and small garment processing. The relevant resources of the point enable them to complete the screening of the needs of many large companies and the coordination of various departments within five days in the shortest time. This is the ability to integrate and the secret of their earning money. Fabric company CEO evaluation.
When Lei Jun, an angel investor, helped entrepreneurs start their own businesses, they gave such advice: focus, extreme, fast, and using the word tablet. In his view, the most important of these four points is the focus. Only the focus is on the company. Only when the company has the energy to make things the ultimate and the speed of response will accelerate will it exceed the expectations of users and form a strong word-of-mouth effect.
For many companies, what they once took pride in is the capacity and scale. With the rapid rise of various costs, especially labor costs, powerful companies have begun to plan for the extension of the upstream and downstream, to ensure the master by controlling more resources. The development of the industry; while another part of the company has evolved to "light companies" - the control of industrial capital for the entire industrial chain has weakened, and the control over information and management has become stronger.
Although the two sisters may not yet be able to describe their business in economic vocabulary, they are the first-line practitioners of the company's "small company, big customers," a light company operating standard. At present, many small and micro light companies rely on the integration of the industry chain and only do what they are best at, thus achieving profitability and rapid development in a relatively short period of time.
As the saying goes, heroes don’t ask birth. For small companies, the strength of integration is the important gene that can make money and eventually develop into a giant.
At the party at the end of 2011, 2/3 of the time, a CEO of a small-to-medium-sized fabrics company was playing a phone call on the liquidation of debt between the upstream and downstream sides. The tone was also moderate and sometimes high-profile. After passing through a marathon call porridge, the CEO threw a question to the author: "Do you know what kind of company is the most profitable?" When he said this, his expression was like asking the writer, but also like asking Yourself.
Then he told the author about the story of a client: a pair of sisters who had no professional background in clothing colleges, but had been infiltrating the Guangzhou clothing wholesale market for many years. In mid-2011, they started to do clothing by opening only the wholesale outlets. The history of the brand. In this company with no designers, no edition divisions, no branding plans, and no self-owned processing plants, the performance of the company formed by two bosses and several stall sales sisters was completed in mid-2011. Yes: 200,000 garments are produced, sold at their own wholesale stalls, and there are only 1,000 stocks at the end of the year.
Compared to starting large and medium-sized companies with hundreds of millions of employees, their performance is only a small play. But the process of picking-proofing-producing-packaging was only a short 5 days. Its new product development cycle is not inferior to ZARA, which is praised by the industry. “Developing a new product takes only 5 days, which is the secret of their money making. After years of tempering in Guangzhou clothing circles, they are able to display their strengths and select “explosive modelsâ€; they control the Guangzhou Zhongda fabric market and small garment processing. The relevant resources of the point enable them to complete the screening of the needs of many large companies and the coordination of various departments within five days in the shortest time. This is the ability to integrate and the secret of their earning money. Fabric company CEO evaluation.
When Lei Jun, an angel investor, helped entrepreneurs start their own businesses, they gave such advice: focus, extreme, fast, and using the word tablet. In his view, the most important of these four points is the focus. Only the focus is on the company. Only when the company has the energy to make things the ultimate and the speed of response will accelerate will it exceed the expectations of users and form a strong word-of-mouth effect.
For many companies, what they once took pride in is the capacity and scale. With the rapid rise of various costs, especially labor costs, powerful companies have begun to plan for the extension of the upstream and downstream, to ensure the master by controlling more resources. The development of the industry; while another part of the company has evolved to "light companies" - the control of industrial capital for the entire industrial chain has weakened, and the control over information and management has become stronger.
Although the two sisters may not yet be able to describe their business in economic vocabulary, they are the first-line practitioners of the company's "small company, big customers," a light company operating standard. At present, many small and micro light companies rely on the integration of the industry chain and only do what they are best at, thus achieving profitability and rapid development in a relatively short period of time.
As the saying goes, heroes don’t ask birth. For small companies, the strength of integration is the important gene that can make money and eventually develop into a giant.
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