How Do Textile Enterprises Make Domestic Sales?

Recently, some export textile enterprises found the author and asked how to do domestic sales.

From their speech, I found that many textile enterprises accustomed to export trade do not know much about the domestic market, so many of them are very familiar with the domestic market.

"The water in the domestic market is very deep!" I will remind him of such a client first.

Of course, we fully understand the urgency of these textile enterprises in the domestic market.

In 2007, the exchange rate increased by 7 points, the labor cost increased by 20%, the export tax rebate reduced by 2 points, and the means of production rose by 3%-5%.

In the first three quarters of 2007, according to the statistics of the textile industry association, more than 2/3 enterprises were below the average profit rate of the whole industry. The average profit margin of these enterprises was only 0.61%, and the total loss was 9 billion 900 million.

In 2008, with macroeconomic regulation and monetary tightening, according to the twenty-first Century economic report, the crisis of overcapacity in the textile industry broke out, and 1/3 enterprises will be closed down.

Based on this market reality, export-oriented textile enterprises hope.

First, we should first consider the innovation of the profit model.

In any industrial value chain, the profit zone is not only evenly distributed, but also drifting along with the maturity of the industry. As long as any link appears homogenization of products and services, profits will leave there.

{page_break}

Similarly, in the domestic textile and garment industry, profit pfer is also happening all the time.

As we all know, with the homogenization of production, spinning, weaving, clothing production and other production links have been very small profits, and profits have shifted to other links.

Let's look at some examples of innovation in the textile industry's profit models, and understand them from their success.

PPG has made full use of the change of network information to combine the shirt Market and network sales, and has established the unique marketing mode of "server monopoly", which mainly attacks brands, products and customers, outsourced production, and changes the sales pattern of traditional shirts with price advantage and channel mode.

Lycra itself is a kind of fiber. The normal mode of making raw materials is to keep away from consumers, to do research and development, to price negotiations in tons, and a permanent order recipient.

But Lycra sold a different pattern.

Lycra found that industrial products rely on product quality to maintain price differentials, but account for 10%, while brand support spreads to 40%.

That is to say, Lycra discovered that the industry profits had shifted to the fiber brand.

Therefore, Lycra put forward the strategy of "downstream and upstream".

"Triggering downstream" is that Lycra becomes a brand dealer from raw material business, and promotes clothing dealers and clothing consumers. "Driving upstream" is that Leica can drive upstream garment enterprises and fabric suppliers through mastery of downstream.

In other words, "triggering downstream and driving upstream" is that Leica's left hand drives consumers and distributors, and the right hand pulls large fabric producers and garment manufacturers, thus firmly becoming a leader of a long value chain, and has achieved great success.

For example, most of our export textile enterprises either rely on low-cost production for export or make OEM for others. Such a business mode determines their meager profits.

On the contrary, Jiangsu Anyang fashion company, with ODM (original design manufacturer) as its main battlefield, has a net profit rate of over 35%, which can be regarded as a miracle in the clothing industry.

The creation of this miracle is only due to the original design ability of Anyang Yang, which has international influence. It fully excavates the innovation ability of enterprises in R & D and design, and endows its brand with profound cultural connotation to enhance its added value.

Through the above three cases, will our textile enterprises get some inspiration? {page_break}

To make the domestic market and relied on the previous production of a product, the era of wanting to beat the world is gone forever.

The Chinese market has been pforming. Our entrepreneurs must change their habits of thinking, change their production oriented thinking, find the most profitable link in the industry value chain, and then combine their advantages to create their own new profit models. Only in this way can they grasp the opportunities in the fierce competition.

Otherwise, if you just want to turn the original export products directly into domestic sales, the result will be a crushing defeat.

Because, no matter which category of textile industry, the competition in the domestic market has been very intense. At this time, the market needs not one product, but a new business mode.

Second, be an opportunist.

The most lovely part of the Chinese market is that it is still in drastic change up to now.

The market is full of undeveloped demand, and everywhere is full of opportunities, whether it is regional blank or consumer blank.

When an enterprise can enter the market blank first, it can often achieve great success.

The textile industry is a very mature industry in China.

From suits, shirts, casual wear and sportswear, it seems that every product category is full of brands and full of competition. It seems that there is no chance in the textile industry.

However, let's take a look. In this almost impossible market, in this almost saturated market, thermal underwear was sprung up in 1998. Just relying on a concept of warmth, it started to thrive. Since 2003, China's home textile market has sprung up. In the past two years, it has become a few new opportunities in the textile industry. The market share of light bedding can reach 100 billion yuan.

Apart from thermal underwear and home textiles, is there no other chance for the textile industry? Do some textile brands such as Ting Mei, PPG and ITAT find their own opportunities? I think the answer must be yes.

{page_break}

Therefore, the market is not lack of opportunities, but the lack of opportunities to find opportunities, even for the textile industry.

The market is not a piece of iron, seemingly mature market, there will also be opportunities; seemingly strong opponent, its own also have flaws and weaknesses.

The key is whether we can find opportunities, which is more important than learning marketing.

Therefore, to become a dark horse, we must have a strong eye, discover opportunities that others have not yet discovered, and be good at being opportunists.

Third, innovation is the key.

Later, enterprises are often in an awkward position in competition. Their products do not have a large scale, so they can not compete with large enterprises. Their funds are so weak that they can not carry out a wide range of marketing; they do not have a comprehensive sales channel, so it is difficult for the product to push to the terminal quickly -- meeting with consumers; they dare not invest heavily in advertising, and worry that enterprises will not make ends meet, and then go straight to the end.

But backward enterprises will have to continue to survive. They will not only survive but also seek development. Otherwise, they will have a risk of life if they do not advance or retreat.

To achieve this goal, the most important rule for backward enterprises should be to give full play to the initiative of people and make innovations.

This innovation, in addition to the previous profit model innovation and market opportunity innovation, as well as product innovation, channel innovation, price innovation, and so on.

Product innovation means that if you can't become the first in the industry, then build an industry that you can become the first.

That is to say, if you do not become the first brand in your original industry, do not give up hope.

You can find a new industry or new category that you can first enter and become the number one.

Let's look at seven men's clothes.

Qipai men's wear is a brand of men's wear for many years. Qipai is also facing a strong brand in the market. The western style clothes include fir and YOUNGOR; leisure jackets have seven wolves and strong drivers; sportswear suits include Bang Wei, Giordano and so on.

In an industry of big crocodile brands, how can a weak old brand create a miracle? {page_break}

The method is to differentiate itself from the old industry and create a brand new product category.

Seven cards are cut in this way.

What should consumers wear at an important moment? Can we create a new category of clothing that is different from Western-style clothes, different from jackets and different from Chinese tunic suits, and can also be worn on important occasions? That is the Qipai Chinese standing collar.

By simply setting up the collar of the suit and making the fashion style more fashionable, it has created a brand new men's clothing category: the Chinese standing collar.

After the listing, the Chinese collar is selling crazy.

03 years to now, the Chinese collar has become a new clothing category. "At the most important moment, wearing the Chinese collar" has become a fashion.

Price innovation: the two foreign brands we know well, H&M and ZARA, rely on their advantages such as "parity fashion", "high speed, small batch, multi style" and "quick reaction chain" to get a good start in the Chinese market.

The innovation of the channel is more classic. It is the PPG that has been making a lot of trouble over the past few years. It also includes brands like "red children" and "Li Jia Bao", which rely on the innovation of channels, so as to lay a strong position in one fell swoop.

In short, to sum up, no matter it is the innovation of business mode, the innovation of market opportunities or the innovation of products, Shanghai's ultra limit war planning agency has always believed that the export oriented textile enterprises have to pform into domestic sales, and the first important thing is to innovate.

Nothing can be done, only unexpected. Only by innovation can enterprises have vitality; only by innovation can they survive in the fierce domestic textile industry.

Innovation is also the mainstream thinking in today's pitional society.

Why should we not?