Sanshui enterprise innovating marketing management, successfully resisting the new round of "textile industry crisis"

Sanshui Lida textile printing and dyeing Co., Ltd., the production workshop, the staff are carefully inspecting line material situation.

China's textile industry is running cold. Because of the roller coaster of cotton prices, the textile enterprises have stopped production and gone bankrupt. However, Sanshui Jia Lida textile printing and dyeing Co., Ltd. is another scene. Yesterday, in the workshop of the big Tong Industrial Park, all the production lines were loaded at full capacity.

The crisis has come smoothly from the company. Innovative marketing Management: big clients in Hong Kong, Macau and Europe are major shareholders of the company. They hold together to resist the "cold current" of the industry.

　 Cotton price "roller coaster" spinning enterprises suffer most

In August 1st, the National Bureau of statistics released data showing that the textile industry's production index, new order index, employment index and main raw material purchase price index are all below the critical point. The volume of production declined, the market demand was cold, and the stock of raw materials decreased significantly.

The rise and fall of cotton prices have become the "culprit" of the textile industry. Many small and medium-sized textile enterprises in Foshan are in the predicament of "underemployment". "Since May, the total production capacity of textile enterprises in Datang textile industry has dropped by more than 20%." Yao Ying said that Jia Lida is no exception, the most serious 10 days in a row to stop the 1/3 machine.

　　 It's a great help to turn customers into shareholders.

"5 and June is the most difficult period since the establishment of the company." Yesterday, Yao Ying, who was sitting in front of the tea table, sighed, "because all the production lines were shut down because of the many orders that had been pushed out in the early days", "all day is very anxious."

However, the company played a good game ahead of schedule, so that the company quickly rescued from the crisis. In June, Yao Ying began ordering orders from major clients and major shareholders of the company. The big shareholder in Hongkong began to lend a helping hand to 1 million metres of cloth. Order 。 "With this big order, it's enough to eat." Since July, the company has not stopped a machine, said Hui Hui, assistant director of the group.

The development of company customers into shareholders is the innovation of marketing management, which makes the company quickly overcome difficulties. There are 9 shareholders in the company. 4 of them are also clients of the company. They are located in Germany, Hongkong, Macao and Mainland China. Each of these shareholders accounts for 10% of the company's shares. As a customer, the four companies accounted for about 4 of the annual output value of the company in recent years.

As shareholders of the company, these customers give priority to purchasing the products of Jia Lida. It is also this innovative practice that led to the fact that in the 2008 financial crisis, the production and sales volume of Jia Lida not only did not decrease, but showed a vigorous growth trend.

At the end of 2008, Jia Lida's marketing management was also appreciated by the current Vice Governor and then mayor of Foshan, Chen Yunxian: "when I was studying at Harvard Business School, I learned similar cases. I didn't expect such a successful example in Foshan's private enterprises." {page_break}

　 Win win win for shareholders and shareholders

"First customers, later shareholders." Yao Ying said that the two sides trusted each other and recognized the pattern of client and shareholder.

Yao Ying, the client and shareholder mode of cooperation, lists various benefits: as a customer, the company will give priority. Supply cloth As a shareholder, shareholders can enjoy the dividends brought by the development of the company; as shareholders, customers will give priority to placing orders under the company's condition, especially in the case of small orders, and when the company is short of funds, they can discuss with shareholders, advance payment in advance, "have paid a deposit of 1 million US dollars for many times", and get out of the goods without worrying about getting no money.

"This model shares the interests of shareholders and customers." Yao Ying said that without the support of so many shareholder customers, the company would not grow at such a speed. Last year, the annual output value of the company reached 800 million yuan, and it is expected to grow more than 10% this year, reaching 900 million yuan.

"Customers are shareholders of the company. This case is rare in the PRD business." Professor Jiang Lin, director of the Department of Finance and taxation of South of the Five Ridges College of Zhongshan University, said that this mode can integrate resources into bigger and stronger enterprises, and overcome the shortcomings of small business loans, difficulties in receiving orders and weak ability to resist risks, which is worth recommending. But at the same time, he warned that companies should have a pioneering spirit and not rely too much on orders from shareholders, otherwise the company would not be able to take off.