There is such a textile company that has 300 looms and maintains a 100% operating rate, but the inventory of gray fabrics is so small that it can be ignored. According to common sense, if a textile company can maintain low inventory under high startup conditions, it is most likely that orders have provided sufficient support. So what is the secret of this company?
Mainly domestic sales, but not limited to a single market
It is understood that this textile company mainly sells elastic fabrics mainly in the domestic market, and its order maintenance situation is good.
Analyzing from the order level, since this year, the textile market has shown a state of “slow foreign trade, strong domestic sales”, which can be verified from relevant data.
The survey results also show that the number of orders from some textile companies focusing on foreign trade has dropped significantly, and some have even experienced a “cliff-like” decline, with the decline reaching more than 50%. Looking back at the domestic sales market, most textile companies have performed well in receiving orders, and the order growth trend is obvious. Before and after the May Day holiday, many textile companies reported that the market had improved, and the number of market sampling inquiries increased. Some weaving companies canceled holiday plans due to rushing orders, and the start-up rate also slowly increased.
“We all arrange production on the machine according to the order requirements. After weaving is completed, we dye it and complete the order delivery in the form of finished products. In this way, the inventory of gray fabrics is very small.” The person in charge of the company said.
When asked about the order-taking situation, he said that the current performance in order-taking is acceptable. We not only have stores locally, but also opened stalls in Guangzhou, taking a two-pronged approach in both markets. Since the stalls in Guangzhou are close to the terminal clothing market, they have obvious geographical advantages and their order-taking performance is even better.
This textile boss’s approach is actually not uncommon in the industry. When a company reaches a certain scale, subsequent layout planning will not be limited to a single market. Especially companies that make spot fabrics will generally choose major textile companies such as Keqiao and Guangzhou. The cluster has separate stalls, focusing on all-round customer acquisition channels.
Small profits but quick turnover, customers care most about product quality
Now that there are channels for acquiring customers, what are the ways to retain customers?
I believe everyone has some experience of how involved the domestic sales market is. I still remember that the textile market, which is still in the “Gold, Three, Silver and Four”, frequently hears news of selling goods at low prices. Those quotations that have become increasingly bottomless have loosened the originally stable customer relationships. Generally speaking, when placing orders, customers will give priority to merchants with whom they have transactions. On the one hand, they can skip the early communication link, and on the other hand, they can also reduce the cost of trial and error.
But “there are no eternal friends, only eternal interests.” Faced with the temptation of low prices, customers are likely to waver, and may even try to negotiate at the market’s low price. Once the price reduction fails, after weighing the pros and cons, the order may It’s no longer with you.
According to the textile boss, “In line with the concept of small profits but quick turnover but never reducing quality, customers are basically quite stable. Excellent quality not only enhances customer stickiness, but also increases our confidence when negotiating prices.”
Through chatting, we found that the influence of raw material fluctuations on fabric prices is becoming increasingly weak. The market stock and terminal demand of this fabric have gradually become the key factors affecting pricing.
“Steal other people’s orders and cut off your own path!” Malicious low-price competition will not only lead to a decrease in corporate profitability, but also destroy the normal ecology of the industry. In fact, from a long-term perspective, it is far better for a company to rely on its products to win attention than to win attention with low prices!
Postscript:
Although the era of “everyone can make money” in the textile industry has passed, and polarization and involution are becoming more and more intense, products are always the best business card of a company. Arming itself with excellent products can better “wash” in the industry. “The card period” has gained a firm foothold.
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