As early as 2007 and 2008, the textile market was still a seller’s market. As long as you were bold enough, a small workshop with dozens of machines could even take on large orders of millions of meters. It can be said that the number of orders received by textile companies depends largely on the connections of the cloth boss and the “appetite” of the company. Of course, the market at that time was not so standardized. The opportunities were great but the risks were also great.
But in recent years, textile companies can feel a trend, that is, there are fewer and fewer large orders. , replaced by small orders one by one. Perhaps in a few years, ordinary textile companies will no longer be able to receive large orders of hundreds of thousands of meters.
The market is becoming more and more standardized
China’s textile market has passed the stage of “barbaric growth”. With more and more people entering the industry, the textile industry has already become a fully competitive market.
After years of continuous elimination and reshuffling, some buyers with large demands often have relatively fixed partners, and these partners have also developed after several years of development. Gradually it has grown into a large-scale textile enterprise. Even if there are new demands, buyers will often look for familiar collaborators. Finding business opportunities in this supply chain system is dozens of times more difficult than it was a decade ago.
The number of large orders is getting smaller and smaller
Consumers nowadays pay more and more attention to individuality when choosing clothing ation, especially the rise of “fast fashion” at home and abroad and the development of online stores, a style of clothing is often stocked with only a few dozen pieces, and then stocked based on consumer feedback, which also contributes to the trend of “small batches and multiple batches” of fabrics. “The rise of the model.
Although people’s clothing consumption is constantly growing, the growth rate in this area is far less than the speed of changes in consumption patterns. This has also led to the number of large orders. It becomes less and less.
“Giants” enter the game
Of course, it is not that there are no new large orders. Some of them have been taken by the original partners, but some of them may have flowed to the market because the price cannot be negotiated or the technology is difficult. But at this time, the textile people have to face The right thing is competition from the “big sharks”.
In the past two years, leading polyester companies have not only continued to deploy in the upstream refining and chemical industry, but also extended their tentacles to the downstream weaving and fabric industries.
Compared with traditional textile companies, leading polyester companies have highlighted a “generous” investment, investing hundreds of millions, tens of thousands of looms, and using the latest technology. Advanced intelligent management system, equipped with corresponding printing, dyeing and finishing processes. They can use cheaper raw materials and have greater cluster advantages, which equates to huge cost advantages.
Transformation is the way out
For ordinary textile companies, there is no advantage in competing with leading companies for large orders in terms of cost or relationship channels. In order to survive in the increasingly tough competition, transformation is necessary. things.
Weaving process transformation
From a technological point of view, there are a lot of products that will be hot-selling on the market. As the volume increases, it is indeed more difficult for small companies to compete with large companies. At this time, we must seize the future trend of “small batches and multiple batches” of fabrics and focus on developing product diversity to adapt to the changes of the times.
Sales channel transformation
In recent years, both online sales and fabric spot supermarkets have begun to gradually replace Some of the original traditional fabric sales models have also achieved certain results.
As technology and markets change in the future, the way textile people do business may also change accordingly. If we can be aware of these changes in time, we can seize the opportunity.
Management model transformation
Many textile companies encounter bottlenecks after developing to a certain scale. It is not the pressure of funds, but the management model needs to be changed. At this time, the person in charge of the company needs to break the bottleneck through learning, recruiting management talents and other methods.
Editor’s note:
Competition is becoming increasingly fierce, and it is becoming more and more difficult for textile workers to do business. But changes also contain opportunities. Large orders may become rare in the future, but as long as you can adjust and transform in a timely manner, you can make money by doing business within your ability. </p
