Ten changes in China’s home textiles



Ten changes in China’s home textiles In recent years, China’s home textile industry has been in a “double high” (high cost, high risk) environment, between “cold” and “hot&#8…

Ten changes in China’s home textiles

In recent years, China’s home textile industry has been in a “double high” (high cost, high risk) environment, between “cold” and “hot” (cold production capacity and hot technology, cold high heat consumption saving, cold processing hot brand, cold simultaneous In the game of “qualitative and hot innovation, cold friction and hot synergy”), we insist on seeking development through innovation and strive to improve the “scientific and technological contribution rate” and “brand contribution rate” to achieve good and rapid development of the industry.
Although China’s home textile industry clusters and enterprises have recently faced many difficulties and challenges: RMB appreciation, US dollar depreciation, rising labor costs, rising raw material prices, declining profits, increased pressure on energy conservation and emission reduction, etc., they also have to face the post-Olympic period hotels The cooling of group buying and the rise of competitors in Southeast Asia have adverse impacts, but they do not blame others and wait passively. Instead, they face it proactively and seek ways to break through. With the joint efforts of the entire industry, China’s home textile industry is quietly “changing its face”, showing the following ten major changes.
As a result, companies begin to pay attention to improving soft power
Yang Donghui, vice president of the China Textile Industry Association and president of the China Home Textile Association, pointed out at the beginning of this year that the challenges are tangible and cannot be circumvented, while the opportunities we face are intangible and fleeting. Home textile enterprises must fully understand the changes in the environment, make strategic adjustments in a timely manner, seize fleeting opportunities, and “do what they want”. The key to “what to do” is the soft power of an enterprise. Soft power is a complex of enterprise development strategy, thinking, culture, image, team building, etc. Paying attention to and improving the soft power of enterprises is the key for home textile enterprises to improve their core competitiveness.
For example, some home textile companies have not yet formed their own unique positioning in the management of brand culture, and have not been able to make their brand image deeply imprinted in the minds of consumers. Mainly manifested in: asymmetry between the cultural concept of the brand and the style of the product, asymmetry in product publicity and consumption, asymmetry in market positioning and product image, asymmetry in the positioning of product image spokespersons and product style, asymmetry in the crowd, corporate brand promotion time and product market Achieve time asymmetry and so on. Because of these asymmetries, companies and brands cannot be run effectively. However, some large brand companies have begun to pay attention to the consistency between brand culture, market positioning, and consumer group positioning. While building brands and improving brand contribution rates, they have begun to study how to effectively manage brand culture.
Most of China’s home textile enterprises are family or private enterprises. In the initial stage of enterprise development, the boss can still control the development of the enterprise on his own. However, when the enterprise develops to a certain scale, it is difficult to guarantee it with the strength of one person. The healthy development of enterprises. Whether there is a strong team is also a threshold that home textile companies must cross. In this regard, companies such as Shandong Vosges, Fujian Jialis and Magpie have set benchmarks for us. These three companies are located in less economically developed areas, but they are developing very well because they have a good team and a good corporate culture, which has formed a widely recognized value system and become the internal driving force of the company. .
Second change, transformation and upgrading have become the theme of development
2008 was a year in which the home textile industry and enterprises faced many difficulties and challenges: RMB appreciation, US dollar depreciation, rising labor costs, rising raw material prices, declining profits, etc., which made China’s home textile industry clusters and enterprises face unprecedented pressure on survival and development.
But they did not wait passively, but faced it actively, seeking ways to break through and solve the problem. Transformation and upgrading have become adjustments that many companies make based on their own circumstances. Many large enterprises have diversified their operations, and some small and medium-sized enterprises have adjusted their product structures, increased product added value, and engaged in differentiated competition.
On the one hand, Haining, Nantong and other industrial clusters have organized home textile enterprises to actively face the pressure, jointly plan the transformation of business strategies, achieve collective innovation and development of the industry, and strive to get out of the “siege” of shrinking home textile exports and declining profits. On June 4 this year, the Tongzhou Private Home Textile Enterprise Brand Alliance was officially established. It is an industry organization that integrates unity, professionalism, self-discipline and non-profit. It is the spokesperson and executor of Tongzhou home textile brand.
On the other hand, many companies are following the “market” to reduce their excessive dependence on foreign trade. Some brands have entered large shopping malls, and some companies are expanding sales in the domestic professional market. They have transformed and taken the path of domestic trade operation, intending to open up new space in the domestic trade market. There are also some companies that are arranging new sales channels to tap market potential and strengthen sales capabilities. They no longer want to get together in the domestic low-end professional market, but want to build a brand and enhance the competitiveness of the company. For example, by changing concepts and innovating development ideas, Haining Xinhui Fabric Co., Ltd. has identified cushions as a small category of home textile products as its development characteristics, and promoted the company’s successful transformation from foreign trade to domestic trade sales. Another example is Haining Yijiai Home Textile Company, which committed to enterprise transformation and development of the domestic market two years ago and has now opened a number of chain stores across the country.
Three changes to achieve sustainable development through innovation
Today, when the market competition in the home textile industry is very fierce, how to find a unique development path is a practical problem facing every enterprise. Therefore, innovation has been valued and practiced by enterprises, and has become a common practice in the industry.
In recent years, management�, Shanghai China Resources Century Home Textile Co., Ltd. was established, and China Resources Group successfully reorganized its Huayuan textile sector. China Resources’ reorganization of Huayuan marked that the integration of the domestic home textile industry has entered a new stage. On January 21 this year, Shanghai Hongfuji Home Textile Co., Ltd., one of the well-known domestic home textile companies, announced that its merged and integrated printing and dyeing project with an annual production capacity of 60 million meters of wide cloth was put into production. Industry insiders said that this move marks that home textile companies’ entry into printing and dyeing may become a trend in the next few years.
According to the analysis of a senior person, the current competition in the domestic home textile industry is concentrated in two aspects. One is to enter related industries and achieve diversified operations. For example, Boyang Group expands the department store chain industry and controls Xinjiangsha. The second is to extend the industrial chain and expand to the upstream printing and dyeing industry. At present, the importance of industrial chain extension has attracted the attention of many home textile companies.
Some experts pointed out that it is not easy for the home textile industry, a traditional industry, to achieve innovative development. The core of the future home textile industry lies in design and printing and dyeing, rather than traditional sewing. In mass production, the original design of home textiles requires the fabric’s dyeing rate, color fastness, shrinkage, PH value, etc. as guarantees, which are all reflected in the printing and dyeing technology. To become bigger and stronger, Chinese home textile enterprises should have their own printing and dyeing capabilities as a guarantee.
Relevant experts analyze that there are two main reasons for the merger and consolidation trend in the domestic home textile industry: First, the cancellation of textile quotas. Chinese home textile companies need to cultivate the strength to compete with foreign multinational groups through mergers and acquisitions as soon as possible. Second, domestic companies including Industry policy-oriented adjustments, including RMB appreciation and export tax rebate rates, have forced the domestic home textile industry to continue to innovate and enhance core competitiveness.
From disorder to order is an inevitable law of industry development. Of course, growth requires conditions. In the current fiercely competitive market environment, the role of resource integration has become increasingly prominent. IjdxaOVF


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