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Early Analysis Of Textile Machinery Export Strategy In Post Crisis Era In May 19Th

2010/5/19 10:45:00 21

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The adverse situation still exists.

The improvement of domestic textile machinery seems to have come earlier than other industries.

Recently, from many channels, the news of orders increased in textile machinery enterprises, reflecting the whole world from one aspect.

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clothing

The industry is gradually recovering.

However, from the current international and domestic situation, the export of China's textile machinery industry is also facing several unfavorable factors.

The first is international.

market

Demand is still relatively weak.

The impact of the financial crisis has not yet bottomed out, and the international financial enterprises represented by Goldman Sachs will generate new financial risks.

Two, the international trade disputes have not yet been reduced.

According to the China International Chamber of Commerce, anti-dumping cases in 2010 may exceed 2009.

Three, the pressure of RMB appreciation remains.

Since May 10th, the RMB deposit reserve rate of major financial institutions in China has increased by 0.5 percentage points again, which is the third time that the central bank has raised the deposit reserve ratio of RMB for financial institutions in the year.

After this increase, the deposit reserve rate will reach 17%, which is only one step away from the record high of 17.5%.

Although the deposit reserve ratio is raised, the credit scale is controlled.

market

The problem of excess liquidity, but also for domestic textile machinery enterprises, has also raised the cost of loans to enterprises.

product

Quotation and order undertaking bring great uncertainty.

In addition, the appreciation of the renminbi has weakened.

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product

Export competitiveness.

Four, inflation expectations make business pressure increase.

product

Competitiveness declined, export profits fell sharply, and textile machinery exports increased.

Enterprises still need to strengthen internal strength

In the post financial crisis era, how to enhance export capability and enhance international competitiveness has become a new topic for domestic textile enterprises.

What should I do?

Upgrading enterprises

product

The core technology advantage is to carry out process reengineering and industrial upgrading in a timely manner.

The financial crisis is bound to eliminate a number of backward production capacity and industries.

Only by strengthening our own strength and relying on our own excellent skills can we be able to change rapidly and internationally.

market

Zhong Yong stands the tide.

Sticking to the old production mode will be eliminated.

along with

market

Weak demand, routine

product

The profit margins will be further squeezed.

market

Situation, we must form distinctive differentiated products, such as satisfaction.

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No matter what changes the financial environment and market situation will bring, there will be no fundamental change in the demand of users for such equipment, and even the trend of growth in counter trend.

For a wide range of cotton spinning equipment, we have to look at the face of the market and see the change of the environment.

We need to understand the market at home and abroad.

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fibre

Fabric

In order to guide customers to consume, we should develop specific products or auxiliary devices according to their needs according to their needs and trends.

In this way, we can promote the sales of products, and avoid vicious competition in the market to ensure a certain profit margin.

For example, special fiber products need not be required to achieve a large output, but we need to fill the gaps in the market.

Timely speed up strategic pfer

Speed up the strategic shift to the export area of traditional textile machinery.

From the perspective of domestic textile machinery exports, our traditional markets are in Southeast Asia and other countries.

The economic impact of these countries is relatively large, the export of textile machinery equipment is not optimistic, facing the decline in demand in the European and American markets.

If companies can accelerate their entry into emerging markets and develop products suitable for emerging market countries' consumption habits and market characteristics, they will be able to dig out other opportunities for business development after the reduction of orders in Europe and the United States.

Now some countries in South America, Eastern Europe, Africa, Southeast Asia and the Middle East are developing rapidly, and the purchasing power of the local market is rising.

As a domestic company, we should continue to consolidate the market that is likely to produce orders, such as Vietnam, Indonesia, Bangladesh and India. We should pay more attention to adjusting energy and investing in the development and development of Central Asia, Middle East and South American markets.

Flexible use of settlement method

We should pay close attention to the exchange rate market and use trade settlement means flexibly.

For example, adjust the currency of foreign exchange in time.

For example, the Hongyuan company of Wuxi had a sharp decline in the US dollar in 2008, and adopted the euro settlement to Slovenia's orders, and made timely settlement in the euro's high position, thus ensuring the realization of profits.

However, two years ago, the depreciation of the US dollar still caused a sharp contraction in export profits.

With the completion of the reform of the RMB exchange rate mechanism, the era of the no risk of foreign exchange receipts under the original exchange rate mechanism has passed.

Enterprises should abandon the old mode of "fixed exchange rate" or "no question of exchange rate". We should regard the exchange rate mechanism as a price mechanism, enhance the risk awareness of exchange rate changes, negotiate business and reserve the cost space of RMB exchange rate changes, and operate as soon as possible in line with international standards, learn to use risk management tools, grasp effective means to control and avoid exchange rate risks, and effectively improve the profitability of products.

Continue to improve enterprise management

Develop

agent

Advantage and

brand

Advantages, increase export varieties.

For textile machinery enterprises, in addition to relying on local

agent

and

network

On the basis of a certain survey, we can also try to find out the demand of the market by means of personnel stationing abroad, and understand the market and service market more comprehensively, increase the types of export products and launch a comprehensive attack.

On the other hand, we must give full play to it.

brand

Advantages, explore the way of strategic alliance, unite the domestic superior enterprises, provide the best matching combination with their respective advantages, implement the complete set of technological sales, and enhance the overall competitiveness.

Improve the incentive mechanism and enhance the internal vitality of enterprises.

If enterprises want to enhance their stamina, the key is to rely on talents. In order to enhance the export capacity of the textile machinery enterprises, we must ultimately mobilize the enthusiasm of foreign trade personnel.

At the beginning of the century, Hongyuan company implemented the distribution method of sales performance and income linked to a certain extent, stimulated the enthusiasm of foreign trade personnel, and promoted the improvement of export performance.

But the company feels there are still shortcomings in the mechanism.

In the middle of 2009, in the light of the situation of export decline, the company reformed to allow foreign trade personnel to participate in shares and give incentives to equity. The company set up an import and export company with independent legal person qualifications, so as to maximize the initiative of foreign trade personnel.

All things stand before they are expected.

Under the current situation that the world economic situation is still complex, textile machinery enterprises can only see their own cup in the future market only by continuously enhancing their competitiveness and competitiveness, so as to win more room for development.