All The Way Two, The Fate Of The Textile Mill.

　　 Only when the tide recedes do we know who is swimming naked.

　　 Jiaxing Wang Jiangjing's 07 provincial road was full of traffic. On both sides of the road, Ming Feng Feng Hui and Ming Ye textile two brands look high. Both of them started in the 80s of last century and came from Lok farm in the northernmost part of Jiaxing. 30 years of hard work, accumulated wealth, and consolidate the dominant position of enterprises in the textile industry, together with the 8 big enterprises, such as "Vietnam dragon jacquard" and "Yuanfeng textile", are known as "eight King Kong". In 2001, they also expanded their production scale and moved from the village. Industrial Park District, the new plant across the road, the two sides catch up with each other, the atmosphere is strong.

However, the macroeconomic situation in 2012 is like a X light microscope, which shows whether the physique of an enterprise is strong.

In August of this year, Ming Feng Hui started bankruptcy procedures, and the factory shut down completely. On the opposite side of the road, a large recruitment notice was posted on Ming Ye Textile: "because the supply of products is in short supply, it is urgent to expand production capacity."

The same industry, the same foundation, the same development environment, why the collapse of a family, a contrarian development? Recently, this reporter walked into the two companies to find the source.

　　 The "Ming effect" is broken in the capital chain and is killed in management

Many people say that the last straw that sticks to the bright future is the breakup of capital chains.

Xiao Huang from Sichuan doesn't think so. He worked in Ming Feng Hui for 7 years, and grew from a university graduate to a technical backbone. He had a good impression of his boss Bu Juming: "he has no bad habits, and the" three gold "should be paid. He feels that enterprises fall down and their roots are in management. This is like a modern ship. The man at the helm only has the skill of shaking the small sampan.

"In the past two years, our boss is busy with capital operation. It is a confused account of how many products the company sells every month, how much money it withdraws and whether there is any profit. The common drawbacks of traditional state-owned enterprises lie in today's bright future. A middle-level management official who asked not to be named told reporters that although Ming Feng Hui is a holding group from its name, it has six subsidiaries and a large number of stalls. It has 359 acres of land and more than 1500 employees. However, the management mode of the enterprise still follows the family's old routines, lack of internal rules and regulations, lack of talents, arbitrary management, unclear responsibilities of functional departments, poor information, and a weak sense of belonging.

Management capability can not keep pace with the expansion of scale, and management monitoring will not be in place or even chaos. In the interview, we learned that the financial management confusion of Ming Feng Hui was beyond imagination. For example, the goods were sent out, the money returned to the private sector fell into private pockets, and the enterprises were totally ignorant; someone was holding the wages of the enterprises and using the sales channels laid by the enterprises to start the "sideline industry".

"Enterprises with weak foundation management will soon be able to make progress even if your equipment is advanced." Singing industry Spin Luo Chunrong, the boss, said that if the growth of private enterprises in those years was dependent on opportunities, they must rely on management to do better and better. Compared with the development environment in the early stage of entrepreneurship, a more perfect market has been formed. The traditional advantages of private enterprises have been diluted. "Enterprise evolution first is the evolution of management. So far, we are still a family business, but the whole management team has the goal of upgrading every year. We should go out to study every year to improve the level of meticulous management. The internal organization of an enterprise does not set up a temple for people. It does not divide the hills and seals with investment.

In recent years, the pattern of labor market has undergone great changes. The era of relative surplus of rural youth labor supply has passed, the demographic dividend has gradually disappeared, and the cost pressure of textile industry has been increasing. By improving the management efficiency, Ming Ye textile has digested the pressure of rising cost. In the past, a worker managed 12 looms. Today, 24 units can be managed, and labor productivity has been greatly improved. The management of energy saving and consumption reduction also saved the enterprise's electricity bill by five million yuan a year.

Finally, the final collapse is also due to opportunities - the macroeconomic downturn. It tells us that ships that drift with the tide can not reach the ideal shore. And the textile industry has begun to sober up: one year business opportunities, ten years of business management, 100 years of enterprise culture.

　 "The operator must be responsible for the fate of the enterprise with his own head."

"I can say that if we can concentrate on doing business, we will never fail." Perhaps it was once a business together, but also from the same place, the two sides had a good friendship, Luo Chunrong said Bu Juming and Ming Feng Hui face regret.

Ming Feng Feng Hui has started from the family workshop, and has gone through hardships, pioneering and innovation and becoming stronger. It has developed into a Zhejiang linen yarn and cotton yarn production base with more than 1500 employees, and has a stable customer base. From the book's perspective, the profit of the company last year was 100 million yuan.

On the micro-blog, "Jiashan old Gu" is such an analysis: "Wang Jiang Jing textile industry big man Ming Feng Feng closed down, to private enterprises in many aspects of the warning. Forming a group is not a necessity for enterprises to expand, but may be the beginning of blind diversification investment. If we do not want to extend the industry chain along the main business, it will be very dangerous to get involved in unfamiliar areas through excessive financing of group platforms.

The analysis of Luo Chunrong and "Lao Gu Gu" in Jiashan at least conveys such a message: Ming Hui Yuan is dragged down by diversified management.

The diversified development path used to be a magic weapon for many enterprises to avoid operating risks and build evergreen foundations. Under the coercing of investment tide, some bosses took gamblers' mentality and reckless consequences, resulting in many star enterprises in a flash in the pan.

"The operator must be responsible for the fate of the enterprise with his own head!" Luo Chunrong said, in his investment, he agreed with Liu Chuanzhi's "three no principles". First, there is no good project to do; second, good projects do not have enough funds to do; third, there are good projects, enough funds, no excellent talents or not. "Which level of cake in the industry can you divide into, the enterprise must have a good idea, can not be greedy for perfection. Over the years, we have focused on cloth, focusing on women's high-end textile fabrics. Even if the market is depressed this year, our foreign trade list keeps coming to us, and sales are steadily rising.

Enterprises should not blindly seek for perfection and take the road of specialization. Over the past decade, there seems to be a huge misunderstanding in the minds of Chinese entrepreneurs. I must be the first in China and even in the world. Therefore, we should blindly expand the scale of production and business areas. As we all know, the scale can be expanded in the short term, but management is not always able to keep pace with the management. It is difficult for such an enterprise to have no problem. The size of an enterprise is not a problem. The key is to have the ability to make profits and resist internal and external risks. Just like the growth of human beings, enterprises need a process from small to large. Violation of laws is bound to be punished.