Sewing Machine Enterprises Strong Joint Efforts To Reorganize The Road "Bright And Beautiful"

< p > following the successful merger and reorganization of Hangzhou Haicheng < a target= "_blank" href= "http://www.91se91.com/" > clothing < /a > Equipment Co., Ltd., at the end of last year, the two commercial enterprises of Zhongxin Xincheng a href= "http://www.91se91.com/news/" > clothing complete equipment < /a > Co., Ltd. and Beijing Fang Cheng Tongli garment equipment Co., Ltd. jointly established Beijing Heli Chengda machinery and Equipment Co., Ltd., and completed the second reorganization of industry and Commerce in a completely sense.

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"P." at present, the company has been formed in nearly half a year. What changes have been brought to the enterprise and how to reorganize the effect of the enterprise management? With questions, the reporter came to the company to interview and investigate the situation of this reorganization.

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< p > Zhang Xiangmin, general manager of Heli Chengda, told reporters that after six months of reorganization, the achievements of the new company were far ahead of expectations, and the sales volume of equipment doubled compared with the total sales volume of the two companies in the same period.

Excluding the favorable factors such as the peak season, the direct growth income brought by restructuring has exceeded the industry average.

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< p > < strong > strong and strong joint efforts to break the Bureau < /strong > /p >

< p > 2013, Beijing Heli Cheng Da a href= "http://www.91se91.com" > mechanical equipment < /a > Co., Ltd., a technician from Japan's brother company is explaining and training a new product.

In addition to the staff involved in the training, other staff members are busy answering and recording the business consultation telephone. The company is busy and orderly.

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< p > "from competition to cooperation, in the past few months, the restructuring of the two companies is correct."

Zhang Xiangmin told reporters that the cooperation between the two enterprises was due to the influence of Hangzhou Haicheng company, because they were familiar with each other, and they knew something about the advantages brought by Haicheng's reorganization.

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< p > < a href= "http://www.91se91.com/news/index_c.asp" > Zhongxin Xincheng < /a > and Fang City Tongli belong to competitive relationship, belonging to brothers and heavy agent.

"Customers often hit the bill and have a headache. It is difficult to guarantee profits under competitive pressure.

With the market becoming more and more difficult to do, in a sense, this kind of trouble has become a bottleneck for the development of enterprises.

Heli Chengda chairman Cheng Lianchun said that he hoped to solve this problem at that time.

As an opportunity, the two sides have strengthened communication and exchanges.

From October 2012, the two sides began to operate reorganization.

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< p > > after more than a month's preparation, at the end of 2012, the two companies abolished their independent operation and jointly formed Beijing Heli Chengda machinery and Equipment Co., Ltd., jointly appointed by Chairman Cheng Lianchun and Wei Ning as chairman of the new company. Zhang Xiangmin, general manager of Zhongxin Xincheng, served as general manager of the new company.

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< p > < strong > the road of reorganization is "/strong" > /p >

< p > the road of reorganization is not a smooth road. The problems brought by the two enterprises' marriage are emerging.

Wei Ning said, "what we mainly do in the early stage of reorganization is to solve all the problems we can foresee and solve in practice, so as to achieve the smooth development of the new company".

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< p > the most important problem is the reorganization of enterprise mechanism.

"Multi management is obviously not conducive to the development of enterprises. In the initial stage of reorganization, the two enterprises agreed that the new business team should be mainly centered on Zhongxin Xincheng, and Fang City Tongli assisted.

At the same time, the two parties agree that the equipment sold outside the stock will be counted as assets so as to clarify the scope of enterprise assets.

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< p > secondly, whether the two businesses can be restructured.

Although there are some similarities between the two customer groups, there are differences in the main business of agent brands, subordinate two level agents, sales channels, service modes and so on.

In response to this problem, new companies and strategic partners will exchange each other, coordinate and optimize the reclosing channels, eliminate duplicated resources and achieve optimal allocation.

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< p > third is personnel reorganization.

If the staff of two enterprises can not be restructured, it will be very unfavorable for business development. This is the main problem at that time.

The new company adheres to the principle of "strict with oneself and lenient towards others", and breaks up the original team to reorganize and encourage new teams to carry out their business.

At the same time, a strict reward and punishment mechanism should be established to maximize the enthusiasm of employees and ensure the employees' efforts.

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While P is adjusting internally, the new company is also under external pressure.

Zhang Xiangmin said, "heavy machinery and brothers are competitors. After the reorganization of our two big brands, the two brands will be placed together in the same company. Will they have concerns?

During the reorganization process, the chairman of the vice president of the heavy machinery company of the heavy machinery company came to know the situation personally.

We convey them honestly to them in order to maintain their confidence.

Through communication, the two big suppliers agree that cooperation is beneficial and strong combination.

In the end, they all gave their support.

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< p > < strong > the effect is far beyond expectation < /strong > < /p >.

< p > by constantly solving problems and overcoming bottlenecks, new companies are getting better in running in.

According to statistics, in 1-4 months, the sales volume of agent brand was 4 times higher than that of the same period last year. The total volume of shipments in April alone reached 4 million yuan, the sales volume doubled by the same period last year, and Silver Arrows increased by more than 30%.

Conservative estimate, orders have been extended to June this year.

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< p > "achievement is far more than sales volume". Zhang Xiangmin talked about his achievements after restructuring.

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< p >, he said, first of all, the resources of hardware and software have been strengthened and resources advantages have been formed.

After two assets reorganization, the capital flow of enterprises is more adequate and smooth, and the ability to resist risks is multiplied. The channels are optimized and reorganized, and the resources of the two or three tier agent distributors continue to increase, and the coverage areas increase. The staff members form a positive atmosphere of mutual encouragement, personnel reorganization is successful, team cohesion and combat effectiveness are greatly improved, operation costs are reduced substantially, and warehousing, office land and other expenses are effectively controlled.

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< p > secondly, the relationship between manufacturers in the upstream industry chain has changed, forming a scale advantage.

After the reorganization, the scale of the new company has been expanded, and the importance of the upstream suppliers has increased.

Heavy machinery, brothers and other enterprises to organize the company's technical exchanges, new product training, business guidance and so on are all in more than 2 months.

Many industry manufacturers take the initiative to negotiate business, hoping to achieve cooperation.

Zhang Xiangmin said frankly, "after restructuring, suppliers and suppliers talk more about their prices and support, and their positions are beginning to change."

Moreover, for the control of the supply of goods and the attribution of the two or three tier agents, suppliers have already begun to manage and adjust our requirements.

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< p > Third, downstream of the industrial chain, the scope of customers has expanded significantly, forming brand advantage.

"The former two companies have a single agent brand, and the products needed by the customer to configure the production line will involve two or more dealers. Both sales and service will be very troublesome.

After reorganization, we can choose the best sales of the whole brand from the brand. Customers generally feel that this is very convenient, and the configuration scheme can be optimized. This is the most recognized place for customers.

At the same time, a large number of potential customers and even downstream leading enterprises cooperate to strengthen and sign bills continuously, and large orders have increased.

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< p > Fourth, from competition to cooperation, the most obvious benefit is to avoid vicious competition.

Restructuring can not achieve high profits, because the market is pparent, and the pressure of competition is there.

But after reorganization, we can reserve a relatively reasonable profit margin, and have more confidence when negotiating with customers.

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Yang Xiaojing, the first Secretary of the association and the first deputy director of the association's commerce and Trade Commission, said in an interview that the two reorganization is not difficult to find that turning from competition to cooperation has not only effectively solved the plagued and shackles faced by enterprises, but also achieved a substantial development and upgrading of enterprises after the integration of resources.

Heli Chengda and Hangzhou Haicheng's practice and attempt on the mode of business restructuring will undoubtedly provide valuable experience and reference for the vast number of trade and business enterprises in the direction of pformation and upgrading.

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< p > Secretary General Yang also stressed that at the nine three session of the Council that was just concluded, he Ye director proposed "looking for new impetus for the development of the industry", and pointed out that annexation and reorganization will become one of the "new driving forces" to boost the development of the industry.

In the face of the new challenges brought by the current market competition, how to closely link the development of the industry and form their own competitiveness, make use of mergers and acquisitions, strong alliances, competition and cooperation to achieve new leaps and bounds, will become the direction of efforts for the vast number of business enterprises to "develop new power".

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