The Joint Road Of Home Textile Industry Chain

No plan can be used in the industry. If it is, it must lead you astray and the integration of industrial chains is also the same. Then, the joint path of the industrial chain of home textile enterprises will also be a gradual process. As the industry develops, it needs a process from shallow to deep. This process must also start from the primary stage, after adjustment and adjustment, and then develop to a higher level. This process must be carried out from a process suited to the needs of the enterprises. The combination of an industrial chain requires a time running in and blending pition. When a joint link achieves the desired effect, it considers the next joint development route. The solution of home textile enterprises must be based on the company's own conditions and the actual situation of the enterprise.

For example:

的產(chǎn)品開發(fā)，我們都知道，現(xiàn)在的家紡品牌公司，不管大小，都會(huì)有產(chǎn)品開發(fā)設(shè)計(jì)的部門，配備不等的研發(fā)團(tuán)隊(duì)，難道每個(gè)企業(yè)都需要這樣的組織架構(gòu)配置嗎?我看不一定，現(xiàn)在很多公司配備著大量的設(shè)計(jì)開發(fā)人員的同時(shí)，還是要和設(shè)計(jì)公司合作，繼續(xù)買畫稿、款式，那么，你的部門能效比在哪里?以我服務(wù)的公司為例，產(chǎn)品開發(fā)部每年的費(fèi)用預(yù)算要近百萬(wàn)，那么，他的配置還不算高的，他是配置部門經(jīng)理，而不是設(shè)計(jì)總監(jiān)，不然費(fèi)用會(huì)更高，即使這樣的配置，為了能夠?qū)崿F(xiàn)產(chǎn)品的優(yōu)化，還是要尋求設(shè)計(jì)工作室的合作，這還是比較成熟公司的開發(fā)配置，那么，一些小品牌在設(shè)計(jì)開發(fā)上的能效比，我想，可能會(huì)更低，因?yàn)槟阕约旱脑O(shè)計(jì)人員開發(fā)的產(chǎn)品、款式，如果不進(jìn)行生產(chǎn)，就會(huì)造成企業(yè)的投入產(chǎn)出不成比例，也是因?yàn)檫@樣的驅(qū)使，可能自己開發(fā)的產(chǎn)品大部分進(jìn)行了

生產(chǎn)，可是，我們每年打開倉(cāng)庫(kù)看到的大量庫(kù)存積壓產(chǎn)品的主要來(lái)源是哪里來(lái)的呢?我想，可能其中大部分是自主開發(fā)生產(chǎn)所造成的積壓占大多數(shù)，當(dāng)然，在公開發(fā)表的文章中來(lái)這樣描述開發(fā)部，是會(huì)得罪人和有失公允的，但是，這卻是事實(shí)存在的問(wèn)題，那么，我們可不可以考慮一些不具備自主開發(fā)的企業(yè)，只配備買手，負(fù)責(zé)品線的優(yōu)化與融合，將產(chǎn)品開發(fā)交由下游產(chǎn)業(yè)鏈的設(shè)計(jì)公司來(lái)完成產(chǎn)品的整體開發(fā)與設(shè)計(jì)呢?我想，這是可行的，將有限的費(fèi)用，交由設(shè)計(jì)公司，來(lái)降低自己的費(fèi)用支出，實(shí)現(xiàn)設(shè)計(jì)公司與品牌形成命運(yùn)共同體，由上下游關(guān)系變成合作伙伴，利益攸關(guān)方，我想，你的產(chǎn)品開發(fā)會(huì)成功率更高，造成滯銷與庫(kù)存積壓，最終貶值的機(jī)率更小，也可以將自己擅長(zhǎng)的領(lǐng)域由自己完成，不擅長(zhǎng)的系列由設(shè)計(jì)公司根據(jù)企業(yè)的品牌內(nèi)涵和針對(duì)人群進(jìn)行開發(fā)，如我所正

In the service Jiajia dream company, the products are the core strengths of their products. Then, I am proposing that they integrate all the kit products into the industrial chain, form a profit sharing mechanism, and compress their own developers, focusing on the development of the products that they are good at.

For example, a company in Shanghai mentioned above does not set up a production terminal to maximize profits through brand operation. It shares production profits with OEM suppliers to achieve fixed-point cooperation in all kinds of products, so that the quality and technology of products can be controlled and extended. This is also a way of joint expression of industrial chains.

As we all know, because

The complexity of materials and the supply of raw materials have always been a big problem for enterprises. In fact, no matter which fabric supplier, their flower styles and quality will have continuity. If we can form a fate community relationship with fabric suppliers, we will share with a number of brands or more brands a fabric supplier, and form a complementary relationship between brand channels and product styles.

Together with the fabric line, we have ensured the style system of our seasonal products and solved the timeliness of our fund co-ordination. If our payment cycle and supply stability are guaranteed, will we solve the problem of raw material supply and capital arrangement? I believe the answer is yes, other accessories and consumables are the same.

Another example: brand promotion and planning can be combined with the supply and demand of the third party professional cooperation companies, and form a cobweb style cooperation network. It really forms a trinity interest community. I believe that such a combination will be much better than that of decentralized investment. At the same time, as a benefit sharing party, it can inspire more effective implementation and get better results.

Through the above description of some low-level industrial chains, I think many people will find that their own enterprises have space for operation in a certain industry chain. Some upstream and downstream industries can also intervene in home textiles and jointly resist market risks. This is also the main purpose of my writing today.