How Can Small Textile Enterprises On The Brink Of Bankruptcy Become The World'S Top Three? Annual Revenue Exceeds 800 Million

A small bankrupt enterprise has grown into one of the three largest socks factories in the world. It has been working with 80% of the international brands all the year round. The annual output of 300 million pairs of socks is over 800 million yuan per year.

The name of the enterprise is wall.

From point to face, plates are more stable.

The early story or development experience of walnut is not unfamiliar to many textile enterprises.

In 1997, Walt was founded to make hosiery equipment.

At that time, the individual economy was active in Jiangsu and Zhejiang provinces, but there was a general lack of funds for self-employed individuals.

After 6 years of vigorous development, Walt encountered the biggest problem - Shanzhai, and other manufacturers copied its equipment, but the price was much lower, only 1/4.

It is conceivable that users are running to buy cheaper equipment, and businesses are almost bankrupt.

After that, enterprises began to cut into textile, dyeing, production and other links made of socks, producing 300 million pairs of socks annually.

Not only that, the product line also extends to coat, jacket,

Head and so on.

In this pformation, Wang Jianqiang, the founder of wall, described it as "finishing line".

In the past, only making equipment was "point", and linking different product lines together constituted a "industrial area".

Then access to logistics, channels, intelligent technology and other completely different "industry", and finally form a "body".

"The most practical advantage is that the foundation of the enterprise is very solid, and the pformation from upstream to downstream is very flexible. No matter which part of the problem occurs, enterprises can still operate steadily.

20 years ago, the development of Wald is based on the insistence on the strategy of point to line and surface.

"At the beginning, many people questioned my overconfidence, involving spinning, dyeing, printing, manufacturing, sewage treatment and so on more than 20 industries. Indeed, to overcome the difficulties of talent and technology, why can I persist? I am not concerned about how fast money companies earn.

In any industry, you must have a minimum of firmness and make your career a platform. If you insist on innovation, you will produce more content.

Flexible production requires change.

Two years ago, walnut's processing business suffered two pressures: internationally, WAL-MART began to pressure suppliers and intermediaries to lower prices. If we continue to expand investment, the volume will be bigger and bigger, the profits will shrink, and the stock will be more and more.

At the same time, the domestic environment is not easy.

For this reason, Wang Jianqiang is determined to reshape the commercial value of socks factory and make changes to the whole enterprise.

First is the change of business mode.

From pure processing enterprises to R & D enterprises, from OEM to ODM, and then to OBM, this is the pformation and upgrading path of walnut.

At present, the proportion of OEM plate is about 60%~65%, and next year it will drop to about 45%.

The other three modes are: ODM, as a strategic partner, with Nike, Adidas and other brands to carry out product design research and development; OBM, to do their own IP, independent brands, including sports, women and children, medical and health three categories; intelligent clothing, clothing.

Enterprises have invested a lot of energy in their own brands. With the deepening of the pformation of enterprises, the proportion of the other 3 sectors will be bigger and bigger.

Next is the change of product line.

Wang Jianqiang said socks belonged to circular knitting and the whole package was knitted.

I was wondering if I could make other products. According to traditional craft, you need to spin, weave, print, and then form a circle.

But clothes, sleeves and bottompants are not made up of round packages, but the difference between two circles or three circles.

With that in mind, I got everything through.

The starting point of our new technology is the integrated circular knitting, extending the "small circle" of the socks to the "big circle" of the garment. Basically, every product we wear can be made.

The supply chain in front of 1/3 is completely cut down, thereby saving a lot of production cycle, capital and inventory.

He also said that with the advent of the 5G era, the method of making circles can quickly respond to the user's personalized customization needs, make the circle round and print personalized patterns at any time, and from design to production, the speed is several times faster than the traditional process, and it does not need to open many stores, and it can be sold through the online e-commerce platform within 24 hours.

Truth is the foundation of success.

The Internet of things is a problem Wang Jianqiang has been thinking about.

Last December, Walt launched a project called "global mobile factory" in the United States, and plans to open the first "unmanned workshop" in October this year.

Many people ask me: is it worthwhile to open factories in the United States, because the workers are very expensive.

In fact, the true yardstick of cost is efficiency. Efficiency is not cheap, and wages are cheaper.

The only way to achieve the global mobile factory is to bring the automation workshop to the extreme.

Automatic list, guide list, automatic generation of data, automatic manufacturing...

A pipeline down, no one, 365 days, 24 hours of production, is truly a no man workshop.

He said that the advantage of the global mobile factory is that it is not constrained by the fluctuation of trade policy, flexibly adjusts the production line and quickly adjusts to the overseas market.

The future is the era of electricity supplier globalization, the pportation of domestic goods to the United States, the distribution of the Amazon, at least to be deducted 40 points, that is, selling 10 yuan of things, deducting the cost, only three or four yuan left, all the money has been earned away by the electricity supplier.

If local factories are set up, warehousing and delivery will not only increase profits, but also make use of the delivery data at the front end, so that the back-end production can be flexible and responsive.

If a product is shipped to a certain quantity, it can pfer the production line to the United States and accelerate production to facilitate sales.

This is called S2C, which is the most essential part of the Internet of things.

The implementation of this project is very demanding for many details.

Wang Jianqiang said he had to be "truer" all along.

"A while ago, for the sake of garbage cleaning, I held a meeting for two weeks. Some people find it annoying. Why is garbage cleaning so important? In fact, he didn't expect that there would be static electricity to sweep the small hair floating in the garbage, and it would cause clogging on the machine.

And the unmanned workshop is not allowed to be checked, so the problem must be completely eliminated. "

Management can be simple.

This detail also reflects the management level of the company.

Many times, people are accustomed to using financial data to determine the condition of a company. In fact, it is "Post Examination". It is too late to judge where the lesion is and how to solve it.

The current management of Walt relies on "break even control".

Through break even point, we can judge whether a project value is worth doing in the early stage.

For example, someone should take the lead in a project, with 5 million capital and 2 subordinates.

Three people's wages, goods costs, logistics costs and so on, the final calculation is at a loss, this project is not feasible.

Wang Jianqiang said that when the project runs for 3 months to see if the number is normal, once it deviates from the expectation, it will ask the relevant personnel what the problem is and how to assist.

If managers are incompetent, they will have to find a way to change their positions or pfer jobs.

For staff assessment, Walt did not use KPI.

It is very simple to calculate the wages of the workers plus the taxes, management costs, cost and profits of the company, minus the profits he has created. For this reason, Wang Jianqiang said, from my point of view, in fact, he is not a private enterprise, but a public undertaking. I hope that employees can make joint achievements and make money.

Some say that textile and clothing are already the setting sun.

There is little room for improvement.

Wang Jianqiang said that it is hard to innovate according to traditional ideas, but in the era of big data, changing textile industry can do a lot.

Not long ago, Wald developed a diaper.

It is reported that even if the parents are outside, through mobile phone App, they can check whether the child has fallen or how many steps he has taken, whether the urine is normal or not, and whether the nurse has given him water.

Over the past two years, intelligent manufacturing has made room for development in the manufacturing sector.

Future

How to do the industry? Many manufacturers use smart wear as a gimmick, but in fact, the research is not thorough, so this opportunity is great.