In The Post Epidemic Era, How Should Textile And Garment Enterprises Practice "Internal" Work?

The new crown pneumonia epidemic is rampant around the world, and international trade activities are limited. Like most industries, China's textile and garment industry is facing a severe situation of production and trade. In the face of difficulties, diligent and confident Chinese textile and garment enterprises show great vitality and resilience. They have innovated their management methods, and have taken many measures to put together a series of strong confidence and steady development "combination boxing" through various channels such as "vertical, horizontal, internal and external", and wrote a new answer in this unusual time.

To this end, "textile and clothing weekly" has set up a series of reports on the "face to face view of spinning enterprises and internal and external textile enterprises". From the four angles of "vertical, horizontal, internal and external", experts are invited to analyze the current situation in depth and interview the innovative practices of the dominant enterprises, so as to guide the healthy development of the industry.

In 2020, the new crown pneumonia caused the industry and enterprises to face new situations which have never been seen before. This has made many people unprepared, successfully passed the crisis and actively adapted to environmental changes to become a required course for enterprises. In the post epidemic era, enterprises are gradually exerting their efforts in the "internal" to the development track. They have made full use of the whole staff to transform and make efforts to develop new retail businesses. They have accumulated a lot of resources, and have not yet relaxed their product innovation. The implementation of meticulous management and meticulous operation has enhanced the resilience and risk tolerance capabilities.

Strategy 1

Full staff transformation, force new retail

During the epidemic, hungry operators, box horses, rookie logistics and four links, one and other online operators and supporting agencies have become the only link between people and the outside world. At the same time, under the situation of offline business suspension and low consumption demand, more enterprises realized that the most important problem solved by enterprises in 2020 has changed from "how to develop" to "how to survive", and actively adjust internal structure and full staff transformation so as to become the best solution quickly.

Under the traditional offline sales enterprises, the whole staff transformation began. Li Rucheng, chairman of YOUNGOR, said that the impact of the epidemic on enterprises was unprecedented. YOUNGOR's practice is to accelerate the development of online and offline integration, and call on all staff to learn online sales skills and join the sales force. So, YOUNGOR issued the charge number on the whole line, and more than 10 thousand non marketing staff members in the enterprise transformed into sales personnel.

It is reported that YOUNGOR's internal staff actively push through small programs, WeChat friends circle, group and other ways. Meanwhile, the sunflower code generated by employees in the micro mall, the customer's purchase data, is the performance data of employees. This form not only inspires the staff's subjective initiative, but also facilitates the later digital management of the company.

Not only is YOUNGOR, but Taiping bird is also trying to make full force marketing. During the epidemic, Zhang Jiangping, chairman of Taiping bird, sent an open letter to his staff. He said that after the suspension of some Pacific bird shops in China, all bird owners quickly adjusted, actively looking for new retail routes, and connected with customers through online platforms and live platforms. Many backstage partners also joined the ranks of support business terminals.

It is reported that through the introduction of WeChat online membership, WeChat spike, small program distribution, different regions alternate live broadcast, etc., Taiping bird realized half of the suspended business stores have sales, average daily retail sales of 8 million yuan, and is still continuing to improve performance. However, this is just the beginning, and the interior of Taiping bird is still learning, such as constantly disassembling outstanding cases in operation, sharing internal learning, setting up internal benchmarks, answering key problems in time, carrying out special training to teams in difficulty, and ensuring that the new retail standard process can be implemented.

Taiping bird has stimulated the vitality of the existing sales team from the two dimensions of example demonstration and maintaining the high activity of employees.

There are still many enterprises to make changes, such as La Natsu Bell, Jiangsu carnation Textile Group, Taihu snow and sea dream home. This list is getting longer and longer. More and more traditional brands are involved in the live broadcast field, such as Tmall live room, jitter, and fast hands. The huge sales volume makes people see whether online is not a multiple-choice question, but rather a question.

Many enterprises say that in the future, the new retail mode combining online and offline will become a new direction for enterprises and stores to expand the market. On the road of exploration, it is very important to build a high-quality and effective team within the enterprise.

Strategy two

Accumulate more resources, grasp product innovation and relax.

During the epidemic, many industries and enterprises saw opportunities from the crisis. It is predicted that the epidemic makes people realize the importance and necessity of healthy life, and the development of health industry has been advanced for about ten years. Mr Ma also said publicly that "the next person who surpasses me must be in the health industry."

Textile and garment enterprises are the main force in the layout of large health industries. More and more enterprises are beginning to get involved in the development of sustainable products and functional textiles.

As the head of the home textile industry, Luo Lai has been seeking opportunities for cooperation with home textile design centers and institutions of higher learning, and has constantly tried new materials. Liu Amei, general manager of Luo Lai life Polytron Technologies Inc, said that in the newly developed products, the antibacterial and anti mite bed pad is a cooperative research and development by Luo Lai and DuPont. The products are tested by China CDC, which can effectively block and filter dust mites and their excreta, prevent dust, dandruff and bacteria from passing through, prevent skin and respiratory tract infections, and ensure sleep. With healthy breathing and bed cleanliness, the people of Luo Lai believe that with the continuous progress of science and technology, the future household products will have more functions.

Mercury home textile continues to exert itself in the field of sustainable development. Recently, the mercury family textile hand in hand with the tenth silk brand released the Tencel lax LF fiber tag. Tencel Lai cel LF fiber has many characteristics. For example, all Tencel Lai LF fibers are produced only in Haili ridge royz factory in Austria, and have the best practical technology and reliable sustainable wood sources. LF fibers can reduce fibrillation by special treatment. It can be said that the launch of Tencel lessell LF fiber tag has provided a strong endorsement for high quality bed products, which has provided reliable "identity authentication" for consumers to select high specification products, and has also enhanced the competitiveness of products and brands of mercury home textiles.

Wang Ruping, chairman of Motes's house, said that the design and development of new products should not be relaxed at all times, and the company has been doing it. During the epidemic, the bigger problem they encountered was "export to domestic sales". This process is difficult, but it must be tackled. He led the staff to analyze the differences between the market situation and consumption habits. He used to cover sheets in foreign markets, but in the domestic market, the sheets were used for laying. Therefore, the export of three sets of products directly to the domestic market requires a lot of adjustments to the material, specifications and packaging of the products.

Guo Chunnuan, deputy general manager of Novartis (Hangzhou) textile, said, "good products can promote the sustainable development of enterprises, product development can not be relaxed at any time, but what the enterprise needs to do is concentrate on the future needs and user needs, and provide consumers with the products they really need."

Some enterprises believe that sustainable products refer not only to natural raw materials, but also to the sustainable areas, such as clear origin, clear circulation and clear production process, and traceability. At the same time, product innovation can bring opportunities not only for new product development, localization of products, and optimization of details.

Strategy three

Carrying out meticulous management and meticulous operation

It is very important to transform the epidemic period into the practice period of internal strength. Many enterprises begin to carry out meticulous management and meticulous operation. This means that enterprises need to achieve the most efficient and economical use of resources and energy, and the most important thing is to practise internal strength.

Some enterprises say that it is imperative to carry out meticulous management. There are many specific measures. For example, in the company's internal management, personnel management and daily paperless office can be carried out by means of digitalization, such as Internet and big data. In terminal sales, communication, negotiation and other activities can be transferred from offline to online. Training and practice opportunities to train all-round athletes.

Under the impact of the epidemic, many production enterprises are facing such problems as order reduction, overcapacity and so on. Huzhou Chengxin textile printing and dyeing Co., Ltd. is one of them. The way of Chengxin textile is to reduce production capacity to seven or eight of the original product according to the order of hand, and at the same time implement the wrong time duty system for employees. Next, with the further reduction of orders, the company may further reduce its capacity, but in any case, efforts will be made to maintain the factory's low load operation in order to maintain the stability of its core staff.

The company said that although the wages of workers were also reduced, the company explained the reasons for the reduction and explained the market situation, and most of the workers could understand the difficulties of the enterprises. For modeling enterprises, talent is the core resource, and there are still opportunities to retain people.

Hangzhou mutual curtain and exhibition services, from the end of the link, recently joined the home textile enterprises to participate in a cloud home textile exhibition. Dong Zhenjie, general manager of the curtain, said that as a service organization, the curtain should be done by urgent customers. Under the situation of blocked sales and reduced orders, the exposure rate of enterprises should be enhanced to provide them with a platform for developing new channels and finding new opportunities. It is the most temperature service for enterprises.

In addition to enterprises, many professional markets also respond quickly during the epidemic. For example, the Dongsheng Road market of China Textile City uses big data to launch "one household, one yard", that is, each yard has a unique two-dimensional code. The operator can scan the code through WeChat to carry out intelligent payment, information inquiry and so on. Compared with the previous payment mode, "one household one yard" is more convenient, faster and more precise.

Deep squatting can take off even higher. Under the epidemic situation, enterprises can not wait passively. We should take advantage of this opportunity to practice hard work, enhance the ability of enterprises to resist risks, and accumulate strength for the better development after the outbreak.