Don't let the transformation and upgrading of the

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Abrasives and abrasives enterprises, don't let the transformation and upgrading deviate.

in the post crisis era, if the enterprise boss doesn't talk about the transformation and upgrading of the enterprise, there will be no pattern. If the leaders don't mention the industrial transformation and upgrading, they don't seem to worry about the country and the people. Since 2008, "transformation and upgrading" has replaced "made in China", which was once widely praised, and has become a "life-saving straw" for the industry and even the national economy. "Transformation and upgrading" and "made in China" were originally correct strategies, but how many enterprises could understand the real meaning of industrial transformation and upgrading, instead of blindly following the "made in China" trend and falling behind the shoddy manufacturing and a pile of foam

unfortunately, although transformation and upgrading have been called for four or five years, few abrasive tool enterprises are transforming in the right direction. Transformation and upgrading is becoming another fashionable version of "made in China" in the industry. History is always strikingly similar. Most enterprises treat transformation and upgrading as if they were made in China due to molecular heat: independent brands (or production lines), trying every means to expand production capacity, super hard products with good prospects, developing high-end product lines, top selling products, etc. When everyone is crowded in one place (assuming they can squeeze in), when the profit space is squeezed out, the capacity will be surplus and the quality will be ignored. The transformation and upgrading that has been misunderstood will be like "made in China" at the expense of resources and become a major enemy. What is more important is that the enterprise has missed the opportunity of an economic era

brand first. Most enterprises think that only by operating their own brands, intellectual property rights and building their own production lines can they be called brands. What needs to be corrected is that a brand is not only a specific product and trademark, but also any link and service in the industry operation and economic behavior. As long as these links and services are refined, they can also become 3 Aging resistant, high gloss brand. Looking at the whole industrial chain of abrasive tools, it is regrettable that service-oriented brands with large market space have not been developed, such as R & D and design new brands, OEM brands, inspection and testing brands, standard service brands, channel brands, etc. these brands are no worse than physical product brands, and even have a say in the industry. Many enterprises only see the high added value of physical product brands, and forget their own system support ability and high investment. There is no shortage of product brands in the industry. If this is blindly understood as transformation and upgrading, only a few will go far in the end

positioning. Many enterprises understand transformation and upgrading as addition: develop products, expand production capacity, then enter superhard or other fields, follow the trend of hot selling products, etc. In fact, it is more conducive to the smooth transformation and upgrading in the post crisis era to find the correct positioning and subtraction. Cut down the businesses and markets that the enterprises are not good at, or even sacrifice some customers, and then give a precise positioning to the products or services, and firmly control the market segments for other benefits. For example, if an enterprise has worked for many years, it will stabilize the quality, reduce the cost, improve the efficiency, and become a OEM brand

industry so that the temperature drift will affect the minimum chain integration and division of labor. Brand operation and production service are always two different things. Brand operation is a job of spending money, and production is a job of saving money. This difference in ideology alone will make many bosses unfit for their roles. The abrasive industry urgently needs the integration and division of labor of the industrial chain, so that the most professional enterprises can do the most professional things. Blindly building capacity by brand operating enterprises will increase brand assets and liabilities and drag brands into low price competition. However, manufacturing enterprises will lose their manufacturing advantages by blindly investing in brands, and it will be difficult for them to rely on "Shanzhai" brands to eat leftovers. With a reasonable division of labor, we can earn the money we can easily earn. The whole industry has established a multi-level and multi link product chain. In this way, each link will provide a good environment for the growth of the brand, and the industry will be refreshed, which is also the transformation and upgrading of the abrasive tool industry in the real sense

the key to transformation and upgrading lies in the upgrading of ideas. Bosses must be aware that the era of the seller's market has passed, and "eating fast and eating slowly" has changed the competitive situation of "eating small with big", so that experts can attack the whole, and a set of advanced ideas and a few guns can also compete with large enterprises. If you can't adapt, it is a good strategy for transformation and upgrading to hand over the scepter to your successor or professional manager

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