Sun Weiting: Make Textiles A Handicraft.

At present, the textile industry is undergoing a deep adjustment. The fluctuation of cotton prices, the rise of rigid costs and the constraints of environmental resources have increased the pressure on the operation of enterprises. At the same time, the polarization of industries, the trend of terminal being king and the extrusion of financial and virtual platforms to the whole industry are eating away the meager profit margins of enterprises.

In the face of the grim situation, what should we do in the textile and garment industry? I think the industry background is no longer suitable for small and medium-sized enterprises to expand the scale of production. We must work hard to make good products and make textiles as handicrafts.

After more than thirty years of reform and opening up, the problem that entrepreneurs need to think deeply is no longer the purpose of doing well in enterprises, but rather the purpose of "doing well the purpose of enterprises".

What is the purpose of production? The purpose of production is not to bring the wealth of growth quietly.

Instead, we should aim at improving the quality of life to produce products that make people happy, so that enterprises will adjust or even lower expectations.

Especially for small and medium-sized enterprises, if it is not yet big or difficult to make, I advise you not to get bigger.

Every business has its reasons, and there are reasons for developing and owning opportunities.

Whether the release of internal energy can be sustained depends on its internal.

Especially whether the talent system can be sustainable.

Some enterprises may be very small now, but have huge energy, have the ability to integrate, can expand rapidly, of course, can continue to grow.

However, some enterprises can not expand it at any rate, so they should turn their eyes into textiles and make them into handicrafts.

As long as we have the mind to make handicrafts, no one can't do well in textiles. No one can sell a good price.

In the industrial chain, the protagonist to integrate the balance is a kind of positioning; supporting roles become an integral part of the whole system, and also a positioning; even if a screw is made, it can be done without you, so supporting a good actor is also a positioning.

I run a lot of businesses, and in this context, there are many colleagues on a large scale.

I have reservations.

Because it depends on the state of the enterprise. If the company regards scale manufacturing and efficient manufacturing as its core competitiveness, it can do so.

I am very opposed to this kind of large-scale, high-intensity investment, or the substitution of machines for human management, which does not accord with the thinking of making handicrafts.

Generally speaking, handicrafts are made of old machines. The older they are, the better. Because the older they are, the harder it is for them to imitate.

If we can solve this problem with advanced productivity, this product is the most easily imitated, and technology is the easiest to be broken by others.

The market can be constantly broken down.

When I founded Huafu 20 years ago, the color spinning was still a product. At that time, Japan and South Korea were the most powerful, and there was no company that produced colored yarn entirely. Most of them were within 100 thousand spindles, 30 thousand of them were dyed with colored spun yarn, 6 or 70 thousand ingots were made of yarn, or a bit of cheese was dyed.

At that time, it was a frontier development model, which was more developed in developed countries.

Here, I use Hua Fu as a case, just want to explain that the yarn industry can be subdivided, many dimensions, such as material differentiation, can also be divided by technology, technology, etc., can have N dimensions, making hundreds of thousands of product systems, these hundreds of thousands of systems can also be subdivided and subdivided, the enterprise's lifelong skills and strength to focus on this point, the enterprise will shine.

Therefore, I think the way out now is to narrow down the scale rather than expand it.

Only in this way can we go out of a relatively free road and achieve the sustainable development of enterprises.