Textile companies solve the “near-worry” and focus on “far-sightedness”

"Worried for more than confidence," when a veteran textile company talked about the development of the company in 2012, expressed his feelings. Coincidentally, another person in charge of a company that has worked in cotton spinning for many years also expressed emotions. Compared with previous years, the company’s “sweetness is not so obvious”. At present, although the number of important indicators in the industry has performed well, the slowdown in indicators has given a discount to “happiness”.

These don't seem to be cases. The price of raw materials fluctuated dramatically, the environment tightened, the production factors and labor costs increased, the growth of foreign demand was sluggish, and the risks faced by the industry's operations increased. A series of negative factors caused pressure on the production and operation of textile enterprises. From the raw material to the market, almost every link in the industry chain has encountered varying degrees of difficulties, which in turn highlights the problems faced by small and medium-sized textile companies. The relevant person in charge of the Textile Industry Association has revealed that some small and medium-sized enterprises, including cotton spinning and knitting, have started holidays on New Year's Day, and some business holidays have continued even after the first day of the fifteenth.

Can this year's textile industry rise against the trend? This is a matter of concern both inside and outside the industry. For small and medium-sized textile enterprises, it is particularly urgent to solve the "near-worry." The lack of demand in the traditional European and American markets is undoubtedly the biggest cause of production and sales. Judging from the current situation, the debt crisis in Europe is still underway, and the competitive pressures and trade frictions caused by weak external demand will become more prominent. On the other hand, in recent years, textile companies that have begun to pay attention to both inside and outside have also faced increased costs and uncontrollable prices in terms of raw materials, employment, and market environment, affecting the company's "happiness index," and "near-worry" cannot be ignored.

As far as the development of the industry is concerned, we must also focus on the long-term perspective. For example, if the demand is low and orders are escaping, how to successfully accept complicated high-end orders after the loss of low-end orders will become a more concern for export-oriented textile companies. For another example, the tight external environment has caused the industry to face a new round of reshuffling. Enterprises with science and technology and brand strength are expected to upgrade, while the lack of core competitiveness and SMEs that rely solely on low-end textile exports are resistant to risks. Relatively weak. How to transform? Where to transition? These are the "far-sights" in the adjustment and upgrading of the textile industry.

Regardless of "near-worry" or "far-sightedness," pressure can be turned into an impetus for companies that have solidly practiced internal strength. In order to achieve a bottom in the heart, this foundation comes from the rational and stable operation of the company, scientific and efficient internal management, controllable costs, and the development of more important new products, new channels and new markets. While domestic demand still has conditions to steadily expand, textile companies should also seize the opportunity to take advantage of the situation and continue to tap the potential of the domestic market.