The Joint Road Of Home Textile Industry Chain

No plan can be used in the industry. If it is, it must lead you astray and the integration of industrial chains is also the same. Then, the joint path of the industrial chain of home textile enterprises will also be a gradual process. As the industry develops, it needs a process from shallow to deep. This process must also start from the primary stage, after adjustment and adjustment, and then develop to a higher level. This process must be carried out from a process suited to the needs of the enterprises. The combination of an industrial chain requires a time running in and blending pition. When a joint link achieves the desired effect, it considers the next joint development route. The solution of home textile enterprises must be based on the company's own conditions and the actual situation of the enterprise.

For example:

的产品开发，我们都知道，现在的家纺品牌公司，不管大小，都会有产品开发设计的部门，配备不等的研发团队，难道每个企业都需要这样的组织架构配置吗?我看不一定，现在很多公司配备着大量的设计开发人员的同时，还是要和设计公司合作，继续买画稿、款式，那么，你的部门能效比在哪里?以我服务的公司为例，产品开发部每年的费用预算要近百万，那么，他的配置还不算高的，他是配置部门经理，而不是设计总监，不然费用会更高，即使这样的配置，为了能够实现产品的优化，还是要寻求设计工作室的合作，这还是比较成熟公司的开发配置，那么，一些小品牌在设计开发上的能效比，我想，可能会更低，因为你自己的设计人员开发的产品、款式，如果不进行生产，就会造成企业的投入产出不成比例，也是因为这样的驱使，可能自己开发的产品大部分进行了

生产，可是，我们每年打开仓库看到的大量库存积压产品的主要来源是哪里来的呢?我想，可能其中大部分是自主开发生产所造成的积压占大多数，当然，在公开发表的文章中来这样描述开发部，是会得罪人和有失公允的，但是，这却是事实存在的问题，那么，我们可不可以考虑一些不具备自主开发的企业，只配备买手，负责品线的优化与融合，将产品开发交由下游产业链的设计公司来完成产品的整体开发与设计呢?我想，这是可行的，将有限的费用，交由设计公司，来降低自己的费用支出，实现设计公司与品牌形成命运共同体，由上下游关系变成合作伙伴，利益攸关方，我想，你的产品开发会成功率更高，造成滞销与库存积压，最终贬值的机率更小，也可以将自己擅长的领域由自己完成，不擅长的系列由设计公司根据企业的品牌内涵和针对人群进行开发，如我所正

In the service Jiajia dream company, the products are the core strengths of their products. Then, I am proposing that they integrate all the kit products into the industrial chain, form a profit sharing mechanism, and compress their own developers, focusing on the development of the products that they are good at.

For example, a company in Shanghai mentioned above does not set up a production terminal to maximize profits through brand operation. It shares production profits with OEM suppliers to achieve fixed-point cooperation in all kinds of products, so that the quality and technology of products can be controlled and extended. This is also a way of joint expression of industrial chains.

As we all know, because

The complexity of materials and the supply of raw materials have always been a big problem for enterprises. In fact, no matter which fabric supplier, their flower styles and quality will have continuity. If we can form a fate community relationship with fabric suppliers, we will share with a number of brands or more brands a fabric supplier, and form a complementary relationship between brand channels and product styles.

Together with the fabric line, we have ensured the style system of our seasonal products and solved the timeliness of our fund co-ordination. If our payment cycle and supply stability are guaranteed, will we solve the problem of raw material supply and capital arrangement? I believe the answer is yes, other accessories and consumables are the same.

Another example: brand promotion and planning can be combined with the supply and demand of the third party professional cooperation companies, and form a cobweb style cooperation network. It really forms a trinity interest community. I believe that such a combination will be much better than that of decentralized investment. At the same time, as a benefit sharing party, it can inspire more effective implementation and get better results.

Through the above description of some low-level industrial chains, I think many people will find that their own enterprises have space for operation in a certain industry chain. Some upstream and downstream industries can also intervene in home textiles and jointly resist market risks. This is also the main purpose of my writing today.