In March 30th, the "Zhejiang daily" in-depth reading edition published in the "wind and rain, who stands even more stable?"
The growth of an excellent company often goes with the crisis and goes ahead. The new crown pneumonia epidemic is a major test for economic and social development. During the "epidemic" period, Zhejiang's "economic cells" - big and medium sized enterprises are also undergoing the final exam.
Since the beginning of this century, many active enterprises in Zhejiang have experienced one crisis after another: the SARS epidemic in 2003, the international financial crisis in 2008, the Sino US trade friction and so on. Learning to seek opportunities from danger, they have strengthened their resilience and issued a more indomitable vitality. Reporters from nearby Japan visited Changxin, Yiwu, Wenling, Cixi and other places. From some leading enterprises and characteristic industrial clusters, they saw a scene of crisis.
The first criterion for dealing with crises
The epidemic "black swan" has brought a great impact to many enterprises: the huge chain restaurant brand with nearly 400 stores, Xibei first shouted out that "cash flow is only 3 months". The real estate giant Hengda throws 25% off online sellers. These speeches and actions that can only be seen in a very short time are sending a signal that enterprises are facing a huge crisis.
Zhejiang's textile and garment industry suffered from the "broken arm" attack brought by the epidemic. In Keqiao, Pinghu, Changxin and other textile and garment gathering areas, we heard such a voice: the entire spring orders are gone, summer is unknown.
"The first half is very dangerous." Shen Huiyi, chairman of Huzhou green Mongolia Textile Technology Co., Ltd., began to venture into the market at the age of 18. "At this time in the past, orders had been placed in June and July, and orders after April have not yet arrived. Textile and clothing are seasonal products, and spring is past." What is more pressing for Shen is that the cancellation and extension of the world's various exhibitions and the closing of new orders are also closed. "This year's new orders are about 40% less than last year."
The demand is getting weaker and weaker, the competition is more and more fierce, and the profit is getting thinner and thinner. What should I do? After experiencing the cold trade in 2015 and the Sino US trade friction since 2018, Shen Hui Yi realized a set of "iron chain".
"In recent years, the profits of each link have dropped dramatically." Shen Huiyi said that in the past, only a single link can have more than 10% of the profits, and now it has dropped to below 3%. In order to survive, the "green Meng" expands the industrial chain all the way, from raw materials, weaving, finishing to home textiles, and the profit of one link is low, then it superimposes multiple "3%" so that enterprises can live and go. "This year, we plan to extend to the printing and dyeing link, stabilize our earnings and stabilize our cash flow. Only by making sure that we are alive, the market share of those enterprises that cannot survive after the crisis is yours."
Facing the problem of survival, the resilience and the capricious coping ability of Zhejiang's private enterprises are the reasons why they can't afford to burn wild fires.
Obviously, we can only survive until the spring breeze blows again. Sino US trade friction has made domestic trade Jiaxing Luo Di Clothing Co., Ltd. responsible person Zhang Zhonglin accidentally fell into a predicament. "Trade friction has accelerated the transfer of clothing orders and production capacity, and the situation of less competition and more competition has directly affected our domestic trade enterprises. Workers have been able to work for 280 days before they were reduced to 250 days last year." When the tsunami came, not only the people on the shore were affected, but as sea level rose, the crisis was at the window of all enterprises. In the crisis, Zhang Zhonglin only grabbed one: "live."
Pinghu alide Industrial Co., Ltd. production workshop.
The desire to survive has made Zhang Zhonglin's nerves extremely acute, and his actions have become more resolute. At the beginning of the year, he saw a huge gap in the production of masks. He ordered 8 production lines decisively and worked day and night. He became the largest manufacturer of masks in Pinghu. "Now, it's a turning point." Last Tuesday night, Zhang Zhonglin tried to send a message to his circle of friends, and he received overseas orders in less than two hours. "Taking advantage of this opportunity, we will also begin to do foreign trade, and the epidemic has given us confidence." Zhang Zhonglin knew that enterprises could not control the day when crisis came, but they must live and accept the change with their greatest strength.
Those who will not kill me will surely make me stronger. This famous saying is rather grassy. The toughness of grass roots is the biggest feature of Zhejiang, a private economy province. In this case, small and micro enterprises account for more than 90% of the total number of enterprises. When the fire started prairie, many enterprises could quickly increase cash flow to ensure survival. "This epidemic will lead to deep thinking on all aspects of enterprise development rhythm, market layout, risk management and control." After more than 1 months at the grass-roots level, Xu Yin, director of the Wenling Municipal Bureau of letters and information, was very incessant.
Mining fast rebound ability
"To judge a person's success mark is not to see him at the height of the summit, but to see his rebound to the bottom." Almost the same meaning as this famous saying, Taleb, the father of black swans, put forward the concept of "anti fragile". Some things can benefit from shocks. When exposed to volatility, randomness, chaos, pressure, risk and uncertainty, they can grow and grow stronger, which is anti vulnerability. The "black swan" again and again shaped the anti fragile capability of Zhejiang enterprises.
The WAN bond group, located in Wenling, Taizhou, is undergoing a new round of structural adjustment and capacity expansion. All these changes stem from the "three Epiphany" obtained by Chairman Zhao Shouming from the epidemic.
"First of all, to expand production capacity, as a pharmaceutical enterprise, we must have greater production capacity to dare to take over the international list when the opportunity arises." Zhao Shouming's second epiphany originates from "man". After returning home from the new year, the key posts can not directly return to the post, leading directly to some production lines to stop. This makes Zhao Shouming aware of the urgency of localization of talents, and is determined to start building the staff Park immediately, so that foreign talents can really put their home in Wenling. The third Epiphany is the industrial chain. "In the future, we will be more inclined to purchase locally, and more inclined to extend the layout to the front of the industrial chain."
In the face of crisis, ambitious entrepreneurs feel that opportunities are coming. They are pushing hard on the accelerator, not braking at all.
Sanhe kitchen utensils in Cixi were forced to turn the market from Europe and America to Japan and Australia due to Sino US trade frictions. Taking the aluminum non stick pot as an example, in order to get the favor of the Japanese market, Sanhe set up a special group, selected 3 target customers, analyzed the needs of users, designed new products, tackled key technologies, and tried every possible means to improve the beauty, wearability and nonadherability of the products. Since February, enterprise orders have increased by 233% over the same period last year.
For the United States chain restaurant giant packaging, Fuling plastics was also hit by 90% of its exports to the US in the Sino US trade friction. "In the past, we had been doing business in the United States. When the crisis came, we realized that real security is not stability but constant progress." In the past two years, Fuling plastics has been distributing in Mexico and Indonesia to develop the "non American market". The company's deputy chief Hu Qian said that this year's outbreak of domestic outbreaks was the layout of overseas factories to protect the production of products.
Dancing with the crisis and making enterprises better and better is the anti fragile capability of Sanhe kitchen utensils and Fuling plastics.
Just as the production of antibodies is stimulated by small doses of pathogens to stimulate body recognition and response, so that the human body is immune to diseases. It is a gift of crisis to constantly open up new frontiers in crisis stimulation, to "run into the wall" in uncertainty, so as to master new methods and explore their abilities under the iceberg.
"Before the outbreak, we provided radiation sterilization services to some 25 customers, and today there are more than 500 customers." In the park, where Zhejiang's Korean life is located, a van loaded with protective clothing, medical masks, and large trucks exported to agricultural products will come in and take a quick look at it and then send it to the market. "Brand new medical devices need sterilization, so how to deal with the huge medical waste?" The epidemic has brought new ideas to Wang Enfeng, the company's leader. They have just set up a new environmental technology company to tackle the problem of medical waste disposal.
"No epidemic, we can not think of breaking through in this field. Every day, we are optimistic about our banks looking for home to negotiate loans. Government departments often send services to speed up the landing of new projects. This outbreak has given us great confidence in development. In crisis, the rapid growth of enterprises needs insight, and there is no need to work together. The government's guidance and help from various organizations are like thickening the "spring bed" at the bottom of the valley, so that the enterprises with strong muscles will rebound higher after the crisis.
Coexist with uncertainty
"Enterprises must accept the uncertainty brought by crises and coexist with them." A well-known management scientist once admitted that for a reflective enterprise, the pressure brought about by the crisis and the mistakes it excavated is a kind of information. Self correction in the "trial and error" can help enterprises to enhance their sustainable development ability.
"Online Textile City" is China's Textile City online sales platform. Over the years, how to make offline merchants online has been a wall that "online Textile City" can not be completely broken. "Although the Internet is a trend, there is no sufficient impetus to bring them to the line before the outbreak." A textile industry insider told reporters that the relatively stable development mode will make the traditional industries lack the power to change, and that changes and innovations in crisis will be easier to get recognition and win the transformation and upgrading of enterprises and industries. "Our website has increased greatly in recent years, and we have taken advantage of the development of online live broadcasting, online exhibition and other sectors. During this process, merchants gradually developed new trading habits and development models." "Online Textile City" relevant person in charge told reporters.
After the outbreak, many enterprises suddenly realized in their introspection, and the transformation of enterprises from the past demand to action consciousness. The Sino German Polytron Technologies Inc, located in Huzhou, provides automatic control valves and control systems for central enterprises and foreign-funded enterprises all the year round. The regular supplier evaluation mechanism and frequent inspection by foreign customers have forced a set of contingency plans for "Germany and China".
In the epidemic, when the Wenzhou suppliers failed to return to work, the enterprises started the standby suppliers in Jiangsu. When the staff lacked, the "multi skilled workers" training strategy was effective. Many employees could be both operators and fitter workers. Some companies could manage and coordinate their forklift cards.
"The emergency management of foreign-funded enterprises is really worth learning. We are also thinking about it. There is a sense of crisis. We must work harder in the future." Zhang Zhongliang, CEO of the company, said that at present they are investing more in the Internet of things. "With the central control system, customers can see immediately which links the products are developing and what problems they encounter, and they can be more calm when dealing with risks."
It is interesting that Zhang Zhongliang's foreign-funded enterprises, who are good at coping with the crisis, are also beginning to reflect.
Nippon electric Chi Pu (Zhejiang) Co., Ltd., the main product of the Japanese brand enterprise, which has developed for more than 20 years in Pinghu, is the DC brushless motor for air conditioner, which occupies the first place in the global market for a long time. Don't look at a small motor, once the supply is blocked, many air conditioner manufacturers will be "stared". Crisis response has always been a compulsory course for this enterprise.
In several previous crises, Nissan has always been at ease. "Nippon Electric has more than 330 companies in the world. It can adjust the global capacity at any time in the crisis." Sugimoto Xiaoyuki, general manager of Nissan Zhi Pu, for example, was flooded several years ago in Thailand. The company's local factories were flooded, but the production of orders was completely unaffected, all of which were completed by other factories. However, this outbreak has brought the crisis coping expert into reflection. I thought that the factories in Thailand and Vietnam could hedge the impact of China's delay in resuming work.
During the interview, Sugimoto Xiaoyuki picked up a pen. "If we were pen manufacturers, we would pay attention t