Ceramics business from competitors to partners

Published: 16 May 2009 02:57:30

Enterprises in crisis how to do? First of all, should reflect on. Crisis exposed the problems of enterprises, low tide and we have to know who is swimming naked, so this is a good time to reflect.

In this regard, the ceramic industry leader, Huang Jianping, chairman of the idea of aesthetic is very clear that he thought the owners had to reflect on: So those of us who consider themselves very much the boss and can do everything, anything you want, never do not want to give up. In fact, this is done do not have a strong business reasons, the crisis exposed the problem and prompted us to think, forcing us to change the thinking, to find a way out, this is precisely the driving force behind the progress of the enterprise, the opportunity for development.

The past, can not help the economic development of the market is full of opportunities, so that they can do business in the cross-cutting continued diversity in our society, what to do to make money on, in fact, not many areas have their own strengths, so that distributed enterprises valuable resources; chain in the porcelain industry, the enterprise is used in the production of vertical integration-centric model of development to start from the raw materials, research and development, design, production, and has been extended to sales, what have done, but nothing fine, Therefore, in the industrial chain, the lack of its own core technology, but also ignored the 6 +1 in the other segments of 6, that is, other than the production of higher value-added component. Complete industry chain including the following components: order processing, efficient supply chain, product innovation, efficient production, logistics and quick and convenient storage, and effective marketing models, and comprehensive customer information management and other higher value link. However, as the center to produce and production outside the session, our situation is unsatisfactory, for example, in the production process of ceramic materials processing technology and equipment, the whole production system technology, the most vulnerable, the most backward the least well-off part of the lowest energy efficiency, it will inevitably affect the whole production processes to improve efficiency and effectiveness. Other than in the production process of many, there are various problems, such as ceramic logistics industry does not exist, only the transport but this is bound to reduce the response time to customers, in fact, is the logistics IT industry, its business there is a very important role. Spain, ZARA fashion business because of customers to increase the speed of sound, and popular all over the world, even at the cost of the Asian fashion business competition, because the slow response time, the price will depreciate in value very quickly, highly developed of the GDP of the United States is from the wheel Roll out on (a highly developed logistics). and what are their own ceramics business dry mode, on the one hand, concern about the industry resulted in only the lowest value-added chain of production, but not sperm, it was reported recently, the polishing process to do private parabolic plant life than polishing the whole process of production to the enterprise but also moisture, which is focused on the advantages of specialization that, on the other hand, no time to attend ceramics production enterprises with high added value beyond the links, making it difficult to grow will inevitably result in low efficiency, but the risk is very high. In contrast, some enterprises in Hong Kong's asset-liability ratio, such as the new Acer, only 20% a few, but our ceramics businesses, as a result of the industrial chain of long, continuous expansion, already more than 100 percent, even reaching as high several hundred percent, so business is very risky, if a bad situation, it is easy to lead to cash-strand breaks, resulting in bankruptcies.

The traditional vertically integrated business model of development is based on Coase's Nobel Prize winner before the transaction cost theory, that is, enterprises are able to exist because of internal management and external transaction costs less than the cost.

However, with the globalization of economic development, information technology and modernization, so that the external transaction costs continue to reduce, or even lower than the cost of internal management. For example, R & D, since the internal R & D soft constraints, the time when the cost of not enough, it will repeatedly added, when the task can not be completed on time, and constantly postponed, but the external scientific research, due to cost and have a hard time binding characteristics, must be in accordance with the provisions of the time and cost to complete and external R & D by industry professionals with the best ability to complete, and it is effective, scientific research than the internal high quality. Therefore, the ceramic industry must re-examine its traditional vertical integration model of development in all sectors of the industry chain, the use of strategic partners rather than competitors has become a prevailing trend.

Management Guru Drucker generation has pointed out: there is no future competitors, some just more ways to partner together in order to provide customers with more solutions and more options. Drucker in the international development of this vertical integration is called a virtual model of development.

Ericsson in a crisis to change the traditional model of success, to prove the correctness of the Drucker predicted.

2001, the global telecommunications market slide, the consumer electronics industry, the Internet home sites, wired and wireless telecommunications companies, cable companies, as well as the boundary between sectors because of mutual penetration and are disappearing, Ericsson the verge of bankruptcy at the time of the impasse, the attrition and sale of non-core assets are of no avail, for the other countries will also do so. Ericsson mobile phone from the beginning of re-engineering business in 2001 as the world's third largest mobile phone supplier, sales of substantial long, so mobile phone manufacturers Ericsson announced that it would be outsourced to companies Flexfronics, but to retain the R & D and marketing business, but Ericsson was found that mobile phones are increasingly becoming a trendy product, but its design and marketing capacity than competitors such as Nokia, which has the same year, with Sony Ericsson in the development and marketing on strategic cooperation by Sony is responsible for the design style, so Ericsson to focus on its core technology of a radio communications technology development, but also from Sony's consumer products have advantages.

Facts have proved that the cooperation was very successful and by 2006, doubled its market share in 2005, cooperation between the two sides to bring 300 million U.S. dollars of their earnings, but in 2000, Ericsson cell phone market in a loss of 1.5 billion U.S. dollars. Ericsson experience is: the fruitful co-operation is limited to a simple business outsourcing, through to the best ability of the whole industry together, to better meet customer needs, but also can help customers do not own expertise to carry out operational activities.

Ericsson in the industry chain, the experience of integration of the ceramic industry has a revelation? Ceramic industry is facing a very serious challenge, because the large transfer of Foshan ceramics industry to sustainable development and industrial upgrading, will inevitably end up as a simple transfer rate as Zibo Tao, had once again been forced to transfer a few years later, only industrial the fundamental strategy is to upgrade. However, such a task, from individual enterprises can not be completed, and only in the industry to key enterprises as a leader, such as the various links in the supply of raw materials, water, gas, energy-saving emission reduction kiln, spray tower transformation, as well as outside production areas such as order processing, logistics, such as the ability to integrate the best together to form a number of competitive groups, is the way out, Italy is to do so. This is envisaged in the new areas in particular its feasibility, because they are not in Foshan, and all have stereotypes, change means that the interests of the pattern of redistribution, so it is very difficult. From competitors to partners on the requirements of entrepreneurs, the concept of modernization, if we do not have open-minded, but behind closed doors, their own boss, then the ceramic industry, the advent of spring will not only change our concepts, will be competitors, into collaborators, will be the best ability of the community together in order to usher in the spring of ceramic industry, enterprises will enjoy it!