In 2022, we asked the six factories to survive, self -rescue, and change of the road during the epidemic

Writing / Hongxia, Tiannan

Edit / Chen Jiying

After the epidemic, Gu Guoming changed the signature of WeChat, "the more frustrated the more brave, from the beginning", this is the "chicken soup" he took the initiative to swallow.

In the first half of this year, Gu Guoming's factory production capacity dropped to 50 % and lost hundreds of thousands, but he had to support the past -outside the founder of the enterprise, he was still the village party secretary.

There are more than Gu Guoming who are overwhelming.

The survey of the Guangdong -SME Development Promotion Association shows that 52%of small and medium -sized manufacturing companies believe that the epidemic situation in the first half of the year has a better impact on the operation of enterprises than last year, and multiple pressures are overlapping.

Difficulties are similar, but there are different roads of survival, distress, and change.

"Financial Story" interviewed the manufacturing brand of six segmented tracks and talked about their first half of their 2022, trying to show the epidemic shock, how the company faces the impact of the epidemic, and actively changes. Even breaking up.

Some of these companies were "injured" in the epidemic.

Located in Shanghai's dance service brand poetic flowers, the factory was blocked for three months, delaying the new product R & D and production. During the promotion period, the new product SKU was forced to reduce to 30 % year -on -year; the laundry factory was laundry every day in the past three years. Forced to close most stores and so on.

There are also exceptions that in some subdivided tracks, there are also good news of outbreaks, growth, and "making the limelight". For example, the catering brand Xinliangji achieved a year -on -year increase of 45%during the epidemic in May this year.

But in any case, none of them lying flat and rotten: Jincheng carpet wants to turn over with both inside and outside; the poetic flower factory is sealed for three months, but insisting on production without outsourcing is to maintain high quality; The store was damaged, but the new increase was found online; the underwear brand curious Mis, and under the pressure of the epidemic, stepped up the optimization of the supply chain and stabilized the rear; and so on.

As a representative of the vital army that stabilizes China's economy, the following six companies show the most tough, patience and courage of China's economy.

Village -owned products are sold in Europe and the United States, and the production capacity has decreased by 50 %.

Gu Guoming's post -70s carpet industry Jincheng Rugs Co., Ltd. Chairman Shandong

In the past few years, the epidemic is really not easy. I often take the initiative to "drink chicken soup" and encourage myself to carry it. The workers in my factory are all villagers. With salary, they no longer need to eat by the sky.

In the first half of this year, although our products were sold in the United States, Australia, Russia and other countries, the company still lost hundreds of thousands and its production capacity fell by 50 % year -on -year.

Carpet factory workshop

First, the price of raw materials has risen. The resin powder with a proportion of 50 % of the products rose from more than 9,000 yuan per ton to 17,000 yuan, and then slowly fell to about 11,000 yuan.

The cost is high, and the price cannot rise, because many of the contracts signed with our customers are locked in advance. Even if we make a loss, we have to deliver the scalp on time.

Especially foreign trade customers, if they are out of trust, they will be included in the blacklist, and no one will play with us in the future.

After the epidemic, the freight also rose. The company's products were sold to the United States. At the end of 2019, the American special line was about $ 1,300 per ton. By the second half of 2021, it soared to $ 23,000 per ton. With the global unseen, freight is gradually decreased, and now it is about $ 7,000 per ton.

Second, as soon as the epidemic, the offline exhibition stopped, the traditional extension channels were broken, and it was not enough to support old customers alone. Moreover, the old customers were also impacted by the epidemic.

In the first half of the year, a particularly important Shanghai customer was closed for three months. Their deep -processed factories were forced to stop work.

Later, we thought of a way to help them carry our old customers in Guangzhou, let the latter help Shanghai customers for deep processing, and send the goods to the whole country.

In the past, these two customers were a competitive relationship, but the epidemic came, and everyone was helping each other.

Although facing a lot of difficulties, we can't lie flat. Now, we are planning to turn over through online transformation and dual -cycle internal and external.

The offline exhibition was gone, and we came to online to find an incremental increase. We settled in Alibaba International Station and 1688, facing the international and domestic markets.

The advantage of online extension is that there are no regional restrictions. No matter where your factory is, as long as the product understands the sales, it can be sold to the world.

Moreover, the platform provides automatic real -time translation capabilities. For example, our potential customers may have non -obstacles to communicate without obstacles.

Of course, online transformation is not smooth.

The business staff used to face face -to -face, and did not know how to sell online. We recently sent two people to go to Hangzhou to participate in training to learn online sales skills and words.

Synchronization is also exploring the dual cycle inside and outside. Some products are hot in the international market, and maybe there are opportunities in China. At present, the Chinese market is not exactly the followers. We will also try to push to the international market. This is a dual cycle.

Although it is difficult, I am quite optimistic now, and I am still optimistic about the market outlook.

The macro environment is good, the freight has fallen a little, and the price of raw materials has fallen, which is good.

We are also thinking about the production and sales of high gross profit products. Similar to cat sand carpets, we can buffer raw materials and freight. In the cat sand carpet category on the cross -border e -commerce platform, most of the top cross -border sellers are from Jincheng's goods. There are also some measures on the platform to reduce our risks, such as locking freight and other services in advance.

Now that the situation is getting better, in the second half of the year, we may turn a profit and enter the profit cycle. It is a high probability that the annual profit is positive.

Three years of the epidemic, 90 % of the laundry shop store, plus the line to ask for a turnaround on the line

Chengdian 90s Laundry Factory Tiantian Laundry E -commerce leader Guangzhou Guangzhou

Under the impact of the epidemic, we have a difficult life. We bite our teeth and rescue ourselves while rescue.

Before the epidemic, the company had a maximum of more than 200 stores, and the epidemic has shrunk after the epidemic, and now only more than 20.

The reason is comprehensive. On the one hand, due to the repeated shutdown of the epidemic, the store has caused revenue and tight cash flow. On the other hand, our main customer is the B -end, which generally uses quarterly or semi -annual settlement methods, resulting in the cost of pushling capital costs, which causes us to advance capital costs. very high.

Under the superposition of multiple factors, it triggered a crisis.

Fortunately, in the first half of this year, online revenue increased by 50%, which can cushion.

In April of this year, we opened the flagship store of e -commerce and operated the second month. Coinciding with 618, we did the TOP1 of laundry categories.

Online laundry has an unparalleled advantage of offline. For example, without paying high rents, brands can radiate the country, so we have determined that this is a trend very early.

In 2019, Internet laundry players began to enter, and as offline head brands, we began to vigorously lay out online, and successively cooperated with snail nest sauce, word of mouth, hungry, and Alipay.

Among them, the first double 11 of the first cooperation with the snail nest sauce, the sales reached 1.4 million, which has exceeded the online revenue of the whole year of 2018. In 2019, the company's total online revenue has achieved a year -on -year increase of more than 5 times.

In fact, our expansion of online business is not all the way.

The fundamental difference between online and offline laundry is to lack face -to -face before washing communication. And, it is impossible to check the original problems of clothes in person on the line, causing hidden dangers after sales.

To this end, we improved the service process. Take pictures before washing, at least 3 clothes, at least 6 shoes, and timely synchronization to users. When you leave the factory, you will also take pictures. Each node in the whole process is to notify the user with SMS to reduce the peel.

Daily washing workshop, workers are classified ironing

I also experienced something that I couldn't cry and laughed. Some users deliberately put money in clothes to test whether we are honest. At that time, I thought about it, and if the employees did not meet, it would have a great negative impact.

Thinking back to the three years of the epidemic, we are very fortunate. Fortunately, we turned on the line in time. The front line of the epidemic was icing on the cake. Now online has become the company's main battlefield.

The factory stopping work still refuses to outsourcing, we want to do the dance service "Hermes"

Chen Qi 85 post -85 dance clothing industry poetic flower partners Shanghai

In the first half of this year, we were affected very much because the company's design and operation team was in Shanghai. After the controlled control, the company was almost stagnant.

I was very torment, but I slowly figured it out. Objective situations, I couldn't change, I accepted it early.

The most affected is the development of new products.

The use of dance clothing is dynamic. It is difficult to refine only with human models and design software.

Each version of the good -looking dress needs to be given to my lover to try on before feedback to the designer to modify the opinion. She is a professional dancer and our users, so the opinions are in place. Every new product she is produced also needs her to shoot model maps and dance videos.

After the resumption of work in Shanghai on June 1, we started a tense rushing work, because followed by 618 promotion, the number of new products will directly affect sales.

Finally, in less than half a month, only 5 new products were driven out. Originally, at least 15 new products should be launched.

Nevertheless, our 618 performance was reluctant to tie last year. I am quite satisfied, the environment is so, and it is very good to survive.

At that time, in order to catch up, the factory had suggested that I outsourced in some links. I rejected it. The whole link was produced independently to ensure the quality.

In the early days of founding, I had walked around the rough foundry. It was a Suzhou foundry, running in for almost a year, and found that it could not match our quality requirements.

After the epidemic in 2020, the original delivery order was delayed and delayed. In a hurry, I rushed directly to the Suzhou factory. As a result, the person in charge didn't see the door closed and did not dare to take responsibility.

Therefore, I am determined to build a supply chain and invest in a factory in Guangzhou to satisfy my quality obsession.

Chen Qi is studying fabrics with the person in charge of the factory

There are advantages and disadvantages of this model. The shortcomings are that the cost is relatively high, the production and development cycle is relatively long, and only 4 models can be available per month. But the advantage is that it can avoid being in homogeneous competition.

At present, Taobao is our only e -commerce channel. The users are more widely covered and there are more female users. In the past few years, the company has basically maintained a 100%growth rate each year.

Compared to increasing, I value the user's recognition more.

Some say that we are "Hermes in the dance world". Another woman left a message. She was dedicated to her family and children all the time before. She completely lost sherself and put on dance clothes before she recovered herself. My lover was particularly moved.

These identities have given us the confidence and courage to carry the difficulties.

B -end C -terminals grab on both hands, optimistic about the prefabricated vegetable track, and strive to lobster "one brother"

Mu Xinxin's post -85 prefabricated vegetable industry Xinliangji e -commerce leader Beijing Beijing

Although the epidemic is one after another, the user's love for crayfish has not changed.

During the control period, a Shanghai customer could not grab our products. He asked in the live room every day, "Can you ship?"

The anchor was very moved until the 20th day, Shanghai finally opened logistics. The anchor has been waiting for him to tell him the good news.

During the Shanghai epidemic, we have been supporting material distribution, including crayfish, spicy crabs, spicy bullfrogs and other prefabricated dishes. We have a few car freight to Shanghai every day.

At that time, the logistics cost of a truck was about 25,000, and it was only six or seven thousand yuan before, and the cost increased significantly, but for social responsibility, we must take the shot.

Xinliangji has a good growth rate this year. During May and 618, our Tmall channel revenue increased by 45%.

In fact, since 2019, the company has been "fighting" with the epidemic after cutting into the C -end. But in the past three years, we have maintained a growth rate of nearly 100%each year.

On the one hand, we seize the market opportunity. In 2019, the C -end prefabricated dishes are not as hot as it is now. In the track of the crayfish, there are not many brands. We are the founders.

On the other hand, the rapid expansion of the front -end market is inseparable from the supply chain capacity that we have precipitated since its establishment in 2016.

Workers are allocating crayfish

At the earliest, Xinliangji started from the B side. By 2019, the annual revenue of the B -end has exceeded 100 million levels. We started to add the C -end.

In fact, the B -end and C -end are complementary. The supply chain capacity of the B -end sedimentation can support the C -end experience; the brand potential energy accumulated by the C -end will also nurture the right to speak when the B -end pioneers.

Especially after the epidemic, offline catering customers are frustrated, and the growth rate of B -end will be partially affected. We can resist some risks with the C -end of Tmall and other platforms.

During the epidemic, we also got the help of the online platform. For example, we made a joint custom model with Tmall this year, and the sales were very good.

In the past two years, under the catalytic of factors such as lazy economy and epidemic home, the prefabricated dishes have become hot. Although head companies such as Hema, Ding Dong buying vegetables, Yonghui Supermarket, and Haidilao have successively entered the game, it has not reached the point of vicious competition.

Because the market potential is too great, in my opinion, it is a good thing to cultivate the market together.

In the next stage, we will consolidate crayfish and become older brothers. I hope that users can "think of Corli -Logue".

Workers apply for a suspension, all the members carry hard, optimize the supply chain without end

ADA 90s underwear industry curious person in charge of Misce supply chain Shanghai Shanghai

We are doing underwear. Shanghai is our base camp. R & D, operation, and warehouses are here. In the two months of being closed, almost nothing can be done.

But I have a strong resistance to stress, and I have never collapsed, but I have gained a lot of movement.

When the factory stopped working in the second month, the director and the employees took the initiative to apply not to pay the salary. They must work with the company to support the most difficult moments.

The factory director was a post -70s sister. This year was the fourth year of her employment. The two founders were particularly moved.

The production side is also affected, and the material may be stuck in the middle. One of the raw materials was closed for 21 days during the transit, seriously dragging the production progress.

In addition to the factory's stop work, the logistics has also been disconnected for several months, resulting in a decline in the volume of orders, and more returns.

After resumption of work on June 1st, we have to digest the backlog order and handle the return of the return. We must also prepare 618 new, and at the same time to fight three tough battles.

To this end, all staff are adjusted to the 007 combat mode. Many employees of other positions will also come to the warehouse to help pack and ship.

Workshop workers are sewing clothes

Although I am very tired, I am also very happy. Everyone was blocked for a few months. It was almost broken. I could face it again and fight together. I cherish it. Now when I think of this scene, I am still full of movement.

In the end, we caught up with the progress. This year's sales of Tmall 618 are even higher than estimated.

In fact, compared with sales, I personally pay more attention to that the supply chain has adopted the ultimate test again.

Since its entrepreneurship in 2013, the company has developed smoothly and has never encountered such a big man.

I joined the company in 2015. At that time, the brand was already TOP5 on Taobao underwear. In 2017, after being invited to enter Tmall, annual sales quickly achieved a large leap from millions to hundreds of millions.

In the process, the supply chain, as the "big rear" that supports the brand running forward, is also continuing to advance.

But this process is extremely trivial. Unlike the market development, it is not explosive, but the flexible ability of daily random response.

Last year, the factory had exploded once, and some styles also broke out. After the rapid adjustment of the ranking plan, the out -of -stock style is given priority to production, and this problem is quickly solved.

To optimize the supply chain, we will also use external forces.

In 2020, we cooperated with rhinoceros. The production cycle of some orders could be shortened from about two months to one month or even ten days.

For example, the tailoring session, normally, require two to three skilled workers to assist together, but with the help of smart machines, it only needs one person to operate, the speed is much faster, and the labor cost is reduced a lot. There is no end to the supply chain optimization, just like upgrading and playing monsters, we are still exploring.

Looking back at the past three years, the epidemic has brought a lot of challenges, and it has forced us to grow rapidly. We have carried the epidemic. What other storms will be over in the future? Intersection

Believe in the Chinese economy, plan to get off the grassroots in the future

Yin Tao's post -90s food industry empty intention supply chain leader Shanghai Shanghai

I firmly believe that food is always just needed regardless of the epidemic.

During the 618th promotion this year, the company became the TOP10 of the Food Category of E -commerce Platform. Among the top ten, we may be the youngest brand.

It looks "easy to win", but in fact, it is not lucky and effort.

In the past three years, it has grown high, which to a large extent, because we cut a good track.

After the epidemic, many catering stores cannot open normally. What should I do if I want to eat? Empty is a new choice, which is very convenient and delicious. Therefore, for three consecutive years, we are all Tmall's pasta.

Of course, the epidemic has also brought us a lot of challenges, and we cannot fight without preparation.

Shanghai is actually our particularly important market. In the first half of this year, in the first half of this year, how to open up logistics in Shanghai for several months to meet Shanghai customers is the top priority.

To this end, at the beginning of the control, we opened the Shanghai city distribution business to deploy logistics resources to ensure that the product can be delivered to Shanghai customers as soon as possible.

At the same time, we also conducted full communication with many courier companies, including SF, Post EMS, etc., and try to select the best links, such as in a certain area, preferably the fastest distribution scheme.

The platform is also optimizing the rules simultaneously to release the supply chain pressure. This year's 618 promotion, Tmall launched a pre -sale design, and ironing the explosive growth to a longer cycle. It can plan production capacity in advance and avoid the explosion of stocks, or the backlog of goods.

Because of the sufficient preparation, during the entire 618 promotion period, Shanghai sales were at least doubled than daily sales. Most orders were achieved on the same day and the next day.

Although there were many challenges during the epidemic, the company was optimistic from top to bottom.

I agree with the company's CEO Wang Yichao.

He said at the internal section that the future of the empty engraving stems from our "believe" -the believe that the Chinese economy will get better and better. I believe that the level of mass consumption is getting higher and higher. I believe everyone is pursuing a better life.

At present, our main customers are still on the first and second lines. In the future, the consumption level of users of the three, four, and five lines is getting stronger and the quality of life is getting higher and higher. At that time, we will follow the trend and enter a more grass -roots market.

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