Division I is a trading company, which has only been engaged in the Japanese market, mainly engaged in packaging: Katomb paste boxes and cartoon paper paste boxes, accounting for about 80% of our business. Because the target customers are Japanese theme parks (Disney, Universal Studios, etc. ), with the earthquake and tsunami in Japan, this year's shipments have been affected to some extent.
65,438+0 years ago, while doing trade, the boss opened a factory, and he made 80% of the main cloth and paper boxes. At present, there are about 65,438+000 workers. Because the workers are not mature enough or the management is not in place, the profit is much lower than that of the outsourced products before. Personally, I think the expansion is a bit fast, which destroys the capital chain. In addition, this year's earthquake in Japan has also done a bit of damage to the company.
Now the boss wants to develop the domestic market and other markets and rally. Our business is done by the boss alone, and there are many purchase orders, so we are not familiar with the business. But regarding the overall development direction of the company, I think we should gradually transform from production and trade to design and sales. I have a few ideas, and I want to ask my tutor and friends to guide me:
1, RMB continues to appreciate, and domestic labor costs are rising gradually. Sooner or later, China's labor-intensive enterprises will be replaced by enterprises from Vietnam, Thailand and other countries.
2. There are tens of millions of domestic production enterprises, which are basically saturated. If our company still insists on production, I'm afraid it will go with the flow. Once there is a crisis, it will be shuffled out.
3. The economic analysis often heard seems to be that the profit of design retail is 7 times that of manufacturers. Design and retail are active, while trade and production are often passive. Without orders, it is difficult to maintain.