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Due to the increasingly fierce competition in the auto parts market, sometimes a small mistake in decision-making often leads to major irreparable corporate failures. In today's auto parts market management increasingly professional, comprehensive logistics and e-commerce means are maturing today, what kind of business model is more suitable for business development, auto parts market in the future development of where to? This is a question worthy of automakers to think about.
In order to achieve profit growth and scale expansion, in the situation of increasing market entrants and falling profits, reducing costs has become an option that all industries and various business methods have to consider. However, the best option for reducing costs is not “hardwareâ€, not just the reduction of the cost of the monomer, but in various “software†and kung fu, that is, the relative cost reduction is the best for the enterprise. The choice of way. Therefore, business managers should consider the difference in thinking, work hard from the scale of management, and institutional innovation.
Unstoppable trend of chain operations
The development of chain operations has undoubtedly become one of the consensuses of many entrepreneurs engaged in auto parts operations. Through the linkage, companies can better play the advantages of the channel, and their scale business goals can be realized quickly, and the advantage of the brand can be quickly established among the market and consumers. When it comes to chain management, Mr. Geng Liang, Secretary General of the China Chain Store Management Association, agrees with the development of chains in auto parts distribution and distribution companies, but he particularly emphasized the importance of replication and control in chain operations. In terms of franchise chain, Yan Liang emphasized: "The profit model of your shop must be established. If you can't make profit, you can talk to the investor and the investor will not let you join."
Of course, the goals and objectives of each chain company are different. Liang Liang, for example, says that Michelin has established a network of franchisees for the stability of its product sales channels, that is, the introduction of other services while selling its products. In this way, Michelin will form a comprehensive, multiple profit point.
In terms of control, Yan Liang believes that without a certain amount of controllability, it is impossible to guarantee the normal operation of each store. Like NAPA, the largest auto parts distribution company in the United States, it operates more than 6,000 chain stores and has the ability to deploy 300,000 kinds of spare parts. It does not have an accurate and timely information system and logistics distribution system. It is very important for such a large scale to realize healthy operation. Hard to imagine.
Hypermarkets will represent the future direction
As for the future direction of the auto parts market, Mr. Lin Lei, president of Xinhuaxin Market Research Consulting Co., Ltd., made it clear that chain auto supply supermarkets will emerge, followed by chain supermarkets, and they will become more important forces in auto parts distribution; and we are familiar with it. The form of auto parts market (auto parts city) will also exist, and it is still one of the three forces.
Lei analyzed and compared the current auto parts market (auto parts city) with several other business types. He believes that in the control of the power, maintenance capacity, sales ability and the transparency of the price of Auto Parts City is low, but only in the variety and low price of Auto Parts City also has an advantage. Therefore, from an overall perspective and overall environmental analysis, Auto Parts City is to lose to other business models headed by hypermarkets.
So, how to do auto parts city? Lei has also developed a “pharmacy†for the future of auto parts city: First, auto parts city has achieved market share through strategic alliances with some merchants; secondly auto parts city maintains its advantages by constantly improving the ability of merchants; third is auto parts city Through the transformation of the right to operate, a hypermarket model has been established.
Among the above three methods, lei believes that the third way of converting auto parts into a chain of hypermarkets is a fundamental solution to the problem, but it is a leapfrog radical model that is difficult to implement and needs to be taken. The great risk and the scarcity of talent scarcity. The second is the mode of self-improvement. It is actually a mode of improvement. It requires Auto Parts City and its merchants to be intensive, but it cannot solve the problem of competitive disadvantages; The model is closest to the existing auto parts city model. The resources they occupy are also similar. It can realize the common expansion of Auto Parts City and merchants, and form an effective and reasonable distribution of Auto Parts City to achieve more professional goals.
The direction is clear and the situation is clear. So why haven't we seen which hypermarkets have become industry leaders? In response, LEI said that based on the experience of foreign multinationals entering China, the time they spent in launching a project in China was roughly three to five years because they spent a year to understand the market and started to apply training. Talent; The other year will have to plan, and begin to start the layout; the third stage began to enter the market, when the real force is about three years later.
Although we haven't seen any "wolf" running in the yard, do you believe this 3-5 years from lei? If you think this is the case, shouldn't you be prepared?
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