Sinma Refining “Wintering Technique” Achieving Business Success

With the further intensification of the global financial crisis, in 2009, the world economic situation will become more complex and changeable. The real economy, especially the clothing industry, will also be subject to greater impact, and many clothing companies will experience an unprecedented winter. Senma adjusted his attitude in a timely manner, strengthened his confidence, calmly responded to it, and actively pursued new breakthroughs with the strategic thinking of “one step ahead of others, one step ahead of others”, and achieved a good start for the company in the new year. It is understood that the total retail sales of Semima Group reached 1.06 billion yuan in January. The two brands of Semir and Balabala increased by 66% and 88% respectively compared with the same period last year. On the third working day of the new year (early on the first day of the lunar month), the Semir Group took precautions. In the beautiful Ludao-Xiamen, a work conference was held for the management of the Chinese New Year. Senior management elites set off a massive brainstorm. "The refining enterprise "winter art."

The financial crisis tests the company’s ability to respond and also tests the company’s ability to innovate. This year is Senma’s “Year of Improvement”. Its focus will be on this “five new” strategy (ie: new thinking, new image, new model, new policy, new products), vigorously tapping potential, and in-depth development with an open horizon. Examine, analyze, and grasp the domestic and international economic and social development trend, encourage reform and innovation with a more open mind, continue to vigorously strengthen brand building projects and product R&D efforts, and further improve the supply chain's ability to integrate, respond quickly, and resist risks. Steadily improve Senma's corporate competitiveness.

If we want to innovate, dare not dare to innovate, and can we innovate, it is no longer a theoretical issue but a practical issue that affects the success or failure of Semir's career. Therefore, innovation has become the central topic of Semir's "brainstorming." Senma's innovative strategic thinking has reached the goal of constantly upgrading its new corporate image, constantly optimizing its business model, continuously introducing new business policies, and continuously improving its product competitiveness.

Opportunity always favors those who are prepared. Senma's "brainstorming" first established a direction, that is, in the case of a financial crisis and a sluggish domestic economy, it is not possible to wait for changes in the environment. Instead, it is necessary to adjust the thinking, lay a solid foundation, and take active actions to overcome difficulties. The second is to reach a consensus, that is, the development of the enterprise is in line with the requirements of society. To achieve sustained and rapid development, Summa must actively adapt to the changes in the environment. Third, it must define a goal and need to promote Summa in an orderly way. The development plan for the 3rd Five-Year Plan has changed from the original rapid expansion strategy to the key development strategy, and strived to exceed 8 billion yuan in the total terminal retail sales of the Group.