Price is not the only competitive strategy in the printing industry
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In June this year, together with the Taiwan delegation of the Taiwan Printing and Machine Materials Industry Association, went to mainland China to participate in a series of activities of the 2006 Shanghai All-India Exhibition. The planning of the entire event, the environment surrounding the venue, and the related administrative measures were closely coordinated. Waiting for the show is amazing. Although there are six other international summits held at the same time in the vicinity, the implementation of the traffic control relationship has caused some inconvenience, but it has also brought the overall exhibition to a higher standard. But on the whole, China's intention to develop the printing industry and climb to the printing power is far more than any country. In Shanghai in June 2006, the printing industry was like a dazzling star industry, making all printers feel and have a good reputation.
Some Taiwanese printers who traveled with the group were quite impressed by the bipolar phenomenon between Taiwan and the mainland that was hot and cold for the printing industry. We have all heard a fable, a chopstick is easy to break, and it is difficult to break a large chopstick. But the Taiwanese printing industry seems to be different from this fable story. It’s easy to go it alone, but when it comes to integration, it’s often difficult to build consensus. In the absence of a trust base for integration, it is difficult to create benefits that are in the public interest. For example, without adequate analysis of market conditions, blind investment in equipment, damage to market prices, or perhaps satisfying the interests of the moment, may gradually approach the dead end of the meager profit, and finally everyone can not make money. Another example is the Taiwanese printers who have developed in the mainland. Under the circumstances that the mainland does not open licenses, the market for most Taiwanese companies to compete for food does not deviate from the business of Taiwanese companies in other industries. It is basically tantamount to the competition model in Taiwan's domestic demand market.
In any country or industry, there is a fact that price is used as a means of competition. This is an inevitable phenomenon in the whole market. When the competition in the existing market is light, the customers will choose the more, but the goods will be compared with the three, taking the price as an important factor. If you can't do a good job in the price, it will lead to a sharp decline in profit or the product life cycle will quickly come to an end and exit the market. For the reorganization of the printing market order, we can't just stay at the stage of verbal complaints. Whether it is a big factory or a small factory, we need to work together to formulate a strategy and build consensus. At present, Taiwanese or mainland Taiwanese printers are facing the same dilemma. The way to break through the predicament is nothing more than coordination and integration, consolidation or strategic alliance, mastering the future technological trend, and improving service quality. When capacity reaches a critical point that cannot be broken, the way to change should be to include how to establish product innovation, service methods, research and development, and create new markets with old technology or machinery. Innovative applications, or replacing old processes with new technologies, adding added value to existing products to replace blind equipment competitions, establishing price mechanisms to counter vicious competition, and returning customer service to fundamentals, The customer's active, efficient and considerate service attitude, and the long-term cooperation relationship with the management system and the advantages of quality and technology, can maintain a certain profit when negotiating with the customer, not letting the customer slaughter and finally sacrificing the reputation and quality.
The author strongly believes that a bunch of eggs are placed in the same basket, it is better to pack and share the risk. Printers should be fairly sensitive to the development of the entire market and consider the possibility of developing new markets. For example, lithographic printers can think about whether to switch to existing packaging or other commercial printing markets while facing the decline in cultural printing profits. When the packaging printing market is mature, think about whether it is the key to the existing Technical mastery will be upgraded and involved in industrial printing. Don't forget that the application of printing technology is extremely extensive and the technology is constantly being updated. There are many development opportunities, just relying on correct market judgments, opportunities to master, and whether you know how to make good use of your advantages: when there is a clear market segmentation and order, you can really make everyone have money to make, and the future road will not be more Going narrower.
Compared with the printing market and development conditions in the mainland, Taiwan's limitations on the innate conditions of geography and population are insurmountable. But have Taiwanese printers ever asked themselves, are determined to be willing to cooperate with each other and build the advantages of industrial development in various ways like the mainland? We cannot deny that the achievements of the mainland printing industry today are not based on innate environmental conditions. There are considerable efforts, strategies, and willpower of unity. If Taiwan's brush makers also want to get out of the tragic situation, then it is time to start from their own companies, to break away from the vicious competition, to cooperate and look to the future, to show strength in all walks of life or even in the international market!