Under the impact of factors such as the debt crisis of real estate enterprises, rising production costs, and fluctuations in the first chain, Roman Enterprises, which was founded in 2000, has bucked the trend in recent years, and has achieved the good results of "3 years of epidemic and 3 years of growth" with strong corporate strength and good capital flow support.
Founded 23 years ago, Roman Enterprise now has two intelligent production bases, covering an area of nearly 1,000 acres, with a total annual production of 48 millionThe company has 3,500 production and sales personnel, with rich categories and complete specifications, and sells well in 95 countries and regions around the world. In the list of the world's top 100 ceramic sanitary ware (fiscal year 2022) released by Taocheng Daily, Roman Enterprise ranked 76th, and was also selected as one of the top 30 ceramic tile production capacity in China.
The most difficult moment is often the best way to test the strategic determination and high-quality development achievements of enterprises. In the context of overcapacity and intensified competition, why can Roman enterprises continue to achieve growth?Liu Shenghong, chairman of Roman Enterprises, summed up three "growth rules": insist on doing a good job in products, let dealers make money, and focus on customer needs.
Robust, high-quality, characteristic products, international brand ......Over the years, Roman enterprises have kept pace with the times and continued to build their own advantageous labels. In the face of the blind expansion of the ceramic industry, the first war and other chaos, Liu Shenghong emphasized that "there is no shortcut to the development of enterprises", and he also put forward a lot of views on topics such as channel transformation, product innovation, and international market development.
In the face of the rational return of the real estate market, strengthening risk management and control has become the choice of more enterprises, and Roman enterprises have always adhered to steady operation for many years, and the proportion of engineering channels does not exceed 10%. But we're still doing something down-to-earth instead of making quick money. ”
Liu Shenghong emphasized that there is no shortcut to the development of enterprises. "Some companies want to go faster, do some high-risk things, work closely with real estate, fight ** wars, take credit, and even lend money to others. They hollowed themselves out, and (money) came too quickly all at once, and many companies were not willing to take the difficult road. It is very difficult to develop products and find directions, and it is very difficult to cultivate dealers and walk through multiple channels. ”
Watermelons are easy to pick up, but it's also easy to lose a watermelon, a real estate company doesn't cooperate with you, how much is the loss?It's hard to pick up sesame seeds, but it's also hard to drop a lot of sesame seeds at once, and dropping one or two sesame seeds doesn't have that much impact on the business. ”
Liu Shenghong believes that the development of enterprises cannot blindly pursue expansion, but should practice solid internal skills and pursue high-quality development. "In the past, our ceramic industry wanted to 'become bigger', and only focused on large and scale effects. In fact, if you make the enterprise stronger, it will naturally be bigger. "Many years ago, everyone engaged in kilns, more kilns is more business, large kilns are large production capacity, I said that kilns are not productivity, innovation is productivity. ”
For the increasingly fierce ** war, Liu Shenghong believes that this is the practice of "killing a thousand enemies and losing eight hundred".
Some companies say that I don't make money to seize the market first, and if I don't make money, I am playing hooliganism, and I am destroying the market, and if you don't make money or even lose money, you have to fight with others, and you will be injured, others will be injured, and the industry will also be injured. ”
Fighting the first war is the easiest thing, price reduction has a short-term effect, but there is no profit, there is no scientific research funding, no innovation power, how can the enterprise last?Enterprises have no development stamina, and blindly making quick money is looking for a dead end. ”
To this end, Liu Shenghong has always insisted that the enterprise should take the route of high-quality development. "If you don't go up, it's hard for businesses to survive. Competition is very cruel, we must eliminate some enterprises that do not conform to the laws of the market, so that the industry can enter a state of benign and orderly competition. ”
Abandoning the manufacturer cooperation model of pressing goods, making payments, and dunning payments, Roman Enterprises practices the concept of "manufacturer integration" by reducing ex-factory prices, not pressing goods, and teaching customers to sell goods. "The ex-factory price of our products is not high, and it is necessary to let the customer have a little space and profit in order for him to survive. "Many companies set their own ** very high, asking customers to reduce prices, engaging in rebates, and pressing goods, all of which are routines. We want to make everyone earn money and do a good job in service, so that customers can have confidence. ”
In recent years, many ceramic enterprises have begun to optimize the channel structure and gradually return to the core of retail channel promotion. In this regard, Roman Enterprise has been adhering to the win-win path of manufacturers for many years, and has done practical things for dealers through multi-channel assistance.
Support dealers to go through multiple channels, rather than (requiring dealers) to open as many stores. Now the store is useless, there are no door-to-door customers, and the cost is high. Let dealers save costs to build teams and expand channels. ”
We have a dedicated dealer service team to analyze why your goods can't be sold, where your customers are in, and where to go. ”
Today, there are more than 1,500 stores in China, and Elizabeth Tile also has 1,300+ service terminal outlets in China.
The manufacturer is one, and it is the relationship between skin and hair, so everyone should be together to achieve a win-win situation and empathy. ”
An excellent enterprise is the excellent customers of the enterprise and the excellent combat team of the enterprise. We just supply ammunition, the people on the front line are not excellent, is it possible for your enterprise to be excellent?”
Since its establishment in 2000, Roman Enterprise has actively implemented the strategic deployment of brand globalization. At present, Roman has set up brand stores in Malaysia, Thailand, the Philippines and other countries, and has set up distribution outlets in the United States, Canada, Italy, Japan, South Korea, Turkey, Australia, Thailand, Vietnam and other countries, and its products sell well in 95 countries and regions around the world.
Romantic Vietnam Coastal Phong***
Elizabeth Vietnamese brand store.
Liu Shenghong believes that China's ceramic enterprises should go out and adhere to quality and high-end is the key. "The domestic market is not good, and going abroad also depends on quality. We can't do low-end tiles in Vietnam, India, Brazil, Africa and other countries, where the ceramic output is large, cheap, and your products have no advantage in the past. ”
To this end, Roman enterprises have been exporting with their own brands and optimizing the structure of export products, creating an international, high-end brand image, and the export products are mainly high-quality products independently developed, designed and produced, so as to grasp the market bargaining power and initiative. "To do high-end, we can still grab a little share of the Italian high-end market, after all, their production costs are high, and we still have a chance to grab some food in their hands. ”
Since its establishment, Roman Enterprise has always adhered to innovation as the driving force and quality as the cornerstone. Taking its brand Roman Tik Tiles as an example, since 2000, the first porcelain all-over small bricks, Roman Dick Tiles have been crowned by the industry as the "King of Small Tiles". Since then, the industry's first 300*800mm three-dimensional mold bricks, 600*1350mm Amprui series, 56° high white bottom marble tile series, and this year's 900*1800mm [Huanxiang series], the research and development of each generation of innovative products of Roman Dick ceramic tiles are committed to promoting the breakthrough of industry technology and the iteration of design aesthetics.
In terms of production, Roman enterprises have invested in building a higher standard of international high-standard green intelligent manufacturing factory, introduced advanced technology at home and abroad, implemented a strict environmental protection management system, established an intelligent manufacturing system and a green production system, and established a strong production capacity guarantee for the road of brand building, which has also become a strong confidence for the brand to be inexhaustible.
With its characteristic products and excellent quality, Roman enterprises have gradually started brand awareness from being well-known at home to abroad, and fully interpreted the enterprise spirit of "long-termism".