經(jīng)濟(jì)低迷時(shí)期的六大增長(zhǎng)戰(zhàn)略
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發(fā)掘“抗經(jīng)濟(jì)衰退型”客戶 ????眼下經(jīng)濟(jì)低迷，這個(gè)時(shí)候進(jìn)軍服裝業(yè)可不是什么明智之舉。而對(duì)兩位沒(méi)有任何經(jīng)驗(yàn)的前金融服務(wù)專家而言，更是如此。然而，查理?羅斯和歐文?斯科內(nèi)普這兩位老友卻成功地在芝加哥開(kāi)辦了Salmon Cove服裝公司，主要經(jīng)營(yíng)男、女式馬球衫及其他休閑服飾。公司的客戶主要來(lái)自鄉(xiāng)村俱樂(lè)部。 ????成立于2010年的Salmon Cove計(jì)劃在未來(lái)一年內(nèi)實(shí)現(xiàn)銷售額突破100萬(wàn)美元的目標(biāo)。究其原因，一方面，Salmon Cove與資深設(shè)計(jì)師合作，其服裝的盈利空間較大；另一方面，該公司拋棄了傳統(tǒng)的百貨商店式銷售模式，采用了更加多元化的方式，其銷售渠道包括網(wǎng)絡(luò)、近40個(gè)美國(guó)頂級(jí)鄉(xiāng)村俱樂(lè)部專賣店以及生活水平相對(duì)較高的鄉(xiāng)鎮(zhèn)高檔服裝精品店等。斯科內(nèi)普稱，“這部分人經(jīng)濟(jì)寬裕，生活方式積極活躍?！碑?dāng)很多消費(fèi)者因經(jīng)濟(jì)不景氣而縮減服裝開(kāi)支時(shí)，鄉(xiāng)村俱樂(lè)部里的人們卻不會(huì)這樣做，仍然照常消費(fèi)。 |
Go after recession-resistant clients ????Launching a clothing line in the middle of the downturn might not seem like a smart move for two former financial services industry professionals without any fashion experience. But longtime friends Charlie Roth and Owen Schnaper have done it successfully at Chicago-based Salmon Cove, a retailer and wholesaler of men's and women's polos and other casual clothes aimed at the country club set. ????Founded in 2010, the company already projects more than $1 million in sales for the next 12 months. They've done it by bypassing department stores and selling their profitable line -- for which they've worked with experienced designers -- on their website and through the pro shops of about 40 of the nation's leading country clubs, as well as upscale local clothing boutiques in well-off towns. "The demographics are affluent with an active lifestyle," says Schnaper. And, while many consumers have cut back on clothes shopping since the downturn, the country club set is still spending. |
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開(kāi)拓國(guó)際市場(chǎng) ????如今，美國(guó)物流業(yè)或許正處于低迷期，但位于美國(guó)華盛頓州伊薩夸市的Red Arrow物流公司CEO莉斯?拉賽特正努力擺脫這種艱難局面帶來(lái)的負(fù)面影響。該物流公司成立于2003年，擁有12名員工，業(yè)務(wù)主要涉及船舶運(yùn)輸和現(xiàn)代物流管理領(lǐng)域，客戶大多是大型消費(fèi)品企業(yè)以及國(guó)防部門等，具有很大的盈利空間。通過(guò)業(yè)務(wù)多元化，而非局限于國(guó)內(nèi)運(yùn)輸，該公司2010年銷售額達(dá)700萬(wàn)美元（與2007年的340萬(wàn)美元相比，有所提升）。據(jù)悉，該公司追隨大客戶進(jìn)入包括亞洲、非洲以及中東地區(qū)在內(nèi)的新興市場(chǎng)；并探索出自己的經(jīng)營(yíng)策略，在這些地區(qū)繼續(xù)為老客戶提供服務(wù)?！拔蚁耄@很大程度上歸功于我們與企業(yè)客戶建立的伙伴關(guān)系。他們非常清楚我們的實(shí)力。我們只是問(wèn)：‘你們準(zhǔn)備到哪里去？我們?cè)鯓硬拍芡ㄐ?？’就是這么簡(jiǎn)單，”這位物流業(yè)資深CEO如是說(shuō)。 ????拉賽特采取的另一精明策略是：她只與同意30天內(nèi)付款的客戶合作，以避免出現(xiàn)現(xiàn)金流不穩(wěn)定的局面。 |
Try international markets ????The U.S. logistics industry may be slumping, but CEO Liz Lasater isn't letting tough conditions hurt her Issaquah, Wash. firm Red Arrow Logistics, founded in 2003. The profitable 12-employee company, which manages shipping and logistics for large consumer products companies, the defense sector and other clients, built sales to $7 million in 2010 -- up from $3.4 million in 2007 -- by diversifying beyond domestic transportation. It has done this by following big customers into growth markets like Asia, Africa and the Middle East and finding ways to serve their needs in these new locations. "It's really about building relationships with companies we have proven ourselves with, saying `Where are you going and how can we go there together?'" says the logistics industry veteran. ????Another smart strategy: Lasater avoids unstable cash flow by working only with clients who pay her within 30 days. |
