Research On Export Non-price Competition Strategy Of Small And Medium-sized Home Textile Enterprises

Home textiles have always been an important part of China’s textile industry,and its export strength cannot be underestimated.From the perspective of the competition pattern of the entire home textile market,large listed companies such as Luolai and Fu Anna have always occupied most of the home textile product business.It is still a problem for small and medium-sized home textile companies that want to break through the shackles of the competition pattern.In fact,small and medium-sized home textile enterprises are an important part of the home textile industry.They play an irreplaceable role in activating the urban and rural economy and satisfying social employment.However,due to their weak overall strength,they lack core competitiveness.What’s more,as consumers have higher and higher requirements for products and services,the impact of price factors in market competition has begun to decrease,and the advantages of non-price factors have gradually become prominent.In an increasingly severe competitive environment,many difficulties such as rising labor costs,rising raw materials,and vicious competition within the industry have brought even worse practical blows to small and medium-sized enterprises that lack the advantages of scale.Therefore,the focus of small and medium-sized home textile enterprises should not only be on the domestic market.They can cater to the needs of the international market by tapping non-price competition factors such as technology,product quality,information,manpower,and management,which is conducive to competing for competitiveness in the domestic market and even the international market.At present,many home textile companies have realized the superiority and importance of non-price competition strategies in market competition,and have adopted differentiated strategies,relationship marketing strategies,target customer positioning,advertising marketing,and strategic alliances to compete for market share.In the alternative non-price competition strategy,small and medium-sized enterprises judge which strategy is more low-risk and profitable based on their comprehensive strength and the applicability of the strategy.Among them,strategic alliances bring new value creation models to themselves through the establishment of alliances between enterprises,and establish complementary channels for external resources to achieve win-win results,and become the first choice of decision-makers for small and medium-sized enterprises.This paper discusses the formation of strategic alliances of small and medium-sized enterprises and other benefits brought by theoretical combing and case studies,so as to explore the positive effects of alliance combination on enterprises and further clarify the future development goals of enterprises.Based on the case of T Company and NITORI,this article fully proves that the establishment of strategic alliances is not only to obtain stable profits,but also a process of corporate value creation,which can help companies transform the input invisible resources into their own resources and create a more indestructible competitive advantage.Especially for small and medium-sized enterprises to gain access to the international market through the alliance,with the characteristics of high efficiency and low risk,it has become a means for small and medium-sized enterprises to learn from.Conclusions: 1)Through alliances,it can help enterprises to obtain value creation in production and operation.2)Strategic alliances can help companies improve their management system,which is manifested in product quality upgrades and more mature factory inspection management.3)Through horizontal and vertical comparison,it is found that the alliance has improved the overall performance of the company.It is concluded that enterprise alliance helps to cultivate enterprise management ability and improve enterprise operation efficiency.Therefore,this article explores the long-term impact of this strategic choice on enterprises by forming strategic alliances,and explores the impact of resource input and output between enterprises in the alliance process on small and medium-sized enterprises,which will help enterprises to continuously adjust to suit their strategic interests.The alliance model has practical and reference significance for other small and medium-sized enterprises.