Exploring the innovative model of customized cross-border enterprises and their supply chain relationships
In the development process of customized cross-border enterprises, model innovation is crucial. Such enterprises are often confused about their business models in the early stages of their establishment. After experiencing multiple difficulties, they gradually find a profit model that suits them. Enterprise innovation is often a passive response to market competition and demand changes, while active innovation is more challenging. Against this background, these companies have gradually diversified their business models, transitioning from the initial direct sales model to a distribution model, and selling on third-party operating platforms to meet different market needs.
In the early days, the company focused on the customization of simple gifts, and then gradually expanded to multiple categories such as clothing, footwear, and household items. In this process, the transformation from shallow customization to heavy customization has also become an important direction for enterprise development. Light customization mainly relies on machine-printed patterns and has a short production cycle, such as T-shirts and mobile phone cases; while heavy customization involves more complex production processes, such as clothing customization, which takes 3 to 5 days. This marks the gradual change of enterprises from Simple mode moves towards deeper customization.
In the process of promoting innovation, companies are actively building direct sales models and personalized customization websites. Users can upload personal pictures for customization, further improving the personalization of products. In this regard, the introduction of artists is also an important change. Currently, the company has cooperated with more than a thousand artists to combine their original designs with customizable products to provide consumers with ready-made art products or personalized customized services.
In terms of supply chain management, enterprise customization does not simply focus on the product and ignore the process. Especially in the customized market, which is mainly business men’s wear and business casual wear, unlike standard products, the promotion and sales cycle of customized products is longer, and the feedback cycle is usually 1 to 3 months, which puts higher demands on marketing strategies. Require. Although advertising requires a lot of time and energy, excellent display and communication can effectively attract consumers and increase purchase intention.
In the process of pursuing “small but beautiful” development, enterprises must take root in the depth of their business so that they can show the beauty of their products. When facing an increase in orders, companies need to sort out various links to avoid encountering bottlenecks in the production process. Obviously, the bottleneck stems from the fact that the pursuit of beauty has not reached a sufficient level. Enterprises must continue to accumulate teams, technologies, and production capabilities in order to steadily advance in market competition.
Through in-depth discussions on model innovation and supply chain management, customized cross-border enterprises can continue to innovate and change in the face of market changes to adapt to increasingly diverse consumer demands and fierce market competition. . These innovations are not only reflected in product categories and depth, but also include comprehensive control of marketing and supply chains, laying the foundation for the company’s competitive advantage in future development.