摘要
格兰仕公司在广东中山市的生产基地里，曾有一个青草如茵的足球场，如今，在它的上面却搭起来高高的脚手架，数根钢板交错着直冲云霄。开电动车的格兰仕女工，载着参观者从旁边堆满建筑材料的小路上穿过，她告诉大家：“生活电器的产能不够用了，只好把足球场改成生产车间，老板要求100天后建成。”
Chinese household appliance maker Galanz Group seemed to have dodged the attack of the financial crisis in 2009. While the whole country was fighting the negative increase in foreign trade, Galanz delivered positive growth in all product exports, and its total sales growth of 2009 is expected to reach 30% compared to the previous year. How can such an export-oriented company achieve this when facing the economic downturn? In the fourth quarter of 2008, Galanz also encountered order shrink and cancelation. What's worse was that China's home appliance makers applied homogeneity operation; most of them deliver slim profits as subcontractors for international brands. Galanz then increased sales to cover costs and generate bigger margins, and turned those orders with loss potential profitable. It raised domestic sales on one hand, and on the other, sought more orders with low prices as well as applying a new sales model, brand licensing, on the international market. Inside the company, it practiced a flat management model so as to improve efficiency and swiftly address the market demands. But it also has to face problems such as risk control, low price, and sales strategies. It seems it's the time for Galanz to conduct a thorough reform.
