Since the beginning of this year, in the face of no substantial improvement in demand for chlor-alkali and unacceptable factors such as high raw material prices, Haohua Aerospace has effectively changed its marketing concept, shifted from extensive sales to segmented markets, and moved from overall risk prevention to classification and division. Pre-control transformation. In the first quarter, the company completed a sales revenue of 730 million yuan, and realized a profit of 15.26 million yuan, which was a year-on-year increase of 59% and 41%.
The company subdivides the target market according to the actual income level of the company. They identified high-yield areas as low-cost logistics areas in and around the province, as general revenue areas in East China, and low-yield areas in South China and other areas. Through the analysis and research of the market, the sales ratio of each region is determined, the sales volume of products in high-yield areas is increased, the sales volume in the general revenue zone is guaranteed, the sales volume in the low-yield zone is reduced or restricted, and the enterprise is reduced to the maximum extent. The operating costs. In the first quarter, the sales volume of PVC in the province and surrounding areas (high-yield areas) increased by 13,000 tons year-on-year, and the price per ton of product was 150 yuan higher than the sales price in the general revenue zone, which was a synergy for the company. Ten thousand yuan.
In addition, the company has increased the proportion of direct sales to small and medium-sized users by reducing or replacing middlemen. In the first quarter, the proportion of PVC sales of corporate direct sales households increased from 66% last year to 70%, and the number of direct sales households exceeded 100, and the sales price of small and medium-sized direct sales households PVC was 100 yuan/ton higher than middlemen or large customers, increasing profits 230 Ten thousand yuan.
In order to reduce procurement costs, the company also implemented dynamic management measures for raw material procurement, including flexible adjustment of regional procurement volume, increase of low-cost regional procurement volume, and restriction or elimination of high-cost regional procurement volume. At the beginning of this year, they temporarily abandoned the procurement of calcium carbide in high-priced areas such as Shanxi, and transferred to low-cost regions such as Inner Mongolia and Gansu, which reduced the purchase price of calcium carbide by 100 yuan per ton. As a result, the company reduced the purchase cost by 1.3 million yuan.
The company subdivides the target market according to the actual income level of the company. They identified high-yield areas as low-cost logistics areas in and around the province, as general revenue areas in East China, and low-yield areas in South China and other areas. Through the analysis and research of the market, the sales ratio of each region is determined, the sales volume of products in high-yield areas is increased, the sales volume in the general revenue zone is guaranteed, the sales volume in the low-yield zone is reduced or restricted, and the enterprise is reduced to the maximum extent. The operating costs. In the first quarter, the sales volume of PVC in the province and surrounding areas (high-yield areas) increased by 13,000 tons year-on-year, and the price per ton of product was 150 yuan higher than the sales price in the general revenue zone, which was a synergy for the company. Ten thousand yuan.
In addition, the company has increased the proportion of direct sales to small and medium-sized users by reducing or replacing middlemen. In the first quarter, the proportion of PVC sales of corporate direct sales households increased from 66% last year to 70%, and the number of direct sales households exceeded 100, and the sales price of small and medium-sized direct sales households PVC was 100 yuan/ton higher than middlemen or large customers, increasing profits 230 Ten thousand yuan.
In order to reduce procurement costs, the company also implemented dynamic management measures for raw material procurement, including flexible adjustment of regional procurement volume, increase of low-cost regional procurement volume, and restriction or elimination of high-cost regional procurement volume. At the beginning of this year, they temporarily abandoned the procurement of calcium carbide in high-priced areas such as Shanxi, and transferred to low-cost regions such as Inner Mongolia and Gansu, which reduced the purchase price of calcium carbide by 100 yuan per ton. As a result, the company reduced the purchase cost by 1.3 million yuan.
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