锦工品牌怎么样 申请店铺
锦工是山东锦工有限公司的品牌。
“锦工风机”诞生于2002年，是典型的传统企业转型互联网+案例。作为一家传统制造罗茨鼓风机的企业，于2012年开始将销售渠道逐步转身互联网，网站上线仅200天，在百度、阿里巴巴销售额排名跃居第一名，罗茨鼓风机行业跻身前十名。公司产品广泛用于环保、电力、水利、化工、建材、粮食、养殖环保水处理、气力输送等行业部门。主要用户为各大电厂、水泥厂、污水厂、环保企业和各大设计院等。
2015年公司与德国SEVNZ公司签署协议并成功换股，共同开发国内磁悬浮鼓风机、磁悬浮分子泵、漩涡高压风机等高端空气设备市场。德国森兹公司的前身SEVNZCO.LTD，创立于1907年德国柏林，而后总部迁往至英国伦敦，不过，其生产基地至今仍在德国。森兹为100多个国家的能源及基础设施、工业提供空气设备的整体解决方案，在环保领域也拥有着强大的市场能力。2012财年，森兹在欧洲的总营收达到14亿欧元，在10多个国家拥有超过2000多名员工。
公司为了响应国家节能环保、互联网+的号召，积极开发节能高效产品，并将销售全部搬到互联网平台上，获得市场的认可，取得较好成绩。同时公司对于产品出口上继续加大力度，专门成立海外部，通过国外参展，互联网平台等，采取走出去请进来的模式，扩大产品在海外的知名度，提高产品出口销售比例，也取得不菲成绩。
随着企业市场份额的不断增长，规模效应日益凸现，公司将一如既往地把“人和为本，高效为先!”作为企业永恒的动力，坚持科技进步，不断开拓创新.
“锦工风机”诞生于2002年，是典型的传统企业转型互联网+案例。作为一家传统制造罗茨鼓风机的企业，于2012年开始将销售渠道逐步转身互联网，网站上线仅200天，在百度、阿里巴巴销售额排名跃居第一名，风机行业跻身前十名。“锦工风机”如何快速崛起的呢？
定位精准，严控品质
虽然在2012年1月26日正式上线时，主推罗茨风机类产品，但“锦工风机”的定位是“多品类的纯互联网风机品牌”，周立东介绍，他们还能做回转式鼓风机、多级离心鼓风机、风机隔音罩、风机变频控制器等高压风机姊妹产品。
在还很注重低价的电子商务领域，“锦工风机”有鲜明的品牌化色彩，从锦工的经营和营销上，可以明显看出，它拿来吸引用户首当其中的卖点已经不是价格，而是风机质量和服务。
对于风机用户来说，网购风机一个很大的问题是产品质量和售后服务。为了解决这两个问题，“锦工风机”的做法是，先尽量缩短供应链。这样，一方面缩短商品到达用户的时间，另一方面增强产品质量的可控性。“锦工风机”的供应链管理采取的是核心环节自主，非核心外包合作的方式。首要的核心环节当然就是产品技术和品质管理。
“锦工风机”在全国范围内寻找风机配件的供货商，统一采取订单式合作，保证配件的最佳品质，通过换股、收购股权的方式取得多家生产企业的控制权，配件到货后，委托这些企业生产加工成半成品，在这里，还增加了一个检验环节。检验合格，方可组装测试。然后，生产出的成品被送回锦工位于山东的封装工厂中，等待整机测试出库。这时，用户要订购时，第一时间能派单发货。这样大大减少了货期，更能保证产品的质量，并且取得价格优势。
精致服务，用户至上
“海底捞你学不会”已经是一句大家耳熟能详的话了，对于消费者来说，这个学不会里最直观的感受就是“服务”。“锦工风机”似乎也在往这个方向靠拢。吃过海底捞的朋友一定对里面提供的橡皮筋、眼镜布、婴儿车等印象深刻。“锦工风机”不仅把风机设计得好用，精心包装。而且在它的木箱中还会附带一些实用的附属品。比如消声器、弹性接头、单向阀甚至是地脚螺栓等等，风机常用的配件基本上都能在这个木箱里找到。如果还有特殊要求，还可以增加隔音罩降低噪音，也可以加装变频控制器来远程控制变频调速。在线上，客服人员还会化身私家小秘时不时地跟客户卖个萌，“指导一下技术，问候一下使用情况”。
“锦工风机”大有誓要将所有环节都做到极致的架势，而且还是一对一的服务。这个“一对一”的基础是对用户的了解。周立东介绍，他们筛选目标用户的方式主要依赖于软件识别：客户购买的单价、二次购买频率、购买产品是什么、是几次购买、有哪些建议等等。识别出了这些，客户每次购买“锦工风机”产品所得到的服务都会有所提高。
“锦工风机”在物流方面也做了大量工作，将在全国范围内建设四个物流发货中心，位于全国不同省份的三个仓库都有备货。标准化风机全国7天内到货，已实现60%的地区可在3天左右送达。
“便宜是最基本的，最重要是服务。只有做好服务，用户才能沉淀下来，否则销量全部都是无用的。”周立东表示，2016年“锦工风机”要为客户提供惊喜，真正的和用户互动，回馈客户。
全面加强后端建设
“锦工风机不缺钱，拥有良好的现金流。但我们希望在品牌后端进行更大的投入，为未来的发展奠定基础。”周立东表示，在2012年之前人们认为电商只是渠道，实际上电商可以改变传统产业中存在的问题，实现产业升级。电商大大缩短了商品从生产到销售之间的流通链条和时间，还砍掉经销商分利、仓储物流费、店铺租金等中间环节，降低传统行业居高不下的销售费用，让利终端用户，而且产品信息也变得更加透明，可以进行风机产品质量追溯。
据悉，“锦工风机”将成立更加专业的风机研究院，进行高端风机研发。周立东认为，以往风机研发的角度，多是如何提高风机的效率。现在，由于电商大大降低了个性化订制风机的成本，研究方向除向智慧高效节能质量方面努力外，将集中一部分力量研究如何让风机更加适合用户。
“锦工风机“还将建设更加专业的风机检测中心，进一步保障风机质量。此外，周立东表示，锦工将继续完善信息化系统，进行研究和开发。将互联网技术真正应用到市场经营中。分析用户信息和行为，了解客户潜在需求，方便对客户进行个性化服务。
周立东认为，后端力量才是品牌真正的价值所在，互联网品牌是在和传统品牌进行竞争，所以更要加强后端的力量。
建设特色风机生态链
周立东还介绍，锦工风机的内部使命是共建互联网时代的特色风机生态链。该生态链将铸件商、配件商、加工企业、电商平台、用户都连接在一起，并且产生新的价值。该链条能够指导供货商的生产，选择生产符合市场需求的产品，还能使客户获得低价格、高品质的风机。
2015年公司与德国SEVNZ公司签署协议并成功换股，共同开发国内磁悬浮鼓风机、磁悬浮分子泵、漩涡高压风机等高端空气设备市场。德国森兹公司的前身SEVNZCO.LTD，创立于1907年德国柏林，而后总部迁往至英国伦敦，不过，其生产基地至今仍在德国。森兹为100多个国家的能源及基础设施、工业提供空气设备的整体解决方案，在环保领域也拥有着强大的市场能力。2012财年，森兹在欧洲的总营收达到14亿欧元，在10多个国家拥有超过2000多名员工。
公司为了响应国家节能环保、互联网+的号召，积极开发节能高效产品，并将销售全部搬到互联网平台上，获得市场的认可，取得较好成绩。同时公司对于产品出口上继续加大力度，专门成立海外部，通过国外参展，互联网平台等，采取走出去请进来的模式，扩大产品在海外的知名度，提高产品出口销售比例，也取得不菲成绩。
随着企业市场份额的不断增长，规模效应日益凸现，公司将一如既往地把“人和为本，高效为先!”作为企业永恒的动力，坚持科技进步，不断开拓创新，为实现企业长远发展目标“树百年锦工、创世界品牌”再铸辉煌！
“锦工风机”诞生于2002年，是典型的传统企业转型互联网+案例。作为一家传统制造罗茨鼓风机的企业，于2012年开始将销售渠道逐步转身互联网，网站上线仅200天，在百度、阿里巴巴销售额排名跃居第一名，风机行业跻身前十名。“锦工风机”如何快速崛起的呢？
定位精准，严控品质
虽然在2012年1月26日正式上线时，主推罗茨风机类产品，但“锦工风机”的定位是“多品类的纯互联网风机品牌”，周立东介绍，他们还能做回转式鼓风机、多级离心鼓风机、风机隔音罩、风机变频控制器等高压风机姊妹产品。
在还很注重低价的电子商务领域，“锦工风机”有鲜明的品牌化色彩，从锦工的经营和营销上，可以明显看出，它拿来吸引用户首当其中的卖点已经不是价格，而是风机质量和服务。
对于风机用户来说，网购风机一个很大的问题是产品质量和售后服务。为了解决这两个问题，“锦工风机”的做法是，先尽量缩短供应链。这样，一方面缩短商品到达用户的时间，另一方面增强产品质量的可控性。“锦工风机”的供应链管理采取的是核心环节自主，非核心外包合作的方式。首要的核心环节当然就是产品技术和品质管理。
“锦工风机”在全国范围内寻找风机配件的供货商，统一采取订单式合作，保证配件的最佳品质，通过换股、收购股权的方式取得多家生产企业的控制权，配件到货后，委托这些企业生产加工成半成品，在这里，还增加了一个检验环节。检验合格，方可组装测试。然后，生产出的成品被送回锦工位于山东的封装工厂中，等待整机测试出库。这时，用户要订购时，第一时间能派单发货。这样大大减少了货期，更能保证产品的质量，并且取得价格优势。
精致服务，用户至上
“海底捞你学不会”已经是一句大家耳熟能详的话了，对于消费者来说，这个学不会里最直观的感受就是“服务”。“锦工风机”似乎也在往这个方向靠拢。吃过海底捞的朋友一定对里面提供的橡皮筋、眼镜布、婴儿车等印象深刻。“锦工风机”不仅把风机设计得好用，精心包装。而且在它的木箱中还会附带一些实用的附属品。比如消声器、弹性接头、单向阀甚至是地脚螺栓等等，风机常用的配件基本上都能在这个木箱里找到。如果还有特殊要求，还可以增加隔音罩降低噪音，也可以加装变频控制器来远程控制变频调速。在线上，客服人员还会化身私家小秘时不时地跟客户卖个萌，“指导一下技术，问候一下使用情况”。
“锦工风机”大有誓要将所有环节都做到极致的架势，而且还是一对一的服务。这个“一对一”的基础是对用户的了解。周立东介绍，他们筛选目标用户的方式主要依赖于软件识别：客户购买的单价、二次购买频率、购买产品是什么、是几次购买、有哪些建议等等。识别出了这些，客户每次购买“锦工风机”产品所得到的服务都会有所提高。
“锦工风机”在物流方面也做了大量工作，将在全国范围内建设四个物流发货中心，位于全国不同省份的三个仓库都有备货。标准化风机全国7天内到货，已实现60%的地区可在3天左右送达。
“便宜是最基本的，最重要是服务。只有做好服务，用户才能沉淀下来，否则销量全部都是无用的。”周立东表示，2016年“锦工风机”要为客户提供惊喜，真正的和用户互动，回馈客户。
全面加强后端建设
“锦工风机不缺钱，拥有良好的现金流。但我们希望在品牌后端进行更大的投入，为未来的发展奠定基础。”周立东表示，在2012年之前人们认为电商只是渠道，实际上电商可以改变传统产业中存在的问题，实现产业升级。电商大大缩短了商品从生产到销售之间的流通链条和时间，还砍掉经销商分利、仓储物流费、店铺租金等中间环节，降低传统行业居高不下的销售费用，让利终端用户，而且产品信息也变得更加透明，可以进行风机产品质量追溯。
据悉，“锦工风机”将成立更加专业的风机研究院，进行高端风机研发。周立东认为，以往风机研发的角度，多是如何提高风机的效率。现在，由于电商大大降低了个性化订制风机的成本，研究方向除向智慧高效节能质量方面努力外，将集中一部分力量研究如何让风机更加适合用户。
“锦工风机“还将建设更加专业的风机检测中心，进一步保障风机质量。此外，周立东表示，锦工将继续完善信息化系统，进行研究和开发。将互联网技术真正应用到市场经营中。分析用户信息和行为，了解客户潜在需求，方便对客户进行个性化服务。
周立东认为，后端力量才是品牌真正的价值所在，互联网品牌是在和传统品牌进行竞争，所以更要加强后端的力量。
建设特色风机生态链
周立东还介绍，锦工风机的内部使命是共建互联网时代的特色风机生态链。该生态链将铸件商、配件商、加工企业、电商平台、用户都连接在一起，并且产生新的价值。该链条能够指导供货商的生产，选择生产符合市场需求的产品，还能使客户获得低价格、高品质的风机。
Jingong is the brand of Shandong Jingong Co., Ltd. "Jingong fan" was born in 2002, and is a typical Internet plus case of traditional enterprise transformation. As a traditional manufacturer of Roots blower, in 2012, the sales channel began to gradually turn to the Internet. The website has been online for only 200 days, ranking No.1 in Baidu and Alibaba sales, and roots blower industry ranked in the top ten. The company's products are widely used in environmental protection, electric power, water conservancy, chemical industry, building materials, grain, aquaculture, environmental water treatment, pneumatic transmission and other industries. The main users are power plants, cement plants, sewage plants, environmental protection enterprises and major design institutes. In 2015, the company signed an agreement with German sevnz company and successfully converted shares to jointly develop domestic high-end air equipment markets such as maglev blower, maglev molecular pump, vortex high-pressure fan, etc. Sevnzco.ltd, the predecessor of German SENZ company, was founded in Berlin, Germany in 1907, and its headquarters moved to London, England. However, its production base is still in Germany. SENZ provides integrated solutions for energy, infrastructure and industry in more than 100 countries, and has strong market capacity in the field of environmental protection. In fy2012, SENZ's total revenue in Europe reached 1.4 billion euros, with more than 2000 employees in more than 10 countries. In response to the call of the state's energy conservation, environmental protection and Internet plus, the company has actively developed energy-efficient products and has moved all the sales to the Internet platform, gaining market recognition and achieving good results. At the same time, the company continued to increase its efforts in product export, set up a special overseas market, through foreign exhibitions, Internet platforms, etc., to take the mode of "go out and invite in", expand the popularity of products overseas, improve the proportion of product export and sales, and also made great achievements. As in the past, the market share of enterprises is increasing and the scale effect is becoming increasingly prominent. The company will always regard "people first and efficiency first" as the eternal power of enterprises, and insist on scientific and technological progress and continuous innovation. "Jingong fan" was born in 2002, and is a typical transformation Internet plus case. As a traditional manufacturer of Roots blower, the company began to turn its sales channel to the Internet gradually in 2012. The website only went online for 200 days, ranking first in sales of Baidu and Alibaba, and the fan industry ranked in the top 10. How does "Jin Fan" rise rapidly? Precise positioning and strict quality control. Although the roots blower products were mainly promoted when it was officially launched on January 26, 2012, the positioning of "KINGONG blower" was "a multi category pure Internet blower brand". Zhou Lidong introduced that they can also be used as high-pressure blower sister products such as rotary blower, multi-stage centrifugal blower, fan sound insulation cover, fan frequency conversion controller, etc. In the field of e-commerce, which also attaches great importance to low price, "Jingong fan" has a distinctive brand color. From the operation and marketing of Jingong, it can be seen clearly that the first selling point it attracts users is not the price, but the quality and service of the fan. For fan users, a big problem of online purchase is product quality and after-sales service. In order to solve these two problems, "Jingong fan" approach is to shorten the supply chain as much as possible. In this way, on the one hand, the time for goods to reach users is shortened, on the other hand, the controllability of product quality is enhanced. The supply chain management of "Jin Gong fan" adopts the way of independent core links and non core outsourcing cooperation. The first core link is product technology and quality management. "Jin Gong fan" seeks suppliers of fan accessories all over the country, adopts order type cooperation in a unified way to ensure the best quality of accessories, obtains the control right of multiple production enterprises through share exchange and acquisition of equity, and entrusts these enterprises to produce and process semi-finished products after the arrival of accessories. Here, an inspection link is added. Only after the inspection is qualified can the assembly be tested. Then, the finished products are sent back to the packaging factory in Shandong Province, waiting for the whole machine to be tested and delivered out. At this time, when users want to order, they can send orders for delivery at the first time. In this way, the delivery time is greatly reduced, the quality of products can be guaranteed, and the price advantage can be obtained. Refined service and user first "you can't learn from Haidilao" is a well-known saying. For consumers, the most intuitive feeling of this learning is "service". "Kam fan" seems to be moving in this direction. Friends who have eaten Haidilao must be impressed by the rubber band, glasses cloth, baby carriage and so on. "Jingong fan" not only designs the fan well, but also carefully packs it. Besides, some practical accessories will be attached to its wooden case. For example, muffler, elastic joint, one-way valve and even anchor bolt, etc., the common accessories of fan can be found in this wooden box basically. If there are special requirements, it can also increase the sound insulation cover to reduce noise, or it can be equipped with a frequency converter controller to remotely control the frequency conversion speed regulation. Online, the customer service staff will also act as a private secretary to sell cute products to customers from time to time, "guide the technology and greet the usage". "Kam fan" has vowed to make all links to the ultimate posture, but also one-to-one service. This "one-to-one" is based on the understanding of users. According to Zhou Lidong, the way they screen the target users mainly depends on software identification: the unit price of the customer's purchase, the frequency of the second purchase, what is the product to be purchased, how many times to purchase it, and what are the suggestions, etc. With these identified, the customer will get better service every time they buy "Kam Gong fan" products. "Jingong fan" has also done a lot of work in logistics. It will build four logistics delivery centers nationwide, and three warehouses located in different provinces of the country have stock. The standardized fans will arrive in 7 days in China, and 60% of the areas that have achieved the goal can be delivered in about 3 days. "Cheapness is the most basic and the most important is service. Only by providing good service can users settle down, otherwise the sales volume will be useless. " Zhou Lidong said that in 2016, "Jingong fan" should provide customers with surprises, truly interact with users and give back to customers. Strengthen the back-end construction in an all-round way. "Jingong fan is not short of money and has good cash flow. But we hope to invest more in the back-end of the brand and lay the foundation for future development. " Zhou Lidong said that before 2012, people thought that e-commerce was just a channel. In fact, e-commerce can change the problems existing in traditional industries and achieve industrial upgrading. E-commerce greatly shortens the circulation chain and time from production to sales of goods, and cuts down the intermediate links such as profit sharing of dealers, warehousing and logistics fees, shop rent, etc., reducing the high sales costs of traditional industries and benefiting the end users. Moreover, the product information becomes more transparent, which can be used to trace the quality of fan products. It is reported that "Jingong fan" will set up a more professional fan Research Institute for high-end fan research and development. According to Zhou Lidong, in the past, the angle of fan research and development was mostly how to improve the efficiency of fans. Now, as e-commerce has greatly reduced the cost of personalized customized fans, the research direction will focus on how to make fans more suitable for users, in addition to efforts to smart, efficient and energy-saving quality. "Jingong fan" will also build a more professional fan testing center to further guarantee the quality of fans. In addition, Zhou Lidong said that brocade industry will continue to improve its information system and conduct research and development. Apply Internet technology to market operation. Analyze user information and behavior, understand the potential needs of customers, and facilitate personalized service for customers. Zhou Lidong believes that the back-end power is the real value of the brand, and Internet brands are competing with traditional brands, so we should strengthen the back-end power. Zhou Lidong also introduced that the internal mission of Jingong fan is to build a featured fan ecological chain in the Internet era. The ecological chain links casting manufacturers, accessories manufacturers, processing enterprises, e-commerce platforms and users, and produces new value. The chain can guide the production of suppliers, select products that meet the market demand, and enable customers to obtain low price and high quality fans. In 2015, the company signed an agreement with German sevnz company and successfully exchanged shares to jointly develop domestic high-end air equipment markets such as maglev blower, maglev molecular pump, vortex high-pressure fan, etc. Sevnzco.ltd, the predecessor of German SENZ company, was founded in Berlin, Germany in 1907, and its headquarters moved to London, England. However, its production base is still in Germany. SENZ provides integrated solutions for energy, infrastructure and industry in more than 100 countries, and has strong market capacity in the field of environmental protection. In fy2012, SENZ's total revenue in Europe reached 1.4 billion euros, with more than 2000 employees in more than 10 countries. In response to the call of the state's energy conservation, environmental protection and Internet plus, the company has actively developed energy-efficient products and has moved all the sales to the Internet platform, gaining market recognition and achieving good results. At the same time, the company continued to increase its efforts in product export, set up a special overseas market, through foreign exhibitions, Internet platforms, etc., to take the mode of "go out and invite in", expand the popularity of products overseas, improve the proportion of product export and sales, and also made great achievements. With the continuous growth of the market share of the enterprise and the increasingly prominent scale effect, the company will, as always, take "people first, efficiency first!" as the eternal power of the enterprise, adhere to scientific and technological progress, continue to explore and innovate, and create brilliance for the realization of the long-term development goal of the enterprise "building a century of brocade industry, creating a world brand"! "Jingong fan" was born in 2002, and is a typical Internet plus case of traditional enterprise transformation. As a traditional manufacturer of Roots blower, the company began to turn its sales channel to the Internet gradually in 2012. The website only went online for 200 days, ranking first in sales of Baidu and Alibaba, and the fan industry ranked in the top 10. How does "Jin Fan" rise rapidly? Precise positioning and strict quality control. Although the Roots fan products were mainly promoted when it was officially launched on January 26, 2012, the positioning of "KINGONG fan" was "multi category pure Internet fan brand". Zhou Lidong introduced that they can also be used as high-pressure fan sister products such as rotary blower, multi-stage centrifugal blower, fan sound insulation cover, fan frequency conversion controller, etc. In the field of e-commerce, which also attaches great importance to low price, "Jin Gong fan" has a distinctive brand color. From the operation and marketing of Jin Gong, it can be seen clearly that the selling point of it to attract users is not the price, but the quality and service of fan. For fan users, a big problem of online purchase is product quality and after-sales service. In order to solve these two problems, "Jingong fan" approach is to shorten the supply chain as much as possible. In this way, on the one hand, the time for goods to reach users is shortened, on the other hand, the controllability of product quality is enhanced. The supply chain management of "Jin Gong fan" adopts the way of independent core links and non core outsourcing cooperation. The first core link is product technology and quality management. "Jin Gong fan" seeks suppliers of fan accessories all over the country, adopts order based cooperation to ensure the best quality of accessories, and obtains more through share exchange and share acquisition
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