O preço é só uma das estratégias possíveis

Até os bifes estão a dar a volta nos têxteis, como escrevemos há dias, agora, uma nova contribuição sobre o que está a acontecer.

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Um exemplo (aposta no design):

"The new currency in the textile industry is ideas and the Thornber design team is at the heart of the company's success as it creates contemporary designs inspired by both traditional sources and their own creativity.

Outro exemplo (aposta em novos sectores de actividade. Os apoios, as "parques escolares" atrasam esta procura de uma alternativa):

""About three years ago we decided to convert to tuft grass, artificial grass," explains Mr Morrison. "We make 150,000 square metres a year. There is big demand, for school playing fields, and so on."
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And who decided on this change?
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"The tufted carpet market decided," Mr Morrison says. "We became less competitive. We had to survive, and grass was the alternative."" 

 Outro exemplo (diversificação da actividade):

"Diversification to survive is what David Collinge's company John Spencer Textiles in Blackburn also had to do."

Outro exemplo (desenvolvimento de marca própria):

"John Spencer Textiles survived, and more recently, they have pursued a different strategy to future-proof their business.

"We developed our own brand with furnishings and home textiles so we are no longer dependent on other people coming to us for business, we can generate our own," said Mr Collinge.
"This was a dramatic move, but it was the only way to go, to make a name for ourselves."

Outro exemplo (inovação nos materiais):

"Lance Mitchell, of Mitchell Interflex in east Lancashire, remains optimistic about the future of the textiles industry.
"Modern fibres are being developed all the time - McLaren cars are based on a woven product, and the next generation of aircraft, they say, will be woven. The industrial side of fabrics is fascinating," he said."

Outro exemplo (pequenas séries de produtos exclusivos- flexibilidade, proximidade, design):

"In the town of Nelson, only one of 60 cotton weaving plants remains - S Dawes Weaving, now owned by Stephen Shepherd, who bought it in 2005.
At first things went well, but then the recession hit the business hard, and only 15 of the 25 staff remain. They are surviving by making exclusive and expensive fabrics, often in small runs. ... She is at the heart of a new sort of ingenious, flexible, stylish textile industry, no longer concerned with size and scale alone."

E para terminar, até o factor preço está a mudar

""The tide is starting to turn. There is a rebalancing that's starting," he said.
"Chinese costs are rising faster than British costs, so anyone who is fending off competition from the Far East is finding that it's getting easier.""

Um exemplo da panóplia de estratégias que podem ser seguidas num dado sector.
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E a sua empresa, aposta no preço ou numa outra alternativa? E a sua empresa, as suas pessoas e processos estão alinhados com essa escolha?
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Trechos retirados de "Lancashire leads new British textile manufacturing revival"