10 Dec Window market: characteristics and prospects
The domestic market of plastic window structures has been developing for more than twenty years. In the 90s, when PVC windows only appeared in our country, they were deservedly considered elite products. There were still very few production companies that produced them, which caused low competition. The equipment of workshops with high -tech equipment for the production of plastic windows required considerable financial investments, for which only units of manufacturers were decided. At the same time, the demand for PVC windows was relatively low, and the share of traditional wooden structures in production remained high.
The two past decades have radically changed the situation in the window market. Now the translucent constructions of PVC are widely popular among consumers, and the windows made of natural wood, on the contrary, turn into elite products due to their high cost. The advantage of glazing windows from the PVC profile gives today more than 80% of the population, while the market expands annually by 25 or more percent. Experts predict that such growth rates for the production of window products from polyvinyl chloride will remain at least until 2025.
The global economic crisis, of course, could not but affect the development of this construction industry. Many construction programs were frozen, which led to the suspension of growth and even curtailing the capacities of PVC windows production. On average, orders of manufacturers decreased by 4-5 times. Many small and medium -sized metal -plastic windows ceased to exist. The number of orders even in the field of private construction, the least sensitive to the effects of the global financial crisis, decreased. In anticipation of lowering prices for window products, people put off glazing apartments and houses until better times.
In general, the “survival” of production companies in a crisis is reduced to several typical strategies.
Conservative strategy. To a greater extent, it is used by average manufacturers who are not confident in the sufficiency of the “margin of strength” of the enterprise before the danger of new waves of the financial crisis. In this case, the company follows the path of a significant reduction in the cost of maintaining production, reducing the number of maintenance personnel to the minimum required number of key employees, the closure of tangible points, partial or even complete conservation of production. The option of dealer cooperation with stronger and stable manufacturers of window products in this region is not excluded.
Aggressive strategy. This scenario is based on a sharp decrease in products for products due to the internal financial reserves of the enterprise. Typically, such steps aimed at repulsing some customers of competing companies are undertaken by large manufacturers. In this case, the costs will quickly pay off when stabilizing the economic situation in the construction market.
Progressive strategy. It is the most balanced and at the same time, the least risky option for the development of the enterprise in difficult financial circumstances. Moreover, the inevitable reduction of production volumes is compensated by reducing the cost of its maintenance. As a rule, this is expressed in a decrease in unjustified costs, revising and reorganizing the internal structure of the company, re-equipping more economical equipment for the production of PVC windows, improvement of production, advanced training of personnel, general optimization of business processes, increasing management efficiency, etc. D. Thus, to a certain extent, you can force the crisis to work for the prospect of production.
Ultimately, a well -thought -out and balanced choice of a crisis strategy for the development of a company for the production of window products from PVC profiles is a key to maintaining the stability of production processes.
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