National Free Service Hotline:

400-8077-886

搜索
确认
取消
imgboxbg

NEWS

Business scope: Production and sales: tin cans, packaging materials, packaging boxes; sales: metal products

Current position:
Homepage
/
/
When your delivery date is delayed, teach you how to deal with customers correctly

When your delivery date is delayed, teach you how to deal with customers correctly

  • Categories:Company news
  • Author:
  • Origin:
  • Time of issue:2020-10-28 14:57
  • Views:

(Summary description)Inforeigntradework,price,qualityanddeliverytimecanbesaidtobethethreecoreaspects.    Althoughweoftentalkaboutthewordsprice,qualityanddeliverytime,andtheimportanceofthesethreeisalreadyacliché,butIfeelthatinfact,manyforeigntradesalesmenpaytoomuchattentiontopriceandquality,butnotreallyPayenoughattentiontodeliverytime.   Manyforeigntradesalesmenhaveencounteredthisproblem:thenumberofcustomerordersincooperationisgettinglessandless,untilonedaytheysuddenlylosecontactandbreakthecooperation.SoIbegantofigureoutwhy,isitbecausethepriceishigh?(Uneasyandhurryuptowincustomersatlowprices)Orthequalityisnottoohard?   Infact,manyforeignbuyersdonotchangesuppliersbecauseofhighpricesandpoorquality,andalargepartofitisbecauseoffrequentdelaysinsupplierdelivery.   Seeingthatmanyfriendsareconfusedaboutbeingurgedbycustomersanddelayeddeliverybysuppliers,Iwouldliketosharemyexperiencewithyouasfollows: 1.Don'tturnthecustomer'sproblemintoyours.   Letmegiveanexample:   TherewassuchaFrenchcustomerwhorarelyrespondedtoemails.Whenhehasanorderplan,hewillsendanemailaskingfortheprice.Nottomentionthelowprice,andthedeliverytimeistight.   Forexample,itnormallytakesabout50daystomakeabiscuittinboxwithahighcabinet,butthecustomerrequires30daysfordelivery.Forourcustomizedproducts,thedeliverytimecannotbesofast.Iaskedhimwhythedeliverytimeofeachorderissotight.   Customerssaythattheeconomicsituationisnotgoodandtheydarenotmakeinventory(moreandmorecustomersaredoingthisnow),sotheycanonlyorderthespotforeachorder.Inaddition,hisclientrequires60daysfordelivery,sohecanonlygiveus30daysfordelivery.   Ididsomecalculations.Normally,ittakes3-4daystowaitfortheadvancepaymentafterthePIisissued,andthentoordertherawmaterialsandpackagingmaterials.Ittakes7days.Afterthiscalculation,10daysaregone.Thensomeproductionarrangementsandadjustmentsmaybemade.Itisimpossibletoarrangetheproductionofthecustomer'sorderimmediately.Itmaybeadifferenceof3or4daysbeforetheofficialproductionstarts.Thenthereisonlyabout10daystoproduce,whichisbasicallyimpossibletocomplete.PIsend---Transferadvancepayment---RCV3-4daysPurchasematerial&packaging----RCV7daysTimeofwaitingforproduction----3-4daysProductionperiod------25daysTOTAL:about40days.Asyoucansee,wecandeliverinabout40days.ButgenerallyIhavetoaddabufferperiodofatleast7-10days.Therefore,Iusuallyquoteadeliverytimeof50days.Thecustomersaidthatthedeliverydatewastoolateandhecouldnotacceptit.IsaidI’msorry,ourbestdeliverytimeis50days,butwewilltrytocoordinatetheproductionplanbetterandstrivefordeliveryafewdaysearlier.Thecustomerisstilldissatisfied,sayingthatthelastdeliverytimewassolong,whichcausedhiscustomer’sinventorytorunoutofstockandcouldonlyreplenishthesupplyfromthelocalmarket.Ihadnochoicebuttotellhimthatforsomeproductswithalongdeliveryperiod,hiscustomersareaskedtochecktheinventoryregularly.Ifthereareorders,pleaseplaceafewdaysinadvance,sothatsubsequentsaleswillnotbeaffected.Isuggesttocustomerstodivideahighcabinetintotwosmallcabinetsandshiptheminbatches.Thecustomerignoredmysuggestionandcontinuedtocomplain,sayingthatourdeliverytimeislongerthanothersuppliers.   IsaidthatIunderstandyourfeelings,butthefactisthattheorderstatusandproductionplanofeachsupplierarethesame.Pleaseconsidermyprevioussuggestions.   Thecustomercontinuedtocomplain,andfinallysaid:weneedmorerespect.Youshoulddosomethingtoimprovethesituation.   Atthattime,itwasalready9o'clockintheevening,andIwasstillworkingovertimeintheoffice.Feelingalittleupset,sohequicklyreplied:Youdeserverespectwhileweneedmoreunderstanding.We'veworkedforoneyearsandyouareclearsuchhand-madeproductsneedmorelabortime.It'sreallyupsetforustomakeurgentorder.Theworkneedtobearrangedinadvance.Thecustomerrepliedtotheemail,Youareright,Iwilltalkwithmyclienttoplaceorderinadvanceforfutureorders.Butthistime,myclientreallyneedgoodsurgently.Soplsmakethefirst20ftcontainerin20daysok?Thecustomermadeacompromiseandsaidthatitcouldacceptdeliverywithin20daysatmost.ButthefactoryandImadeacalculation,sothatourdeliverytimeisstilltootight,unlessweworkovertimetocatchupthegoods.   Aftercomprehensiveconsideration,Istilldecidednottotakeordersreluctantly(theactualcustomerprofitisnotverygood).ItoldthecustomerthatIhavenowaytoconfirmthisorder,andthedeliverytimeistootighttoensuretimelydelivery.   Dobusiness,youmusthaveagoodattitude(Ialwaysemphasize),becausethisisparticularlyimportantforthehealthygrowthofaforeigntradesalesperson.Youcan'tbeangrywhenthecustomerisangry,andyoucan'tbeanxiouswhenthecustomerisanxious(manytimesyouareanxioustodobadthings).Iftheorderisreluctantlyaccepted,andthedeliveryisnotmadeontimeintheend,whenthecustomerdesperatelyurgesthedeliverydate,thepressureandpainatthattimearefargreaterthanthepleasureoftakingtheordertemporarily.ThereisanotherreasonwhyIamnotwillingtoacceptordersreluctantlybecausetheprofitisnotverygood.Iftheordersyoureceivearealwaystheselow-profit,high-demandorders,Ithinkitwilleventuallywearoutmostofyourenergy,whichisreallyworthless.   Forourforeigntradesalesmen,howshouldweweighorders?Ipersonallythinkthat:Goodproductionarrangements,fastshipmen

When your delivery date is delayed, teach you how to deal with customers correctly

(Summary description)Inforeigntradework,price,qualityanddeliverytimecanbesaidtobethethreecoreaspects.    Althoughweoftentalkaboutthewordsprice,qualityanddeliverytime,andtheimportanceofthesethreeisalreadyacliché,butIfeelthatinfact,manyforeigntradesalesmenpaytoomuchattentiontopriceandquality,butnotreallyPayenoughattentiontodeliverytime.   Manyforeigntradesalesmenhaveencounteredthisproblem:thenumberofcustomerordersincooperationisgettinglessandless,untilonedaytheysuddenlylosecontactandbreakthecooperation.SoIbegantofigureoutwhy,isitbecausethepriceishigh?(Uneasyandhurryuptowincustomersatlowprices)Orthequalityisnottoohard?   Infact,manyforeignbuyersdonotchangesuppliersbecauseofhighpricesandpoorquality,andalargepartofitisbecauseoffrequentdelaysinsupplierdelivery.   Seeingthatmanyfriendsareconfusedaboutbeingurgedbycustomersanddelayeddeliverybysuppliers,Iwouldliketosharemyexperiencewithyouasfollows: 1.Don'tturnthecustomer'sproblemintoyours.   Letmegiveanexample:   TherewassuchaFrenchcustomerwhorarelyrespondedtoemails.Whenhehasanorderplan,hewillsendanemailaskingfortheprice.Nottomentionthelowprice,andthedeliverytimeistight.   Forexample,itnormallytakesabout50daystomakeabiscuittinboxwithahighcabinet,butthecustomerrequires30daysfordelivery.Forourcustomizedproducts,thedeliverytimecannotbesofast.Iaskedhimwhythedeliverytimeofeachorderissotight.   Customerssaythattheeconomicsituationisnotgoodandtheydarenotmakeinventory(moreandmorecustomersaredoingthisnow),sotheycanonlyorderthespotforeachorder.Inaddition,hisclientrequires60daysfordelivery,sohecanonlygiveus30daysfordelivery.   Ididsomecalculations.Normally,ittakes3-4daystowaitfortheadvancepaymentafterthePIisissued,andthentoordertherawmaterialsandpackagingmaterials.Ittakes7days.Afterthiscalculation,10daysaregone.Thensomeproductionarrangementsandadjustmentsmaybemade.Itisimpossibletoarrangetheproductionofthecustomer'sorderimmediately.Itmaybeadifferenceof3or4daysbeforetheofficialproductionstarts.Thenthereisonlyabout10daystoproduce,whichisbasicallyimpossibletocomplete.PIsend---Transferadvancepayment---RCV3-4daysPurchasematerial&packaging----RCV7daysTimeofwaitingforproduction----3-4daysProductionperiod------25daysTOTAL:about40days.Asyoucansee,wecandeliverinabout40days.ButgenerallyIhavetoaddabufferperiodofatleast7-10days.Therefore,Iusuallyquoteadeliverytimeof50days.Thecustomersaidthatthedeliverydatewastoolateandhecouldnotacceptit.IsaidI’msorry,ourbestdeliverytimeis50days,butwewilltrytocoordinatetheproductionplanbetterandstrivefordeliveryafewdaysearlier.Thecustomerisstilldissatisfied,sayingthatthelastdeliverytimewassolong,whichcausedhiscustomer’sinventorytorunoutofstockandcouldonlyreplenishthesupplyfromthelocalmarket.Ihadnochoicebuttotellhimthatforsomeproductswithalongdeliveryperiod,hiscustomersareaskedtochecktheinventoryregularly.Ifthereareorders,pleaseplaceafewdaysinadvance,sothatsubsequentsaleswillnotbeaffected.Isuggesttocustomerstodivideahighcabinetintotwosmallcabinetsandshiptheminbatches.Thecustomerignoredmysuggestionandcontinuedtocomplain,sayingthatourdeliverytimeislongerthanothersuppliers.   IsaidthatIunderstandyourfeelings,butthefactisthattheorderstatusandproductionplanofeachsupplierarethesame.Pleaseconsidermyprevioussuggestions.   Thecustomercontinuedtocomplain,andfinallysaid:weneedmorerespect.Youshoulddosomethingtoimprovethesituation.   Atthattime,itwasalready9o'clockintheevening,andIwasstillworkingovertimeintheoffice.Feelingalittleupset,sohequicklyreplied:Youdeserverespectwhileweneedmoreunderstanding.We'veworkedforoneyearsandyouareclearsuchhand-madeproductsneedmorelabortime.It'sreallyupsetforustomakeurgentorder.Theworkneedtobearrangedinadvance.Thecustomerrepliedtotheemail,Youareright,Iwilltalkwithmyclienttoplaceorderinadvanceforfutureorders.Butthistime,myclientreallyneedgoodsurgently.Soplsmakethefirst20ftcontainerin20daysok?Thecustomermadeacompromiseandsaidthatitcouldacceptdeliverywithin20daysatmost.ButthefactoryandImadeacalculation,sothatourdeliverytimeisstilltootight,unlessweworkovertimetocatchupthegoods.   Aftercomprehensiveconsideration,Istilldecidednottotakeordersreluctantly(theactualcustomerprofitisnotverygood).ItoldthecustomerthatIhavenowaytoconfirmthisorder,andthedeliverytimeistootighttoensuretimelydelivery.   Dobusiness,youmusthaveagoodattitude(Ialwaysemphasize),becausethisisparticularlyimportantforthehealthygrowthofaforeigntradesalesperson.Youcan'tbeangrywhenthecustomerisangry,andyoucan'tbeanxiouswhenthecustomerisanxious(manytimesyouareanxioustodobadthings).Iftheorderisreluctantlyaccepted,andthedeliveryisnotmadeontimeintheend,whenthecustomerdesperatelyurgesthedeliverydate,thepressureandpainatthattimearefargreaterthanthepleasureoftakingtheordertemporarily.ThereisanotherreasonwhyIamnotwillingtoacceptordersreluctantlybecausetheprofitisnotverygood.Iftheordersyoureceivearealwaystheselow-profit,high-demandorders,Ithinkitwilleventuallywearoutmostofyourenergy,whichisreallyworthless.   Forourforeigntradesalesmen,howshouldweweighorders?Ipersonallythinkthat:Goodproductionarrangements,fastshipmen

  • Categories:Company news
  • Author:
  • Origin:
  • Time of issue:2020-10-28 14:57
  • Views:
Information
In foreign trade work, price, quality and delivery time can be said to be the three core aspects.
 
      Although we often talk about the words price, quality and delivery time, and the importance of these three is already a cliché, but I feel that in fact, many foreign trade salesmen pay too much attention to price and quality, but not really Pay enough attention to delivery time.
      Many foreign trade salesmen have encountered this problem: the number of customer orders in cooperation is getting less and less, until one day they suddenly lose contact and break the cooperation. So I began to figure out why, is it because the price is high? (Uneasy and hurry up to win customers at low prices) Or the quality is not too hard?
      In fact, many foreign buyers do not change suppliers because of high prices and poor quality, and a large part of it is because of frequent delays in supplier delivery.
      Seeing that many friends are confused about being urged by customers and delayed delivery by suppliers, I would like to share my experience with you as follows:
 
1. Don't turn the customer's problem into yours.
      Let me give an example:
      There was such a French customer who rarely responded to emails. When he has an order plan, he will send an email asking for the price. Not to mention the low price, and the delivery time is tight.
      For example, it normally takes about 50 days to make a biscuit tin box with a high cabinet, but the customer requires 30 days for delivery. For our customized products, the delivery time cannot be so fast. I asked him why the delivery time of each order is so tight.
      Customers say that the economic situation is not good and they dare not make inventory (more and more customers are doing this now), so they can only order the spot for each order. In addition, his client requires 60 days for delivery, so he can only give us 30 days for delivery.
      I did some calculations. Normally, it takes 3-4 days to wait for the advance payment after the PI is issued, and then to order the raw materials and packaging materials. It takes 7 days. After this calculation, 10 days are gone. Then some production arrangements and adjustments may be made. It is impossible to arrange the production of the customer's order immediately. It may be a difference of 3 or 4 days before the official production starts. Then there is only about 10 days to produce, which is basically impossible to complete .
PI send ---Transfer advance payment --- RCV 3-4 days
Purchasematerial & packaging ---- RCV 7 days
Time ofwaiting for production ---- 3-4 days
Productionperiod ------ 25 days
TOTAL: about40 days.
As you can see, we can deliver in about 40 days. But generally I have to add a buffer period of at least 7-10 days. Therefore, I usually quote a delivery time of 50 days. The customer said that the delivery date was too late and he could not accept it. I said I’m sorry, our best delivery time is 50 days, but we will try to coordinate the production plan better and strive for delivery a few days earlier. The customer is still dissatisfied, saying that the last delivery time was so long, which caused his customer’s inventory to run out of stock and could only replenish the supply from the local market. I had no choice but to tell him that for some products with a long delivery period, his customers are asked to check the inventory regularly. If there are orders, please place a few days in advance, so that subsequent sales will not be affected. I suggest to customers to divide a high cabinet into two small cabinets and ship them in batches. The customer ignored my suggestion and continued to complain, saying that our delivery time is longer than other suppliers.
      I said that I understand your feelings, but the fact is that the order status and production plan of each supplier are the same. Please consider my previous suggestions.
      The customer continued to complain, and finally said: we need more respect. You should do something to improve the situation.
      At that time, it was already 9 o'clock in the evening, and I was still working overtime in the office. Feeling a little upset, so he quickly replied:
You deserve respect while we need more understanding. We've worked for one years and you are clear such hand-made products need more labor time. It's really upset forus to make urgent order. The work need to be arranged in advance.
The customer replied to the email,
You areright, I will talk with my client to place order in advance for future orders.But this time, my client really need goods urgently. So pls make the first 20ftcontainer in 20days ok?
The customer made a compromise and said that it could accept delivery within 20 days at most. But the factory and I made a calculation, so that our delivery time is still too tight, unless we work overtime to catch up the goods.
      After comprehensive consideration, I still decided not to take orders reluctantly (the actual customer profit is not very good). I told the customer that I have no way to confirm this order, and the delivery time is too tight to ensure timely delivery.
      Do business, you must have a good attitude (I always emphasize), because this is particularly important for the healthy growth of a foreign trade salesperson. You can't be angry when the customer is angry, and you can't be anxious when the customer is anxious (many times you are anxious to do bad things). If the order is reluctantly accepted, and the delivery is not made on time in the end, when the customer desperately urges the delivery date, the pressure and pain at that time are far greater than the pleasure of taking the order temporarily. There is another reason why I am not willing to accept orders reluctantly because the profit is not very good. If the orders you receive are always these low-profit, high-demand orders, I think it will eventually wear out most of your energy, which is really worthless.
      For our foreign trade salesmen, how should we weigh orders? I personally think that: Good production arrangements, fast shipments, no entanglement, and orders that do not take up too much energy and resources are good orders, so that customers can turn orders quickly. Even if you earn a small amount of this kind of order, you don't have to worry about it. After an order is shipped, are there any new orders? Production is busy recently, please consider making arrangements as soon as possible if you have an order.
      If the delivery time of the order is tight, the profit is not good, and it is troublesome to receive the order and packaging, this type of order is really worthless unless it is highly profitable. It’s hard work and thankless, so I sold an atomic bomb with a lot of effort, and the money I made was only enough to buy a pot of braised eggs. Isn’t that necessary?
      Later, the customer didn't reply, and I didn't care. Two days later, he sent an email agreeing to my suggestion to distribute the goods in batches, and asked me to send PI, requesting delivery as early as possible.
      In this example, it can be seen that due to our relatively long delivery period, the customer has passed an urgent or anxious emotion to us (emotions can be contagious). If you are eager to take orders, you will also become very anxious and ignore some problems. The customer quietly kicked us the problem of his untimely purchasing. If the salesperson's heart is not strong enough, it is easy to compromise quickly. If you cannot deliver the goods on time, you will face the blame from the customers. The untrustworthy customers will not be worth the loss.
      So I want to say, to be an efficient and principled foreign trade sales, we must find ways to help customers solve problems, but don't turn customer problems into yours.

Relevant information

2021 Xinyu Can Making Staff Team Building Activities
See more information 白箭头 黑箭头
Xinyu Can Manufacturing Co., Ltd. has a group of senior professional and technical personnel and management backbones who have been engaged in the can manufacturing industry for many years, and has a team of employees who have undergone rigorous training,
XinyuCanCo.,Ltd.hasagroupofseniorprofessionalandtechnicalpersonnelandmanagementbackboneswhohavebeenengagedinthecan-makingindustryformanyyears,andhasateamofemployeeswhohaveundergonerigoroustraining,goodteamspiritandexcellentquality.Thecompanyintroducesadvancedcan-makingequipmentathomeandabroad,adoptsthelatestcan-makingproductiontechnology,continuouslyimprovesprocessdesign,promotestechnologicalprogress,developsnewproducts,andactivelydevelopsmarketstomeetcustomerneeds.Atpresent,thecompanyhasmanymoldsofdifferentspecificationsandsizes,packagingofproductsinvariousindustries,aswellasfoodtinboxes,gifttinboxes,etc.Themainproductsare:  (1)Tincansfordairyproducts,tinsforhealthproducts,tinsforcondimentsCans,etc.(2)Mooncaketinboxes,candytinboxes,biscuittinboxes,etc.  (3)Teatinbox,winetinbox,cigarettetinbox,etc.  (4)Variousmetalboxesforelectronicproducts,metalboxesforwatchesandclocks,finegiftpackagingboxes,etc.(5)Otherspecial-shapedpackagingboxes(cans).……Inlinewiththeservicetenetof"survivebyquality,developbyreputation"andtheprincipleofprovidingcustomerswiththebestqualityservicewholeheartedly,yoursatisfactionisourpursuit.Ifyouwantyourproducttostandoutinthemarket,pleasechooseXinyuPackaging,professionallytailor-madeforyou.Wesincerelywelcomebusinessmenathomeandabroadtocomeandwritetoustodiscussbusiness,andwecanmakeorderswithsamplesanddrawings.Wehopetocooperatecloselywithyouforcommondevelopmentandcreatebrilliant.
See more information 白箭头 黑箭头
Strengthen the management of the printing of trademarks and signs of barrel-making and can-making enterprises
Protectingtheexclusiverightsoftrademarksandcrackingdownontheproductionandsaleofcounterfeitandinferiorgoodsarethemainfunctionsoftheadministrativedepartmentsforindustryandcommerce.Regulatingtheprintingoftrademarksignsisalsotheunshirkableresponsibilityoftheindustryandcommercedepartments.Intheprocessoflawenforcement,itisnecessarytosupervisethefieldoftrademarkprinting,especiallytheproblemsexistingintheprintingprocessofthetrademarklogoofthebarrel-makingandcan-makingenterprises.Duringtheinspection,itwasdiscoveredthatthegeneralsituationoftheproductionandprocessingprocessofabarrel-makingandcan-makingcompanyis:afterthebarrel-makingandcan-makingcompanyundertakestheprocessingbusinessofproductpackaging,itpurchasesironsheets(metalmaterials)andentrustsprintingcompaniestoprint.Theneedtoprinttrademarksanddecorationsontheironsheet,sothattheoriginalironsheetbecomestheironsheetwiththetrademark,andthenreturntheprintedironsheetwiththetrademark(thesemi-finishedproductthatcanbeusedtomakethetrademarklogo)tothebarrel-makingunit.Thebarrel-makingandcan-makingunitsarethencut,welded,andassembledintobarrelsorcans.Inthisprocess,thebarrel-makingandcan-makingenterprisesoftendirectlyentrustthetrademarkprintingbusinesstotheprintingenterprisewithoutverifyingthetrademarkcertificationdocumentsprovidedbytheclient,sothatthetrademarkprintingenterprisedoesnotfulfillArticle7tothe"AdministrativeMeasuresonTrademarkPrinting".TheobligationsstipulatedinArticle10evenresultintheprintingofinfringingtrademarks.Thereareseveralviewpointsregardingthequalitativenatureoftheabove-mentionedbehaviorofthebarrel-makingandcan-makingenterprises:ThefirstviewpointisthatthebehaviorviolatestheprovisionsofArticle4(5)oftheMeasuresfortheInvestigationandPunishmentofUnlicensedBusinessOperations,thatis,exceedstheapprovedregistrationThescopeofbusinessisillegalbusinessactivitiesthatshouldbeobtainedonlyafterobtainingalicenseorotherapprovaldocuments.Thesecondviewisthatbarrel-makingandcan-makingenterprisesaretrademarksandlogoproducers,andshouldfallwithinthescopeofthe"TrademarkPrintingManagementMeasures".AccordingtoArticle11ofthe"TrademarkPrintingManagementMeasures",thelocalindustrialandcommercialadministrationThebureauorderedthebarrel-makingandcan-makingenterprisestomakecorrectionswithinatimelimitand,dependingonthecircumstances,theyweregivenawarningandimposedafineofthreetimesorlessoftheillegalincome,butamaximumof30,000yuan;iftheillegalincomewasconfiscated,afineoflessthan10,000yuanwasimposed.Therearethreereasons.First,themanufacturingofmetalpackaginginthebusinessscopeofanenterpriseactuallyincludesthemanufacturingoftrademarksigns.Therefore,itisconsideredthatthebarrel-makingandcan-makingenterprisesaretheproductionunitsoftrademarksigns.Allunitsthatproducetrademarksignsshouldabidebythe"AdministrativeMeasuresonTrademarkPrinting",andaslongastheyconstituteanactofmakingtrademarksigns,theyshouldbeincludedinthescopeofthe"AdministrativeMeasuresonTrademarkPrinting".Second,theproductionoftrademarksignsotherthanthe11printingmethodsspecifiedinArticle2ofthe"AdministrativeMeasuresonTrademarkPrinting"shallalsobedeemedtobetheactofmakingtrademarksigns.Thisisbecausethe11methodsinArticle2ofthe"AdministrativeMeasuresonTrademarkPrinting"donotexhaustthewaysofmakingtrademarksigns,sotheword"etc"inArticle2ofthe"AdministrativeMeasuresonTrademarkPrinting"isnotamodificationofthearticle,butContainsmoremethodsofmakingtrademarksigns,suchasthosemadebyembroidery,beating,cutting,weldingandothermethods,shouldalsobedefinedastheactofmakingtrademarksigns.Third,considerthatthetrademarksignisawhole,whichisformedbyacombinationofmultipleproceduresandmultipleprocessingtechniques.Takepackagingcanswithtrademarksasanexample.Afterprinting,cutting,welding,andsyntheticprocessing,itfinallybecomesapackagingwithtrademarks—“tangiblecarrierswithtrademarks”,thatis,trademarksigns.Thethirdpointofviewisthatbarrel-makingandcan-makingenterprisesdonotfallwithinthescopeoftheadjustmentsofthe"AdministrativeMeasuresonTrademarkPrinting"andonlyneedtopenalizeprintingcompaniesinaccordancewiththe"AdministrativeMeasuresonTrademarkPrinting."Oneisthat"welding"doesnotbelongtothe11typesof"printing,printinganddyeing,platemaking,lettering,weaving,sunetching,ironprinting,injectionmoulding,stamping,hotstamping,decals"listedinArticle2ofthe"AdministrativeMeasuresforTrademarkPrinting"Theprintingmethodofthetrademarksign,therefore,thebarrel-makingenterpriseweldingtheironsheetwiththetrademarkintothebarrelisnotatrademarkprintingact.Second,the"AdministrativeMeasuresforTrademarkPrinting"stipulatethattrademarkprintingunitsshouldperformtheirdutiessuchasverification,registrationandfiling,andestablishmentofawarehousesystem.Thebarrel-makingenterpriseshavenoprintingbusinessscope,soafterentrustingtrademarkprintingtoprintingenterprises,Theabove-mentionedobligationsarepassedontotheprintingcompany,andtheprintingcompanyshouldbeartheresponsibilityifthereisanyillegalact.
See more information 白箭头 黑箭头
ABOUT US
Company Profile Company culture Honor Recruitment
PRODUCTS
Rectangular can Square can Round Can Special-shaped tank Wine Jar Gifts
NEWS
Company News Industry Information Related information Exhibition News
CONTACT US
Contact us Messages

National Free Service Hotline:

400-8077-886

Online Service
Dongguan Xinyu Can Manufacturing Co., Ltd.
Dongguan Xinyu Can Manufacturing Co., Ltd.

粤ICP备12026053号   Dongguan Xinyu Can Manufacturing Co., Ltd. Copyright © 2020. . All Right Reserved Powered by www.300.cn