Shoes And Clothing Textile Industry: Mergers And Acquisitions, Opening Questions Or Solving Problems?

But for a joyful sunny day.

In fact, no matter what the result is, it is certain that "M & a" is not just a Utopia for Chinese enterprises, but it can be proved in many cases of mergers and acquisitions.

In recent years, China's textile and garment enterprises have also made frequent moves in the "M & a" market. There are, of course, the losers who are depressing and the last ones who laugh.

What moves us is that these enterprises dare to take the initiative to write an apocalypse for their successors with their own experience. They will be heroes in our eyes regardless of success or failure.

But, after the end of the wonderful duel, can our textile and garment enterprises make a deep thinking about this?

Are enterprises with M & A plans able to act in their own situations?

How to do a series of work after the completion of M & A?

Otherwise, what they can see and get is only the "gorgeous back" of YOUNGOR group's acquisition of the new Malaysia group.

"M & a", for Chinese textile and clothing enterprises, is it a problem or a problem?

　　置之死地而后生的勇氣

The M & a side is in fact a "dead end" and another form of Jedi counterattack.

If the party has more experience in one aspect, he will gain more decision-making power in this respect.

By reason, this is a normal thing. Any kind of cooperation will always have the last say.

In cooperation, though both sides are likely to be strong, in the traditional Chinese thinking, there will still be such a narrow "non you and me" viewpoint that Party B is "willing to live under people", "do not have his own right to speak" and "strength is too weak".

For mergers and acquisitions, the above situation also exists.

The only difference is that from the outset, people have more sympathy for the "M & a side", and the suspicion of the outside world is likely to be a dilemma for the M & a side.

However, a phenomenon that can not be overlooked is that the acquisition side has its own reasons for asking for M & A, for example:

Capital chain problems, operating conditions gradually deteriorating, lack of sufficient funds for the expansion of production, with the help of the strong financial strength of the M & a side to get rid of the crisis; because of poor management and other reasons, its stock value has been depressed for a long time, and its shareholders are willing to be bought at a higher price by other enterprises. If we want to realize diversified development, but we are seriously lacking in the market experience in a new field, we need to rely on excellent enterprises in this field to try to achieve cross-border development through mergers and acquisitions.

To be sure, the M & a side has some advantages in some respects compared with the M & a side.

However, this does not mean that the acquirer is not good at all. In fact, the acquirer may only be temporarily poor in capital strength, but has good management skills or sales experience and rich marketing channels.

For example, in the event of YOUNGOR's acquisition of the new Malaysia group under the US KWD (Kellwood), the new horse was in the face of a decline in profits. Only when the additional investment was difficult, did YOUNGOR extend its olive branch.

However, the strength of the new Malaysia group can not be overlooked. As the core Department of KWD, the famous clothing company of the United States, it is one of the three largest clothing giants in Hongkong. It has many production bases throughout the world, and has an experienced team of excellent designers. It has accumulated many years of domestic and foreign marketing channels and powerful logistics distribution system.

Such mergers and acquisitions more with the "strong joint" taste.

It is no doubt that the acquirer is willing to be bought and sold. It is inevitable and even helpless. The eyes of ordinary people often make it hard to say.

In fact, for the M & a side, it is necessary to discard the traditional concept of "taking advantage of others" or even "shame".

On the contrary, mergers and acquisitions show more courage for them to "kill themselves and die", and they must also take the courage.

Otherwise, even if they escape the fate of "being controlled" for a while, it will be a real dead end to wait for them not far away.

Jiang Hengjie, executive vice president of the China clothing association, once said: "global integration of resources inside and outside the industry is a new innovation in China's clothing industry.

We should overcome some backward ideas, actively explore the brand development route, find our own position, ready to integrate or be integrated. "

In today's society, fierce competition makes most enterprises unable to accurately predict their future, but mergers and acquisitions have built a platform.

On this platform, enterprises can continue to exist and grow and grow, rather than so-called "relying on others to hedge".

We may think from another angle: Although an enterprise is merged, it is "dead" on the surface, but it has gained new life from the new enterprise, but life has been extended.

As "Sun Tzu nine," said: "cast the dead and then save, sink and die."

In fact, it can be said that mergers and acquisitions have given the difficult enterprises an opportunity to "return to the Jedi".

Instead of separating the so-called strong and weak from joining the M & a side, it is better to regard them as another form of cooperation, where each side takes what they need in cooperation and finally achieves a win-win situation.

　　紡織服裝業(yè)并購中的中國式意義

The merger and acquisition of China's textile and garment industry, whether successful or not, is the most vivid annotation on the road of mergers and acquisitions.

In 2002, when China's largest plush fabric manufacturer, Shanghai Haixin Group Limited by Share Ltd acquired the Textile Division assets of the US GLENOIT company, it seemed to open up the overseas merger and acquisition of China's textile and garment industry after joining the WTO.

Over time, mergers and acquisitions (including local mergers and acquisitions and overseas mergers and acquisitions) are also known by more and more people, and foreign enterprises are no longer considered "wolf" in China.

China's textile and garment industry has suffered a lot in mergers and acquisitions, but at the same time, it also reaped its own victory and honor.

What is the implication of this process?

Facing fierce market competition and script src=>