Shoes Dongguan Heart Mentality Turn Cold Resistance

Always at the centre of public attention.

The biggest concern is probably so far Dongguan.

How many businesses?

Is the economy of Dongguan hard hit?

From 1 to October this year, 7149 enterprises in Dongguan were closed down or moved out. Most of them were enterprises under the contract capital of one million dollars.

Among them, 689 enterprises were shut down (more than 80 due to the expiration of the lease agreement), all traditional labor intensive enterprises.

There are about 1700 enterprises in Dalang Town, and the overall impact is small. I estimate that there will be about ten or twenty.

If Dongguan really went bankrupt more than 6000 like the outside world, what is the concept?

Each town closed down more than 200.

This is impossible. "

Indeed, Dongguan has been greatly affected.

We estimate that from July 2007 to June 2010, the whole industry situation is that about 30% of enterprises will go bankrupt, and 50% of enterprises will swing between profits and losses, and the business life of 10%~15% will be better than before.

Asia

Li Peng, editor in chief of the association and editor in chief of the Asian footwear industry, told reporters.

Li Peng set foot in shoe industry in Dongguan in 1995, witnessing the rise, prosperity and downtrend of Dongguan footwear industry.

Some analysts also believe that the current collapse of enterprises will not shake Dongguan's industrial base, because the key electronic industry cluster in Dongguan's economy is still stable.

Some may not be in the main industry, but in other areas, such as real estate or non-ferrous metal futures, and these two industries have fluctuated greatly in the past one or two years, so their business is prone to problems and even bankruptcy.

Dongguan opened relatively early. Around 1985, Hong Kong and Taiwan entrepreneurs came to the mainland about 40 years old.

Now, over 20 years later, they are almost 70 years old, and the enterprises are not very small either. They often have 1000~2000 people.

Old people do not want to go any further.

In this way, factories do not make money.

Even if it closes, it doesn't matter to the boss anyway. They have made a lot of money in the early years.

Such enterprises accounted for more than 30% of the enterprises in bankruptcy.

Most of these enterprises are based on primary OEM, and their ability to resist risks is relatively weak. They are prone to encounter crises in the face of economic turbulence.

"Every enterprise is faced with different situations and different experiences. Some enterprises are just having minor ailments and can overcome the escalation. Some enterprises have suffered from cancer for a long time.

When winter came, it was frozen to death.

Chen Xi, chairman of Dongguan two hair Plush Co. Ltd. and Hongkong Ping Ping gentleman, said: "therefore, no matter which level the enterprise is, whether it is foundry, OEM or independent research and development, it must work hard in management.

Such pformation or upgrading will become a natural thing. "

First of all, enterprises must be clear about what their difficulties arise from.

Or is the corporate governance structure unable to adapt to the development of the situation?

After all, pformation is a complicated systematic project. It is not a simple decision, but a conclusion after careful consideration.

In other words, this crisis is not necessarily a bad thing for Dongguan's economy.

It may become an opportunity for Dongguan to upgrade its economy, but the government should keep clear thinking at this moment. It should not be too optimistic, but it will not be too pessimistic.

Professor Jiang Lin believes that at present, governments at all levels have issued intensive policies, which may be a bit flurried. "The government should be cautious in the current critical period. If the cause is unknown, if too many policies are introduced at the same time, the first thing is that the body function of the enterprise can not be borne. Two, different drugs may counteract their effects one by one, and the effect is half done."

But behind these, the deep contradictions about Dongguan's administrative system are rarely mentioned, and it is the inherent conflict inherent in the unique administrative division structure of Dongguan that causes Dongguan's industrial structure to be "small, scattered and chaotic" and difficult to pform.

This administrative division is only adopted in three cities in Dongguan, Zhongshan and Sanya.

The advantages of this system, in Dongguan, and the Hongkong and Taiwan businessmen came to the top, and the four wheels of the city, town, village and group were full of power in the process of attracting foreign investment. Thus, the situation of "village fires and household smoke" appeared. Now, 32 towns in Dongguan have entered the list of "the national strength of thousand strong towns".

It is called "the economy of the princes".

Professor Jiang Lin of South of the Five Ridges College of Zhongshan University summed up its characteristics as centralization of administrative system and decentralization of economic system. The reason is that the town street government in Dongguan should provide public services for residents in its jurisdiction, including education, medical treatment, social order and so on, and the related expenses mainly come from town street finance rather than municipal finance.

Therefore, the government of the town street has great autonomy and voice in the economic affairs within its jurisdiction.

Especially today, in the face of the shortage of construction land and the pressure of environmental pollution in Dongguan, the defects of this administrative division have reached the point where it can not be changed.

The city set up a special research group to strengthen the study of administrative divisions.

But more than two years later, the government has not taken any substantive measures.

Transformation is a key step in the pition: "the economy of the town streets in Dongguan is at a high level of economic prosperity and manufacturing industry is still in its prime stage. There is no problem and even institutional advantages. However, the weakness of this separatist village and town management system is obvious. That is, there is no concentration of industries. Especially when we emphasize the development of modern service industry and modern industry, we need a relatively centralized town to reflect the support of the industry service industry for the upgrading and pformation of manufacturing industry. However, the existing town street management system is not conducive to creating such a town with modern industrial concentration."

The number and problems of village groups have not changed. The real problem is that land is tightly grasped by the village group and solidified. There is no distribution mechanism for sharing interests among the towns and villages. The resources can not flow well. As a result, the power is too big to force the small powers to do things, while the small ones try to resist them passively.

After that, the interests of the game between the city and the town were reduced, and the number of dining groups was reduced, but the root cause of the conflict did not really solve.

What we need to explore is: without changing the realities of administrative divisions, is there a model that can unite the interests of cities, towns, villages and groups, and improve the comprehensive level of resource utilization from three angles of short term effect, medium-term effect and long-term effect through the idea of innovative institutional design?