Chinese Shoe Enterprises Explore International Road

Shoes and Hats

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The brand development time is short, and there is no mature and referable brand internationalization development mode. At the same time, it is also influenced by the huge cultural differences between the East and the west, the restriction and interference of developed countries to M & A in China.

In view of this, the brand internationalization of enterprises has not yet formed a clear direction and path.

Despite the objective situation, China's footwear industry is still ambitious and has launched various pursuits.

Conjecture 1: "market" by "shell"

Backdoor listing is to expand the international market by acquiring international brands.

In recent years, in Japan, where brand internationalization is relatively high, enterprises have focused on speeding up M & A as the focus of overseas strategy, and Chinese enterprises have long considered takeover as the breakthrough direction of brand internationalization.

It was not until the financial crisis of 2009 that the shortcut was readily available to Chinese shoe companies.

As far as sporting goods industry is concerned, most enterprises except Nike and Adidas are not very large in scale. Chinese shoe enterprises are fully capable of purchasing, so as to quickly grasp the experience of international brand's product development, sales and management, and achieve leapfrog development.

In the past, Anta has taken FILA from BELLE, which is "integrating the dominant resources in the largest range", in order to make the acquisition brand and its own brand produce a good complementary synergy effect, thus contributing to the internationalization of the independent brand.

Indeed, the acquisition of existing brands means not only acquiring valuable resources such as brand goodwill, design strength, market identity, marketing network, etc., but also entering the international mainstream market, gaining equal opportunities to dialogue with foreign enterprises, and helping domestic enterprises achieve the internationalization of corporate governance.

However, according to statistics, the success rate of international brands is up to 50% at the time of acquisition and merger.

From "TCL" acquisition of "Alcatel", "ASUS" acquisition of "SIEMENS mobile phone business" and "CNOOC" acquisition of some failed international activities such as "Unocal" and "Haier" acquisition of MATTEL, the risks come from several aspects: mergers and acquisitions enterprises are mostly deficit enterprises (such as IBM of Lenovo's acquisition, BenQ's acquisition of SIEMENS, and TCL's acquisition of Thompson). Although acquisition of vulnerable brands will not necessarily lead to failure (such as P & G's acquisition of SK- II, acquisition, etc.), the extent to which local shoe enterprises can withstand the initial loss of brand internationalization is still a question mark.

Secondly, the cultural integration requirements brought about by mergers and acquisitions pose a great challenge to the management capabilities of Chinese enterprises, which is still an insurmountable chasm.

In view of this, the industry has suggested that although cross-border M & A is still an important means to enhance the ability of the brand to grow internationally, Chinese shoe enterprises can not take M & A as the only means of enterprise development.

Internationalization should not only consider its own resources, economic scale, brand effect, supply chain management capability, financial risk resisting ability and core technology, but also prevent some uncontrollable and so-called "Pan politicization" events.

When Kotler visited Wenzhou in 2003, he suggested that the internationalization process of enterprises should not focus solely on brand exports, but should use capital exports to acquire famous large chain stores with good distribution networks in Europe and the United States at the best time.

Because, in the value chain of marketing, the profits of manufacturers account for only 15% of the total value, while the brand added value accounts for 35%, while the distribution profit accounts for 50%.

Conjecture two: "ladder" on the "road"

It is a mutually beneficial strategy based on equal cooperation to solve the problem of channel laying at the initial stage of internationalization, which is to help speed up the pace of entering the other countries and facilitate the integration into the other country's market system.

Whether it is AOKANG's two-way access to GEOX and VALLEVERDE, or YOUNGOR and NEXT, CK, Nike and others.

Yan Feng, an associate professor of Shanghai Jiao Tong University, thinks that this pattern has the following characteristics: in equal and equal cooperation, this means that both sides must share the market of the other side (even if the other side is globalized) and technology, and gain high profits of the brand equally. In the cooperation of brands, cooperation must preserve the brand of the other side and bear the responsibility of maintaining and developing the other party's brand.

In this way, the network and maintenance responsibility of the other party become the "cultural cradle" of local brands, not only

There is another kind of joint venture cooperation in two-way access, which is worth considering.

That is to say, local shoe enterprises take part in cooperation with foreign influential enterprises through joint venture and cooperation, and sell their products with partners in the international market network.

For example, the Tianjin dynasty wine is a Sino French joint venture, the partner is the famous French Remy Martin company, and the dynasty brand belongs to the Chinese side.

The cooperation agreement is responsible for the export of 10% of the dynasty wine by Remy Martin.

Thanks to the sound marketing network of Remy Martin in Europe, dynastic wine soon opened the market in France and other European countries.

Conjecture three: "boat" by "water"

Ai Feng, a well-known brand expert, said that the development of overseas market by Chinese local enterprises is not only focused on independent innovation, but also on the market by product characteristics. The most important thing is to develop the effect of regional brand.

For example, French perfume, Italy.

Last year, in the wake of the financial crisis, many regions in the country launched a regional tug of development under the guidance of the government or trade associations, and achieved remarkable results in response to the crisis.

So, in the process of going out, can local shoe companies combine their strengths and integrate their respective advantages into the international market?

After all, even on the road to international market, even with strong resource advantages and facing a new and unfamiliar market, individual combat is still difficult.

If we embrace the development of Confederation, we can not only increase attractiveness and bargaining chips, but also enhance our strength. We can even invite relevant government departments or trade associations to communicate with local governments and sign cooperation agreements, so as to reduce the uncertainties that enterprises may face after entering factories.

But there are also problems in front of Chinese shoe companies. Because of previous practices, the image of Chinese shoes in the international market is not high.

The implementation of similar Japanese brand internationalization is not good enough. Secondly, Chinese shoe enterprises do not have a very good integration in China. The industry concentration degree is not too high, and the gap of development level is bigger. Thirdly, in last year's development of various regions, it also showed that leading enterprises were unwilling to be weaker than their own enterprises, leading to team internal.

Conjecture four: "wind" by "awning"

The practice of western countries has proved that the government's role in guiding, supporting and standardizing brand development is beyond doubt.

The government should not only strengthen the national brand image, but also strengthen the cultivation, service and protection of local brands, accelerate the formation of a number of independent brands with international competitiveness, and cultivate the "seed" of international brands.

At the same time, we should also focus on the global, strengthen the macro guidance to the enterprises with relatively mature conditions in the form of capital export, and provide multi-level, multi angle services to promote their healthy development.

In addition, the government needs to provide risk protection for enterprises to "go out". It should not only monitor the political and economic environment abroad, strengthen the research on international politics, economic situation and investment environment, formulate measures for the prevention and treatment of safety risks, but also monitor the international market and provide decision-making information for enterprises.

However, in addition to these long-term mechanisms and macro policies, more shoe companies hope that the government can solve the current development difficulties from the support of funds so as not to miss the best opportunity.

According to some enterprises' reaction, because of the high cost of overseas operation, in the first three years of operation, it can almost be a loss.

If the enterprise can survive the first three years, then the situation in fourth years will be better, but "the bottleneck of capital makes many enterprises fail to hold on".

In response, Li Minrong, director of the development and research center of the Fujian Provincial People's government, put forward the idea: can the government set up a brand fund to provide international financial assistance to enterprises with certain brand awareness and influence?

　　該企業在取得國際化成功后，必須回饋一部分資金到創品牌基金中，從而幫助更多的企業走向國際化，這可以在整體上創造一個良性循環的品牌國際化氛圍，有望大大推動本土品牌國際化進程。