China And Other Enterprises Are Aiming At The International Brand.

Editor's note: with historical and cultural sedimentation, product scarcity (most limited production), high added value, and innovation as the core value, luxury goods are classified into "creative industries", which is exactly the opposite of the original "made in China".

By acquiring international brands, especially absorbing the essence of their design concepts, hiring their designers to teach skills, and gradually cultivating local designers and self brands, they can gradually pition to "international brands".

Follow the rules of the market and set a level of mind for international luxury goods.

Huang Huajun, chief executive of the first commercial network, sighed recently when he accepted our reporter's interview with Chinese enterprises representing international luxury goods.

He said that in the past few years, Chinese enterprises were competing for international luxury goods.

In addition, some large shopping centers in China or other commercial real estate brands have regarded international luxury brands as "beloved", and have done their best to invite them to settle in, pay close attention to decoration funds and so on.

"Don't take international luxury brands seriously."

His advice is "mind your mind."

As for contract disputes between domestic agents and international brands, Huang Huajun's view is that "business matters" are not good enough to draw a conclusion about who is right or who is wrong.

A commercial society is a contract society.

Professor Hong Tao, director of the Department of trade economics of Beijing Technology and Business University, believes that in the commercial society, Chinese enterprises should learn the rules of the game and follow the rules of the game.

At the beginning of entering the Chinese market, international luxury enterprises choose to set up direct stores, or seek agents to explore business opportunities. Finally, they choose to "abandon" Chinese agents, control the dominant power of the market, practice their own operations, or choose to pfer or refuse to sell brands.

Some media quoted experts as saying that China's trade associations should conduct a credit rating on pnational corporations and demote them to guide people to consume and punish discredited foreigners.

Hong Tao believes that this is not advisable.

China's trade associations are currently limited in terms of their development and coordination, lack of experience and credibility.

For example, in the past few years, international brands have accused the phenomenon of counterfeiting in China, and the industry associations have not been able to support and safeguard their interests.

Hong Tao believes that now the world economy has entered the era of globalization, some multinational companies have realized the allocation of resources worldwide, for example, some enterprises have hundreds of brands, and their R & D, design, production and assembly are scattered all over the world.

At present, the vast majority of international luxury brands have pferred production lines to China, indicating that China already has the world's first-class production capacity.

He suggested that Chinese enterprises should give full play to their advantages and find their own position in the global industrial chain, so they do not necessarily have to possess these brands completely.

Time, place, benefit and acquisition of international brands to help structure adjustment

Contrary to Hong Tao's point of view, Ding Liguo, President of the first retail network, believes that Chinese enterprises are facing the best time to acquire internationally famous luxury brands.

Moreover, the acquisition of international luxury brands is of exemplary significance to "helping China's economic restructuring."

Ding Liguo pointed out that when international luxury brands entered the Chinese market, they were obviously in a strong position. When negotiating contracts, Chinese enterprises had to accept harsh terms (such as distribution, marketing expenses, and contracts signed for one year), and were even forced to accept the knot of discarding and killing them.

But with the financial turmoil, many luxury goods companies in Europe and America are now running poorly and in financial crisis.

In contrast, China has not only nurture the world's second largest luxury consumer market, but also has accumulated considerable capital strength and has the market ability of the world's top brands (an obvious fact is that most of the international luxury brands have pferred the production line to China).

But sadly, no Chinese brand product can be sold to the top price. "Ten thousand pairs of shoes don't top one package."

He believes that luxury is a "creative industry" characterized by historical and cultural sedimentation, scarcity of products (most limited production), high added value, and innovation as the core value, which is exactly the opposite of the original "made in China".

By acquiring international brands, especially absorbing the essence of their design concepts, hiring their designers to teach skills, and gradually developing their own designers and brands, they can gradually pition to "Chinese creation".