What Is The Joy And Worry Of "Moving"?

When YOUNGOR executives talked to reporters about their successful experience in industrial pfer, the group of fig group in the same city was upset by the decision to pfer an industry a few years ago.

The migration of Zhejiang's clothing industry is the whole.

Talent and integration are important.

"Before going out to run a factory, it is the face of the other party's investment promotion.

Now it's really about to move. "

In a group interview with reporters, Li Rucheng, chairman of YOUNGOR, frankly expressed his views on industrial pfer.

The same thing with other industrial pfer enterprises is that

For tens of thousands of employees and a large number of

In the analysis of YOUNGOR's two successful relocation, the industry believes that an important factor is that it has successfully solved the problem of talent.

At the establishment of hemp processing plant in Xishuangbanna, YOUNGOR headquarters sent excellent technical and managerial personnel. When they first arrived, they were somewhat out of tune with the local climate and culture, and some of them left in a very short time.

YOUNGOR decided to rely on the strength of local staff and send them out to study in addition to training local staff.

In addition, the wages paid by YOUNGOR to workers are much higher than that of local workers. In particular, they set up a comprehensive welfare system for workers, attracting many talented local talents.

Through these methods, YOUNGOR's localization of talents has been gradually solved.

In addition, YOUNGOR's high control and integration ability to vertical industry chain is also an important reason for its successful industrial pfer.

For example, the planting, processing and fiber treatment of hemp are in Yunnan, and then pported to the spinning mill in Ningbo. After designing the fabric, they are pported to the garment factories around the country for production. The whole process is in YOUNGOR's own hands, which makes the speed of the operation of the enterprise highly efficient.

Six months after YOUNGOR hemp products were launched into the civilian market, the sales volume of two stores reached 6 million 880 thousand yuan, which made Li Rucheng very satisfied.

YOUNGOR's raw material driven shift stems from its vertical industry chain strategy, and such strategic thinking has always been controversial in the industry, so that its competitor, Shan Shan, has made half jokes that YOUNGOR should also raise sheep and cultivate high-quality wool.

But Li Rucheng believes that the vertical industry chain is an important core competitiveness of YOUNGOR's clothing sector.

The idea of undertaking is immature.

"If I hadn't gone to Jiangxi, I would never have gone."

This is the first sentence that Shi Yun, chairman of the group of fig group, blurted out when interviewed by reporters a year ago.

He moved the factory to Jiangxi several years ago, hoping to reduce the rising cost pressure in Ningbo. But after a few years, Jiangxi's factory has not brought any profit to its company, even dragged the layout of the real company.

According to him, their company encountered some problems when dealing with banks in Jiangxi. The main reason is that the banks in these areas have a gap with Ningbo in terms of service concept, making it difficult for them to adapt.

"In Ningbo, as long as the enterprise has the strength and meets the relevant regulations, the bank will provide all kinds of related financial services for it, the bank will regard the enterprise as a partner, and regard it as a win-win object; and after we pfer it, it is very difficult to borrow money from local banks. They are too high in attitude to support us, which is at least ten years different from the coastal service concept."

Shi Yun reluctantly told reporters.

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The investment environment in the central and western regions is not mature, the ideology is not open enough, and the influence of non market factors is relatively large. This is a problem most concentrated by enterprises.

In addition, the lack of a complete industrial chain, the garment industry matching environment in the Midwest and coastal apparel enterprises gathered in the city compared to the disadvantages are also very obvious.

Shi Yun said that the cost of pporting machinery and equipment from the coastal areas to the central and western regions is much higher than that in coastal areas. In Chongqing, for example, the fabric needed by many enterprises is purchased from Guangzhou and Fujian. The cost of logistics is quite large and objectively leads to low production efficiency of enterprises.

Even if Jiangxi is not too far away from Ningbo, its production efficiency is at least 40% lower, so that it is very difficult to achieve "small batch, multiple varieties and fast delivery" of clothing products. Therefore, for women's clothing with fast changing trend, the chances of successful industrial pfer are relatively small.

The focus of the group is on women's clothing.

To this day, Shi Yun is still not optimistic about the prospect of Jiangxi's factory. Is it to retreat or stick to it? It seems to be an interrogation of the "me".