"Spinning" All Over The World: Textile Industry: The King'S Way Of "Running Away" In The Year Of The Rabbit

"Going out" - 2011

"Global textile industry started from reform and opening up"

"Spinning" all over the world

The "going out" of enterprises represents a mature, progressive, self-confidence and mind.

Textile and garment enterprises can not develop international competitive Chinese multinationals without leaving the international market.

"The advantages of the textile industry in China are gradually losing, but in foreign countries, we see a growing market."

Some forward-looking and powerful enterprises in China have begun to part abroad. In their view, in 2010, the development of textile enterprises should make greater breakthroughs. We must consider how to optimize the allocation of resources in the context of globalization, so as to maximize their market and reduce costs.

The State Council's "textile industry adjustment and revitalization plan" clearly pointed out that we should encourage "powerful textile enterprises" to go out, invest in factories and factories in relatively advantageous countries and regions, and encourage enterprises to set up logistics centers and distribution centers in the main selling market.

"Planning" and stabilizing and opening up the export market as the main task of industrial restructuring and revitalization requires that we should make great efforts to build internationally famous brands, and realize the optimal allocation of all links in sales, R & D and production worldwide, so as to enhance the position of China's textile industry in the global value chain.

There are five types of "going out" in China's textile enterprises.

Sun Huaibin pointed out that, first, the international aid type helps African countries to establish textile enterprises and aid foreign projects; two, in response to the call of the government, to participate in the cooperation between countries, the state needs to be a strategic goal of the enterprise and belongs to the political task; three, it is to avoid the quota type, invest in factories in third countries, change the origin of products, avoid trade barriers, and enjoy preferential duties in the invested countries; four, resource orientation, seek international operation, make use of international resources to make up for their own shortcomings, enhance their comparative advantages and competitiveness; five, pnational configuration, which is truly a resource allocation and pnational development enterprise under globalization, and enterprises have a sense of globalization oriented, and seek sustainable development at a strategic height.

New profound background

Under the global financial crisis, capital shortage and financing difficulties have become a common problem faced by foreign enterprises.

Many brands and channels also have prominent problems such as increased operating pressure, serious inventory backlog, tight operating capital and declining profitability. Some enterprises even have debt crisis.

In order to get rid of the financial difficulties, they hope that some powerful textile enterprises in China will "go out" and establish capital relations and cooperative relations. The financial crisis has provided a golden opportunity for enterprises to "go out" to buy brands and channels.

The globalization of economy and the outbreak of the financial crisis have brought many uncertain and unstable factors to China's textile industry. However, there is also a very positive side.

This is because, under the background of excessive overcapacity and structural contradictions in China's textile industry, it is very easy to trigger trade friction between countries if they rely too much on export trade.

To invest abroad and build factories and diversify the origin, one can expand the international market space and reduce trade frictions. Two, it will play a positive role in accelerating the adjustment of industrial structure.

In addition, under the fierce impact of the financial turmoil, many textile companies, including multinational giants, have been involved in financial crisis and business crisis. This has provided an excellent opportunity for Chinese enterprises to merge and quickly realize industrial upgrading.

Without the help of globalization, the financial crisis will not have such a big impact.

"Economic globalization and financial crisis have also brought many risks to enterprises'" going global ".

Sun Huaibin pointed out that in the 2010 year, enterprises must have adequate risk awareness when they go outward.

"Going abroad" is going abroad, and the whole industry chain is abroad. It will be impacted from all sides, and the financial crisis is only one aspect. Therefore, raising awareness of risks is particularly important.

How can we make use of global resources to speed up the adjustment and upgrading of the textile industry, not just the low-end "undertaking"? Sun Huaibin has made two suggestions: first, we must improve the level of opening up and understand how to utilize and integrate more international high-end resources.

For example, clothing enterprises can build their own design studio through Paris and Milan, and penetrate into the international fashion capital more deeply, and develop and utilize their more fashionable and more fashionable resources and wisdom.

In addition, more fiber development and manufacturing technologies and advanced equipment technology can be introduced, and then digested and absorbed.

For example, we should go out to build our own brand channels, so that our own brands can enter the international market through their own controllable channels, and enhance their influence and control.

The second is to raise the level of reform.

This includes the reform of the organizational structure of enterprises, such as increasing the merger and reorganization of dominant enterprises, p regional, cross-border, upstream and downstream industries, and cross industry, so as to increase the concentration of production, improve the level of internationalization of enterprises, and build multinational companies in China's textile industry.

High end: from "product" to "brand"

Enterprises should have a comprehensive and in-depth understanding of the connotation of "going global". In the past, they were "going out" in the nature of industrial pfer such as manufacturing, processing and so on. Now there is a more advanced "going out" way, that is, to create international brands, control and influence international marketing channels, and fully integrate the global R & D resources.

A fact that must be explained is that the "going out" of Chinese textile products has been realized as early as 1995 of twentieth Century. Since then, China has always been a big exporter of textile and garment products, and the "Made In China" textile and clothing products are sold to all corners of the world.

However, this is only a primary and low level of "going out" - most of the profits of the industrial chain have been acquired by foreign businessmen. China has only spent a lot of resources on the high cost of paying a heavy environmental cost instead of a small profit.

"Textile industry must go out and evolve" has become the consensus of the industry.

How to evolve? How to realize the optimal allocation of sales, R & D and production links and improve the status of China's textile industry in the global value chain is still a difficult problem to solve.

In the domestic textile enterprises, excellent companies are already ahead.

Sun Huaibin said, "in the trend of" going out "towards a more high-end field and to international famous brands, Bosideng has become a" pioneer "and has become a model of integrating international brand resources.

As early as 2005, Bosteng men's clothing has entered the British market. By September 2008, two Bosteng men's brand flagship stores have opened in the UK.

At present, more than 80 stores in the UK are selling Bosideng products.

In addition, Bosideng also has a local team who is familiar with local conditions and understands market development and serves for its international growth and development.

"There are Shandong Yaguang, towel making, the acquisition of a big brand such as the West Point and artillery in the United States, opened a brand store in New York, United States, and moved the company headquarters to the Fifth Avenue of the United States, integrating foreign designers and technicians into their own companies to integrate and enhance their ability and level in design and development."

Xu Kunyuan believes that there is still room for improvement in the value added and marketing channels of Chinese textiles.

Although China's textile exports account for 30% of the world's total exports, global fabric exports are the first in Europe, not China.

"China's profits in the entire industrial chain are only 20%, and 80% are obtained by the marketing network system."

Therefore, he put forward that in the future, China's textile and garment enterprises should achieve a full range of "going out", walk high and go to the high level, create international brands, influence or control international marketing channels, and integrate resources in the field of R & D and design.

The strategy should be "tailored".

Overseas investment should give full consideration to costs and benefits.

Local laws, taxation, welfare system and other systems must be the first to study, communicate with local governments and try to hire people who are familiar with local conditions.

Overseas investment is facing a series of problems: whether the staff are stationed at headquarters or locally recruited? How to supervise senior executives abroad? How to improve the financial system? How to carry out personnel training and cultural integration and other soft environment construction problems.

How to solve it?

"Be fully prepared before going out".

For example, if we want to find foreign enterprises with brand names, channels and appeals, we need to build up an elite team with good reputation and experienced intermediaries, and cultivate communication partners who can cooperate with or acquire partners.

In addition, we need to seek credit support from the state, help ourselves to "go out" and move towards the high-end channels and brands.

The direction and goal of "going out" must be clear, otherwise it is "headless flies".

Is it going to go for international aid or to respond to the call of the government? Is it to avoid quota restrictions or to find resources?

"Going out" needs to be accomplished in a successful way, and the most important thing is to understand and fully prepare.

This is a profound learning. There are many things to be learned, including the political, economic, cultural, legal, natural and war risks of the country of destination, and the preparations and plans for dealing with all kinds of risks.

Once faced with risks, enterprises must contact the trade associations and local embassies and consulates in time to get help.

Relatively good investments are in Southeast Asia: Vietnam, Kampuchea, Bangladesh, Thailand, Latin America's Columbia, Turkey, Africa's Egypt, South Africa and so on.

　　業內人士建議說，對不同“份量”的企業而言，“走出去”的策略也有很大的不同：一般規模和實力紡織服裝企業，由于產能過剩，應集中力量向具有比較優勢的發展中國家轉移產能;具有超強實力和品牌的紡織服裝企業，應充分利用國際優勢資源，向研發、設計、品牌、渠道等高端環節“進軍”，謀求最大效益;對于那些易受貿易壁壘影響的棉制針織襯衫、化纖布、化纖制褲子以及棉、毛、化纖制褲子等四大類紡織品，應改變原產地，積極到東南亞、非洲及東歐這些享受歐美及經濟共同體優惠貿易安排的發展中國家和欠發達國家投資，擴大出口;對于原料需求量大、產業鏈完整的規模企業，可以到棉花產量大、質量好的國別地區設立棉花和棉紗生產基地，確保原料長期穩定供應;對于有核心競爭力的大企業來說，應到高科技儲量和高附加值領域具有很強競爭力的

Developed countries purchase and annex enterprises locally, set up R & D centers or establish marketing networks to acquire excellent brands, advanced technology, management talents and sales network, and enhance their independent innovation capability.