Shoe Exhibition Platform Pull Small And Medium Enterprises &Nbsp; Promote Cooperation And Development

February 18th has passed in 2010, and China.

The Tenth China (Guangzhou) international footwear exhibition is China's first major.

Explore the depth and unite to seek opportunities for cooperation

How can SMEs break through in the process of fierce competition? Gauss, Ling Heming, the exhibitor, said: faced with the adverse factors such as rising prices of raw materials, rising labor costs, razor blade profits, follow suit and homogenization, small and medium-sized enterprises need to cooperate in various fields to promote overall development.

If small and medium-sized enterprises hold together, they will be conducive to the overall development of enterprises.

Di Gauss enterprise hopes to build a resource sharing platform through its own efforts to strengthen the overall competitiveness of small and medium-sized enterprises.

The so-called chopsticks are easy to break.

Small and medium enterprises need to eliminate vicious competition and discuss future development trend.

The role of the Gauss enterprise in building this platform is to complete the grafting of market channels more efficiently, so that the cost of entering the shopping mall, ordering or human resources has been significantly reduced and the market is more competitive.

Growth path choice cooperation and merger

"In the course of development, enterprises always want to be bigger and stronger. They have considered more independence before, but with the change of market environment, the trend of improving the concentration of footwear industry is inevitable."

Ling Heming, chairman of di Gauss, said that under this trend, enterprises began to think more about cooperation.

Fundamentally speaking, joint strategy is a short-term tactic, and mergers and acquisitions require long-term strategy.

From now on, 20% of the brands occupy 80% of the market share. A large number of small and medium enterprises brands do not have huge funds and manpower to develop marketing channels. At the critical point of survival and death, it is difficult to rely on traditional sales mode.

From commissioned processing, to today's marketing channels, network sharing.

Such cooperation can enhance the efficiency of resource utilization between them.

Every enterprise has bottlenecks in its development, such as capacity, channels, marketing capabilities, etc., and the close cooperation with other enterprises can quickly relax the constraints and make the enterprises develop at a low cost.

M & A is the best choice for those who want to grow rapidly in the next 5 years.

Enterprises with such goals usually have advantages in certain areas, such as distribution, local market areas or channels. Although there are good foundations, the single strength can not get rid of the sense of crisis in the current market environment. At this time, strategic mergers and acquisitions are a tactic.

Mergers and acquisitions often have relatively high sales volume, good cash flow and reasonable product structure, but lack of management leads to hard growth.

Such enterprises are easy to achieve rapid growth through management integration after mergers and acquisitions.

At the upcoming Tenth China (Guangzhou) International Footwear Exhibition, Ling Heming, chairman of di Gauss, advocated joint development of small and medium-sized enterprises.

Small and medium-sized enterprises are defective in some aspects, such as pursuing small and complete, inaccurate positioning, unclear objectives, unclear strategy and so on.

Enterprises can choose the road of complementary advantages and win-win cooperation. In the industrial chain, complementary cooperation or full cooperation can also take the road of high specialization and self development.

The latter needs to make strategic planning in terms of enterprise positioning, enterprise strategy, business objectives and business models, so as to protect its core competitiveness.

No matter what kind of development mode, it is the wisdom of management.

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China's small and medium enterprises alliance is about to grow, and the horn of China's shoe industry is advancing.

Let us join hands and cherish the idea of "innovation, integration and win-win". We will work together to win the brilliant poetry of China's footwear industry.

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The founder of D.COZY was born in DeanSolly1900 in England.

His father was a respectable priest in the local parish, and his mother was Italian, and he was a volunteer professor in Latin.

In his schooldays, DeanSolly loved art and showed his talent for painting very early. Since 1919, Dean has been studying in Europe.

In 1927, he went to his mother's hometown, PieiTe Monte of Italy.

There, the shoes of the shoe artisans made Dean unable to resist the wonder of modeling and artistic quality.

He frequented the shoemaking workshop, depicted the shoemaking craftsmen and their shoes with their pens, talked with them, and learned how to make shoes.

From then on, Dean was addicted to making shoes.

In 1928, Dean decided to put himself into the shoemaking industry, set up a shoemaking workshop in PieiTe Monte, and named his product in D.COZY, a fine art in his eyes.

He personally designed and made shoes with the craftsmen. In second years, Dean's brother William came to Italy from England to help Dean make D.COZY company, and moved the company to Rome in the economic downturn in 1931, reflecting their persistent concept of shoemaking industry.

D.COZY Italy is one of the earliest shoemaking companies in the company. However, D.COZY has never lost its past attitude of the craftsmen towards shoes because of the advanced new technology and equipment, and their close respect for shoes.

Therefore, D.COZY is popular in Europe not because of output, but because of its artistic connotation.