How Does The Intensive Industry Break Through The Ceiling?

Our country is known as the "world factory".

Jinjiang's shoes and Shishi garments represent Quanzhou's labor-intensive industries. Jinjiang is the only city in the world. It provides nearly 1/5 sports shoes and 1/8 jackets around the world, creating the famous "Jinjiang model".

In the new situation, where are the labor-intensive industries that once boast of the developed coastal areas? A few days ago, our reporter went deep into the investigation of Quanzhou city in Fujian Province, deeply felt the strong vitality of its economic development, and the perplexity and exploration of sustainable development.

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In March 7th, the Quanzhou municipal government of Fujian Province issued the "commitment to strengthen the employment services of enterprises", including ensuring that workers do not suffer losses due to wages owed by enterprises, ensure that migrant workers can enjoy compulsory education, and apply for 17 "ensuring" measures to apply for the purchase of affordable housing.

Quanzhou is rich.

However, in recent years, labor-intensive industries with private enterprises as the mainstay and clothing and shoes as the main products have been faced with many problems such as shortage of labor, rising labor costs, foreign trade slump, and increasingly stringent environmental and resource constraints.

After 30 years of great development and prosperity, Quanzhou private enterprises are facing unprecedented challenges of pformation and upgrading under the impact of the international financial crisis.

"The biggest problem is not

More than a month has passed since the Spring Festival. Despite the fact that those willing to go to work in the rural areas of the Midwest have basically gone out, there are notices of recruitment notices posted at the gates of every factory in Quanzhou.

In order to attract and retain more outstanding employees, sporting goods manufacturer, 361 degree company, is building a large number of employees' dormitories near the new factory.

In response to the needs of Post-80 and 90 migrant workers, 361 degrees is building more than 1.5 square meters of staff sports and sports centers, including libraries, Internet cafes, cinemas, gyms, billiards rooms, table tennis rooms, etc.

"From the beginning of 2011, the company gave every employee a share worth 45.5% of the total annual salary.

The employees who receive the shares can participate in the dividend distribution at the end of the year. "

Gold in Chen Dai Town, Jinjiang

The reason for sending shares is "hope to stabilize the company's workforce for a long time."

Ding Mingquan, chairman of the gold company, said: "in recent years, like many private enterprises in Quanzhou, the biggest problem we have encountered is not sales, not market, but lack of jobs."

Before 2009, he had hardly broken a day's order.

When the international financial crisis raged, it only lasted 3 months.

Even so, lack of jobs, job hopping and staff instability have always been the biggest headache.

"Clothing and textile is not the industry with growth potential encouraged by the government, so it is worthwhile for enterprises to adopt such a way to retain workers."

Chen Shaohui, Professor of economics at Fujian Normal University.

He believes that all kinds of experiments of enterprises are able to cope with the current "labor shortage" and enhance the cohesion of employees.

"The problem of recruitment is becoming more and more serious. Governments at all levels have racked their brains to help enterprises tide over difficulties.

Now we have gradually figured out that enterprises that can not keep employees will let him close.

This is also the inherent requirement of changing the way of development and practicing Scientific Outlook on Development. "

Lv Jing, Secretary of the Luojiang District Committee of Quanzhou, said.

The nepotism in management restricts the development of family businesses.

More than 30 years ago, the labor-intensive industries developed in Quanzhou with the use of "three idle" (idle rooms, idle funds and idle labor) had distinct characteristics of family businesses: the original capital mainly depended on overseas relatives' remittances; the management mode was mainly "husband and wife", "brothers" and "father and son soldiers".

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Nowadays, Quanzhou's undeveloped shoes, hats, clothing, building materials and food industry clusters are formed by the "endogenous" development of these family businesses from small to large.

Anta is an example.

From 500 thousand yuan to two hundred million yuan sales, Anta spent 10 years; from two hundred million yuan to nearly 10 billion yuan now, it took 10 years.

This way of relying on its own accumulation and endogenous development is also a typical road for the development of national industry since China's reform and opening up to the outside world in Quanzhou.

However, with the passage of time and the growth of enterprises, the drawbacks of family business management are gradually revealed, and too many nepotism in management limits their development.

Chen Zhongshi, chairman of the European and American dragon group, was born in Nanan, Quanzhou, the capital of Chinese children's shoes.

At the age of 16, he was buying in his father's factory.

Later, under the guidance of his father and elder brother, Chen Zhongshi founded the "South China dragon" for children's shoes enterprises.

However, he gradually found that family management has many disadvantages that affect the development of enterprises.

After careful consideration, he came to the mountain town alone to start a new business in Yongchun.

"The reason why I left Nanan for Yongchun is simply that I want to go family.

Because if it's a family business, it's a big thing, and if the whole family has made a clear decision, it may have missed the opportunity.

Chen Zhongshi said he also actively contacted capital, "plans to land in the capital market in 3 years.

After all, capitalization is a sign of success.

In the eyes of Quanzhou entrepreneurs, we must fundamentally break down the drawbacks of the family management system, and institutional innovation is inevitable. Listing is king.

"Listing is not only for financing, but also for many means of financing.

More importantly, we want to build a platform for standardizing the operation of enterprises through listing, at the same time, we can clarify the property rights and promote the standardization of enterprises through external forces, so that enterprises can develop steadily for a long time.

Zhou Shaoxiong, chairman of the seven wolves, said.

The seven wolves are the first companies listed on the SME board in Fujian province.

Development models at the expense of environmental resources are not sustainable

The traditional manufacturing industry in coastal developed areas is suffering from "ceiling", which is "growing pains".

Some experts believe that after the international financial crisis, the development environment of coastal labor-intensive enterprises has undergone profound changes.

With the development and expansion of enterprises, the original "body" can not adapt to the new development needs, and is looking forward to "shedding" and breaking the cocoon into a butterfly.

The labor-intensive enterprises in Quanzhou are mostly concentrated in the manufacturing links because of their industrial chain layout, and the high value-added industries are scarce. They are faced with challenges such as labor shortage, labor cost push up, environmental protection and energy saving and emission reduction.

"In the past 30 years, Quanzhou and Jinjiang have developed, but they have also paid a price, which is the price of the environment.

Because there are so many people in the land, there is no place for them to stand up to such consumption. "

A local official said.

The development of Quanzhou originates from rural areas and takes the typical road of rural industrialization.

Industry starts from rural areas and towns, and continues to spread outside. Cities are distributed in a relatively wide area. "Gathering" is not enough and "scattered" is enough, so that all towns can not form a great advantage.

This "dispersion" brings about various problems such as layout, arrangement of infrastructure such as pipe network, tap water, garbage disposal plant and slaughterhouse.

Urban development is lagging behind, resulting in relative disadvantages such as production cost, living cost and social cost.

"The development model at the expense of environmental resources is not sustainable.

Labor intensive enterprises encounter "ceiling", forcing enterprises to pform and upgrade.

The next step is to push the manufacturing industry to the high end and integrate with the service industry to promote the coordination of urbanization and industrialization.

You Mengjun, Secretary of Jinjiang Municipal Committee, said.

At present, the proportion of the service industry or the third industry in Quanzhou is only 36%.

Jinjiang is only 32%, lower than the average level of Quanzhou and the whole province, even lower than the national average level.

This in turn restricts the further development of traditional labor-intensive enterprises.