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Industrial Spanfer: The Optional Action Of Chinese Export Enterprises

2011/4/13 11:30:00 83

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Industrial Spanfer Export Enterprises Optional Action

With domestic energy, Raw material , land and The labor Prices continue to rise. Manufacturing cost Pressure has come true, China Industrial spanfer of export enterprises Don't hesitate.

China has intensified its development in the central and western regions, attracting the eastern region. tradition The migration of manufacturing industry. At the same time, with the deepening of industrial spanfer in various countries, the investment environment in Southeast Asia and Africa has gradually become a climate.

Compared with Western Asia, Middle East, Africa, Southeast Asia and other countries, China's vast territory and regional differences are conducive to industrial spanfer, and the differences between regions can not be eliminated in the short term. Therefore, the State encourages the central and western regions to be more suitable for undertaking large-scale industrial spanfer.

In 2003, Li Shi battery chose Jiangsu Jinhu County Economic Development Zone to set up Jiangsu Lishi Battery Co., Ltd. Since then, Anhui Lishi Battery Co., Ltd. has been set up in Suixi County Economic Development Zone, Anhui.

As the largest export battery manufacturer in China, Li battery has chosen to plough deep into the domestic market in the east to the central and western regions. Founded in the mid 90s of last century, the company is engaged in the research, development, manufacture and sale of VRLA batteries. It has built five production bases in Guangdong, Jiangsu and Anhui.

Jiangsu Jinhu and Anhui Suixi are located in the hinterland of the two provinces of Jiangsu and Anhui, and the economy is not developed. But Li battery believes that the two sites have unlimited potential to be excavated. "Jinhu is 80 kilometers away from Yangzhou port and 255 kilometers from Lianyungang port of Jiangsu's largest port, near Shandong, Henan and Anhui. Logistics is convenient, recruitment is convenient, cost advantages are strong radiation to East China and Southern China region. Ren Yonghong, general manager of Jiangsu Lishi Battery Co., Ltd.

Li Shi battery is participating in the construction of battery production base co operated by the local governments of Jiangsu and Anhui. Through these two bases, the battery of Li's battery, including Guangdong, can be spanferred to the central region.

The battery of Li is clearly not a case of industrial spanfer of export enterprises. As a textile and clothing industry represented by labor-intensive industries, the Midwest has become the first choice for export enterprises to spanfer industries. According to the statistics of the footwear association of Asia, only about 50% of footwear enterprises in Dongguan, Guangdong, are located in the central and western regions of China, such as Hunan, Jiangxi, Guangxi and Henan, and about 25% of them go to Southeast Asian countries such as Vietnam, India, Burma and other countries.

In the process, export enterprises are not alone in going deep into the hinterland. Instead, they have implemented the ingenious grafting of the industrial chain. In August 2008, Jiangsu Huarui International Group, which was listed in the US, took the lead in completing this action several years ago. Huarui has 12 import and export companies, 3 overseas companies, 6 industrial bases and 19 directly affiliated factories, with an annual export volume of 140 million US dollars. It is a large investment holding multinational company with more than 10000 employees worldwide, covering 5 core business systems such as garment shares, needle textile technology, real estate, precision electrical and mechanical, automobile sales and service.

In 2001, Hua Rui chose a completely different road from other garment enterprises, and directly moved the factory to Fengyang, Anhui. This is called the "moving into the Dabie Mountains" by the staff, which is actually the 1+N mode of Hua Rui. Over the past few years, the domestic industry of Huarui has achieved a gradient spanfer, and has built several garment production factories in the surrounding areas of Nanjing.

According to the design, Hua Rui chose some small towns in Chuzhou, Fengyang and other places in Anhui, and set up factories in the urban and rural joints. Several processing points formed a cluster effect, which turned into a production base. "1, the main factory, N, is the garment sewing processing group. This mini factory is different from the general concept processing plant. Huarui exports management, equipment and talents, and its business is contracted by local farmers, because sewing workers are the most difficult for Huarui. Employees of the company used to make a simile. When they were "fighting", they worked as workers and became farmers when they did not fight.

This is a very interesting arrangement, reflecting the different orientation of enterprises in industrial spanfer and upgrading. From then on, Huarui stepped into other fields. This flexible and pragmatic layout strategy foreshadowed the government's policy support.

Whether in the early days of the launching of the central and western strategy, both the scholars and the Huarui industry had doubts about their actual operation and possible problems. In fact, there was no lack of such voices in the two enterprises at that time. However, under the basic principles of market self responsibility, with the launch of the pilot, the valuation system, incentive mechanism, quality inspection risks and other sufficient safeguards have been vigorously pursued by enterprises.

Kang Yihua, chairman of Jiangsu Huarui International Group, said: "the way of production organization can not be simply done by pipelining. The production of the front and rear roads are in the Nanjing general plant. There is no quality problem. "

The 1+N mode of Huarui has realized the situation of "three benefits" of the government, enterprises and farmers. First, the farmers in the "working villages" need not go out to earn money, but also take care of their families. Secondly, Huarui has solved the problem of employment very well. Thirdly, the local government has also cleverly solved the problem of no taxation. On the other hand, Huarui's headquarters in Nanjing has become a center and window for design, R & D, management and image display. {page_break}

Springboard Southeast Asia: the best choice for port trade

With the rising prices of domestic energy, raw materials, land and labor, the low cost competitive advantage of export enterprises has gradually been lost, and it has also become a huge driving force for Chinese enterprises to invest in developing countries. At the beginning of this century, when the tide of industrial spanfer in China's coastal areas was gaining momentum, Southeast Asian countries represented by Vietnam, Burma, Kampuchea and Laos have already focused their eyes on their biggest neighbour, China.

"About five or six years ago, this feeling was very strong." Chen Weihong, chairman of Wuxi Phoenix Painting Co., Ltd.

Phoenix painting is Wuxi's top brand private enterprise. It is also the second largest manufacturer in the world, accounting for more than 70% of the total export volume, and the products are mainly exported to the European and American markets.

Since 2004, Southeast Asian countries have been making collective efforts in attracting foreign investment. Especially after more than a decade of reform and opening up in Vietnam, the scale and intensity of foreign capital utilization are expanding.

"The Chinese market has been open for 30 years, and now it is undergoing spanformation, which may not be necessary for some low-end industries". In the past two years, the voice of Vietnamese government officials was even urgent in the ears of Chinese entrepreneurs.

Over the next few years, various activities such as "investment policy promotion", "investment forum" and "trade fair" were held in Southeast Asian countries.

In 2006, Chen Weihong, who made up his mind after weighing the pros and cons, set up a branch in Vietnam. In March of that year, "Phoenix Painting Material" started construction of the 2000 square meter workshop in the bell development area of Hu Zhiming, and the first container was shipped to the US market in April. In August, it invested 15 million yuan to build 12 thousand square meter standard workshop on its own. When Bo Xilai, Minister of Commerce, visited Vietnam's "Phoenix Painting", he encouraged: "I believe you will succeed!"

In only one month, the first phase of the Phoenix painting project was completed, and the product was exported smoothly. The speed of Phoenix Painting in Vietnam's investment and operation could be understood as the strength of the Vietnamese government's investment promotion.

Facts have proved that this move is right. Low labor costs, preferential tax policies and zero anti-dumping duties have led the Phoenix Painting Factory Vietnam to embark on scale development and sustained profitability in the past 3 years. From the initial rental of 5000 square meters of factory buildings and less than 200 people, it has developed to twenty thousand square meters factory building and more than 500 employees. This "dangerous chess" has won the exclusive supply advantage of the "Phoenix Painting" North American market. There is a set of data that can reflect the driving effect of this action on the export of enterprises. In 2007, the Vietnamese company exported 6 million 321 thousand and 500 US dollars and exported 8 million 995 thousand US dollars in 2008. Under the "storm" in 2009, enterprises expected to export more than 1200 US dollars a year, or 30% over the same period last year.

Unlike Wuxi Phoenix paintings, Changzhou Baer floor chose to set up a branch plant in Thailand. Baer floor is the largest city in China, which has the largest export volume and the largest export country in Changzhou, Jiangsu. It is also one of the few export exempt enterprises in the country. In 2010, the "Baer floor" achieved an annual output value of 520 million yuan, earning 62 million US dollars in exports. The products are exported to more than 90 countries and regions, including the United States, Canada and the Middle East.

Although Vietnam, Kampuchea and other countries are described as Chinese entrepreneurs' investment paradise, and these countries have high labor intensity and strong substitutability, Zhang Xiaoling, President of Baer floor, has their own ideas. 5 years ago, she visited Malaysia, Vietnam and other countries, and finally chose to invest in Thailand. Zhang Xiaoling stressed that investment environment "policy" advantages must be considered first, but the "human" factor is more important. Although Thailand once saw regime turmoil, Zhang Xiaoling thought that "Thailand is a Buddhist country, and the people are sincere, quiet, calm and not strong in xenophobia, which is conducive to long-term investment in enterprises."

Entrepreneurs such as Zhang Xiaoling and Chen Weihong said that Southeast Asia has become the best springboard for Chinese enterprises to carry out port trade and export trade.

It has become a shortcut for enterprises to reduce cost pressures and expand production and spanformation and upgrading at home and abroad. Besides Southeast Asia, the African market with 700 million population is also the first choice for Chinese enterprises. It is not only a vast territory, but also full of investment opportunities. Almost all African countries have great demand for light industry, household appliances, electronics and so on. This is exactly a huge market ignored by many Chinese businessmen. {page_break}

Extended reading

Grasp the initiative of industrial spanfer

For the central and western regions, industrial spanfer is indeed a rare opportunity for development. The attitude of the eastern coastal areas to industrial spanfer is much more complicated: on the one hand, some coastal cities are limited by the factors of production, such as resources, energy and land, so that the environmental carrying capacity is limited, so the industrial structure has to be adjusted through industrial spanfer to accelerate the spanformation of the mode of economic development. On the other hand, the original industrial spanfer has gone. If the new industry fails to be renewed immediately, it may mean a decrease in fiscal revenue, a shrinking employment position or even an industry "hollowing out", and the economic growth rate will slow down. No matter what the result is, people do not want to see it.

However, industrial spanfer originates from objective economic laws. The rising cost of labor and other factors requires the coastal areas to promote industrial spanfer in an orderly way. Resources, energy and land constraints also require orderly industrial spanfer in coastal areas, accelerate the spanformation of the mode of economic development, and require orderly industrial spanfer in coastal areas. This requires the coastal areas to face positively and firmly grasp the initiative of industrial spanfer.

In the face of industrial spanfer, the biggest concern in some places is the "hollowing out" of industries. The reason for this worry is that people do not have a deep understanding of industrial spanfer and do not know how to control the initiative of industrial spanfer.

We see that in the last wave of international industrial spanfer, enterprises in developed countries have shifted their factories, but their control over these factories has not diminished. Developing countries have undertaken manufacturing links with low added value in the industrial chain, while high value-added links still remain in developed countries.

As far as enterprises are concerned, industrial spanfer is not equivalent to "hollowing out" of industries. Factories can be relocated, but the headquarters of enterprises will not weaken the management and control of technology research and development, brand management, capital management, quality inspection and supervision, logistics and sales. It's like flying kites, flying kites to the sky, but the rope is still firmly in hand. We have grasped the initiative of industrial spanfer. Although the factory has moved away, the control of the main business will not be weakened.

In recent years, some coastal areas have taken some effective measures to grasp the initiative of industrial spanfer. For example, the Suzhou Industrial Park successfully copied the development mode of the park to northern Jiangsu, and built a remote industrial park. It not only solved the problem of limited land in the Suzhou Industrial Park, but also failed to settle some projects, and also spanplanted many years of development experience to the rich northern Jiangsu area to help accelerate the development of Northern Jiangsu. Jiangsu province has also promoted this model in the whole province as an important starting point for promoting the coordinated development of South of Jiangsu and Northern Jiangsu.

For example, Shanghai has introduced a series of policies and measures to encourage multinational companies to set their headquarters in China or Asia Pacific headquarters in Shanghai. By the end of 2010, the regional headquarters of TNCs located in Shanghai had reached 301, 210 foreign-invested companies and 317 foreign R & D centers. The regional headquarters of these spannational corporations take Shanghai as the command center and carry out industrial spanfer and layout nationwide, which effectively enhance the market competitiveness of these enterprises.

The practice of Zhejiang is also very convincing. According to incomplete statistics from 29 provincial Zhejiang chambers of Commerce, 6 million Zhejiang people outside the province have set up more than 260 thousand kinds of enterprises and more than 2000 kinds of specialized markets outside the province. The total investment of Zhejiang people outside the province is over 3 trillion yuan, of which the capital output from Zhejiang is about 1 trillion and 300 billion yuan. When Zhejiang merchants jumped out of Zhejiang and developed Zhejiang, they not only extended the industrial chain of Zhejiang, promoted the gradient spanfer of Zhejiang industry, but also promoted the rational flow and optimal allocation of resources, and contributed to the coordinated development of Zhejiang.

The successful practices of these places provide us with reference. Practice shows that industrial spanfer is inevitable for developed areas, and should be actively faced and actively guided. Having grasped the initiative of industrial spanfer, we should not only worry about the "hollowing out" of industries, but also accelerate the spanformation of economic development mode and achieve spanformation and upgrading in industrial spanfer.