Wenzhou Private Shoe Enterprises "Mutual Learning And Mutual Learning" &Nbsp, Enhance Competitiveness

On April 22nd, a private enterprise version of Wenzhou's "mutual learning and mutual learning" campaign was implemented in the Yangtze River Delta.

In order to speed up the pformation and upgrading of enterprises and enhance the core competitiveness of enterprises, in from April 13th to 15th, Jin Zhefu, chairman of Yongjia Young Entrepreneurs Association and chairman of Japan group, led 16 executives of the group to Hangzhou and Shanghai to Wahaha Group.

Located in Ou Bei town of Yongjia County, it is a private enterprise with shoemaking as its main business and high reputation in China.

We must look at others, look at ourselves, learn advanced, find gaps, and learn from each other, so that we can learn from each other and make sure that we can catch up with each other.

Jin Zhefu quoted the witty phrase of vice governor and Secretary of the Wenzhou municipal Party committee Chen Derong to explain the purpose of the event.

During the 3 days of "mutual learning and mutual learning", the Japanese Thai Group executives visited more than 1500 kilometers. They surveyed the operation and operation of Wahaha Group, Daphne, Shanghai Metersbonwe and other enterprises on the spot, and discussed the limitations of Wenzhou private enterprises in marketing integration, management innovation, R & D design, brand building, strategic regulation and enterprise culture, and how to solve them.

Learn from the Yangtze River Delta, enhance competitiveness, and learn from each other's activities.

We should learn from them to promote the urban development and regional economic growth with the development of large headquarters enterprises.

Through the large platform built by the government, enterprises gather resources elements and promote industrial pformation and upgrading, thus forming a rolling propulsion mechanism.

According to Jin Shunxing, Minister of political affairs of Wahaha Group, Wahaha, which has 58 production bases in 29 provinces and cities nationwide, has a sales volume of 54 billion 900 million yuan and a profit tax of 11 billion 200 million yuan last year. However, the 54 billion 900 million yuan of Wahaha's money is remitted to an account of Hangzhou headquarters, which is undoubtedly a good policy for the local tax revenue of the headquarters of the company.

Learn from them to promote the development of industry through culture, and to enhance the value added experience of brand culture through the integration of culture and brand strategy.

After the movie "Du Lala promotion" was hit last year, Daphne immediately launched "Du Lala".

We should learn from their innovation ability and promote the pformation and upgrading of enterprises through innovation and technology and brand input, and promote the pformation and upgrading of the whole industry through quantitative change to qualitative change.

Daphne and Metersbonwe invest more than 3% of their sales revenue each year in R & D design, and accelerate the structural adjustment and industrial upgrading by investment and innovation.

Wahaha's rapid growth has also benefited from innovative research and development of new products.

For example, the sales of Wahaha "nutrition express line" was only 700 million yuan in 2005, compared with 10 billion yuan last year, Jin Shun Xing said.

We should learn to increase their brand and channel construction efforts, and push forward the traditional mode of production to human resources advantage, that is, the development and marketing network.

We have adopted 9 kinds of products, including milk drinks, drinking water, carbonated drinks and tea drinks, which are produced at the 58 production bases in the whole country, and more than 100 kinds of products. All the new products can be spread throughout the country in 10 days.

Metersbonwe grabbed the "high value added" R & D and marketing "two ends" in the "Smiling Curve", and outsourcing all the low value-added production links to achieve rapid growth.

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We should learn from them to accelerate the development of new business management models such as e-commerce and take the lead in pformation to promote the first development and take the lead in developing the first pformation.

In the shoe industry of China, Daphne, which launched online shopping earlier, adopted the "5000 entity stores to sell new products, online shopping and inventory" mode, which not only expanded sales performance, but also effectively solved the inventory problems that plagued production enterprises, and promoted the core competitiveness of enterprises better.

On average, two or three years will adjust the organizational structure of an enterprise and continuously launch new brands and new products, so as to tap the potential for development and enhance the stamina of development.