Interpretation Of China Fashion Convention: Transnational Integration Into The World

When it comes to "transnational enterprises", people usually think of "energy", "telecommunications", "household appliances" and "IT". When it comes to "clothing", it does not seem to be a general consideration. For example, the list of Chinese enterprises internationalization index published by Chinese entrepreneurs is listed on the list of clothing enterprises in China only 2011 years ago. footwear industry Good children only account for 4% of the total.

Actually, from a few years ago, China clothing The company started transnational operation and made remarkable achievements.

YOUNGOR, Bosideng, Nanshan Group, through the acquisition of multinational companies sales channels, to achieve "leveraging"; first of all, the international road of Shanshan, first of all, to operate international brands, and then to cooperate with the world's top five hundred enterprises in Itochu to achieve their own transnational business objectives, is also a "borrowing force"; through the establishment of industrial parks overseas, red beans make the transnational road more pragmatic and at the same time, the road is longer; Shu Lang is through the establishment of design centers abroad, to grasp the latest fashion pulse; and the unknown Han Shan shoe industry, through its own practice, has gone out of the road of internationalization of a small and medium-sized enterprises.

The first transnational road began abroad. brand The most influential takeover was the Pierre Cardan purchase two years ago. In this regard, the industry applauded, "such an international brand such as Pierre Cardin, is the lack of our enterprises. So direct purchase permission is a shortcut to use. Professor Wu Dayang, Dean of the College of textiles and clothing of Southwestern University, thinks so.

However, more rational voices question, "what is the purpose of purchasing a brand?"

First of all, the real international brand will not be sold to China, and the brand like Armani will never be bought by Chinese people. Secondly, the acquisition of Pierre Cardan in Shanghai is not a big deal. Piercadaden is already strong and strong. The brand value and added value are very weak. It has become a symbol of decadence and aging.

Instead of simply buying a foreign brand, it will kill the already white hot. domestic It is better to enter the global market through acquisition channels, just as YOUNGOR did.

In November 6, 2007, YOUNGOR signed a three party equity purchase agreement with the US KellwoodCompany and its wholly-owned subsidiary KellwoodAsiaLimited to acquire a 100% stake in its subsidiary, Xin Ma company, with a total investment of $120 million.

Through this acquisition, YOUNGOR will receive fourteen production bases distributed in Sri Lanka, Philippines and Guangdong, Jilin and Shenzhen, including ODM processing business of more than 20 brands including POLO and CalvinKlein, including five authorized licensing brands such as Nautica and PerryEllis, and a decades old international brand. Administration An excellent team with design experience, a sales channel that includes hundreds of department stores in the United States, a powerful logistics system that guarantees the smooth flow of these goods into this department store.

China's trend is also the first step in its transnational operation through mergers and acquisitions.

In May 2008, China moved to acquire 91% of Phenix in Japan. Phenix owns the global ski and outdoor apparel brand Phenix, skiing sportswear brand X-NIX, leisure brand Inhabitant, but the most conforming to China's appetite is that it owns the brand ownership and permanent management rights of Kappa in the Japanese market.

At the same time, the transnational road of hahan shoes industry has set a model for the transnational operation of small and medium-sized enterprises.

Theoretically speaking, there are three ways of transnational operation: new construction, merger and acquisition and cooperation. There are advantages and disadvantages in each of the three ways, each of which has applicable conditions and limitations. Which way is suitable for this enterprise? It can only be tested by practice.

Wang Jianping, a shoe manufacturer in Harbin, provides us with another model. Management In the field of research and development, the three ways can be called "three pronged" strategy: in the field of research and development, hathon shoes industry adopts the cooperation alliance mode, moves the shoe Research Institute of Italy Wilson to Wenzhou, China, and at the same time cooperates with Italy footwear design school to introduce famous designers in the world. In the field of production, hathwood shoes industry adopts two ways, namely, new construction and acquisition, to invest and build factories in new developing countries in Nigeria, and to acquire 90% of the company's shares by way of acquisition in Italy of developed countries. Like Wang Jianping's highly organized analysis, the transnational steps of hahan shoes industry are also orderly.

Bosideng first started cross-border business through cooperation with foreign brand marketing networks.

Bosideng Menswear, with its excellent manufacturing technology, has been stationed in the strong marketing network of the British chain store brand GREENWOODS (Green Woods), and has achieved impressive sales results. In addition, two bostman men's wear shops were opened in the UK, creating a precedent for China's own brand stores to land in the European market, and become a typical case of "made in China" to "world famous brand" in the post financial crisis era.

In the process of creating overseas "base areas", Insist Localization management, localization operation, has registered Bosideng (USA) Limited, Bosideng (Russia) International Limited, Russia Bosideng Friendship International Limited liability company, Bosideng International (Canada) Limited and other overseas sales agencies, Bosideng down clothing successfully entered Japan, the United States, Canada, Russia, Switzerland, the United Kingdom and other countries.

In contrast, the way of red bean's transnational operation is relatively tortuous, and its influence is more far-reaching.

When Zhou Haijiang took over the western port in April 2007, the president of the red bean group admitted that he was "under great pressure". His "sea going" road was originally only stationed in the West Hong Kong Special Administrative Region to set up factories overseas. Originally, I only wanted to be a "tenant", but I unexpectedly became the landlord of the whole special economic zone.

Originally, the West Hong Kong Special Administrative Region was invested by three enterprises in Wuxi, Jiangsu. The registered capital of the project was eighty million yuan, because the shares were quite equal. On many decision-making issues, once the three sides disagreed, they could not agree, so that the project of the West Hong Kong Special Administrative region (HKSAR) was progressing slowly or even stagnating. As a result, the red bean group was pushed to the front desk. It is still disturbing to change from the customers of the park to the investors.

This is the two venture.

The urgent need is equity conversion. Now that you have taken your hands, the red bean will have the right to speak. Through the equity conversion, 85% of China's shares were collected under the banner of the red bean, and the original three shareholders share only 15%. At the same time, red bean further established its exclusive position.

Next is to find the policy of the Kampuchea government. Kampuchea needs to shake off poverty and its policies towards foreign investment enterprises are particularly favorable. But it's easier said than done. Many times, in order to get a specific policy, they must also play the role of "preacher", which increases the burden and hidden cost of red beans. Under the push of red beans, Wuxi and Sihanouk city became friendly cities. Red beans periodically invite Kampuchea government officials, especially Sihanouk municipal government officials, to exchange, study and even train in Wuxi. In Zhou Haijiang's words, "let them open their eyes first and let them understand that they are not enough to support our business."

For more than three years, the red bean has invested about 71000000 US dollars. It has already built the core area of the one square kilometer core of the West Port. Compared with the other seven overseas economic and trade zones, the red bean has entered Kampuchea with such a pioneering mode of operation. The speed is amazing.

In addition, there are also some enterprises, such as Nanshan group buying and selling channels in the United States, as well as the establishment of design center in Italy by Shu long, and the relevant person in charge of the enterprise is only mentioned in a small scope, rather than big publicity. In the words of Sun Zhenke, general manager of Nanshan Garments Co. Ltd., Shandong, "I think enterprises should do things first, and others are secondary."

Still waters run deep. The transnational road of China's garment industry is not surprising, but underneath it is surging.