The Pnational Road Of YOUNGOR, Bosideng, Shu Lang And Other Clothing Brands

"Low cost" competition is no longer the trend of the times. OEM is no longer the goal of future development. China's clothing industry has entered the era of pnational.

The rise of the country has also created the opportunity to go abroad and create an international brand. How to introduce and go out? The strategy, mode and experience will surely attract the attention of the industry! "--" introduction of pnational force ", President of IFB international fashion brand development management center, Wang Xiangsheng.

When it comes to "pnational 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 China's enterprises internationalization index published by Chinese entrepreneurs, the list of clothing enterprises only ha Shan shoes and good children, accounted for only 4% of the total share of 2011.

Actually, from a few years ago,

YOUNGOR, Bosideng, Nanshan Group, through mergers and acquisitions

The initial pnational road began with the acquisition of foreign brands. The biggest impact 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.

In November 6, 2007, YOUNGOR signed a three party equity purchase agreement with the US Kellwood Company and its wholly-owned subsidiary Kellwood Asia Limited to acquire 100% equity interest of 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 the ODM processing business of more than 20 brands including POLO and Calvin Klein, including five authorized licensing brands such as Nautica and Perry Ellis, and an excellent team with decades of experience in international brand management and design. A sales channel including hundreds of sales outlets of hundreds of department stores in the United States, a powerful logistics system that guarantees the smooth flow of these goods into the department store.

China's trend is also taking its own way 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 pnational road of hahan shoes industry has set a model for the pnational operation of small and medium-sized enterprises.

Theoretically speaking, there are three ways of pnational 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 Hatha, has provided us with another mode. "In the pnational operation, three ways can be used simultaneously, and it can be called" three pronged "strategy. In the field of research and development, Hathaway shoes industry adopts the cooperation alliance mode, moves the shoe Research Institute of Italy Wilson to Wenzhou, China, and cooperates with Italy footwear design school to introduce internationally famous designers. In the field of production, hathwood shoes industry adopts two ways: new construction and acquisition, in the developing countries Nigeria sets up factories in a new way, and in the developed countries Italy obtains the 90% stake in Wilson by acquisition. In the sales field, the Harbin shoe industry adopts the M & a way to acquire Taiwan Li Trading Company and Italy Wilson company.

Like Wang Jianping's highly organized analysis, the pnational 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, we have persisted in localization management and localization operations. We have registered Bosideng (USA) Limited, Bosideng (Russia) International Limited, Russia Bosideng Friendship International Limited liability company, Bosideng internation (Canada) Limited and other overseas sales organizations, Bosideng down clothing has successfully entered Japan, the United States, Canada, Russia, Switzerland, the United Kingdom and other countries.

In contrast, the way of red bean's pnational 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".

He designed the "sea" road, originally only entered the West Port District, set about overseas construction.

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 pnational road of China's garment industry is not surprising, but underneath it is surging.