Taking Advantage Of Power To Change The Pain Of Pformation Of China'S Textile And Garment Enterprises

Since the reform and opening up, China's textile and garment industries are all traditional labor intensive.

Since 2009, with the launch of the "textile industry adjustment and revitalization plan", the government has made eight major tasks for the textile and garment industry.

The whole industry began to sober up from the pains, and began to choose the path of "adjusting structure and changing ways".

It is understood that the sales volume of China's textile and clothing products has increased from 30% to 55%.

Although the domestic consumer market has great potential, it is also a test of adaptability for enterprises that have just changed.

OEM: artificial sword, I am fish.

In mid June 2011, the Liaobu textile and foundry enterprise "Ding Jia", once famous in Liaobu Town, Dongguan, suddenly collapsed.

In the height of its prosperity, there were more than two thousand workers in Dingjia.

Even before the incident, the factory had 623 employees.

The "human evaporation" of the head of the enterprise left behind a "super mess" of arrears of wages of about 1 million 500 thousand yuan in May, and arrears of suppliers, banks and other creditors amounting to about 130 million yuan.

In July 20th, the local government investigation and disposal group released a report on the closure of the Ding woolen mill.

The government has summarized the reasons for the closure of the company and summed up the following aspects.

First of all, the vast majority of factories have been producing products for European and American enterprises.

Basically, there is no domestic market business, forming a leg walking mode.

At the same time, due to the recent downturn in European and American markets, the factory's orders have shrunk and product market channels have been sluggish.

Second, the rise in raw material prices and the rise in manual wages have undoubtedly led to a decline in corporate profits.

It is understood that similar to "Ding Jia" such low profit margins and high labor costs of processing textile enterprises, when the labor wage rose to 20%, its profit decline will be greater than 20%.

As a result, the capital chain of the enterprise is broken under the inflationary market environment and bank financing difficulties.

The boss of the enterprise had to "play with the missing" due to insolvency and abandoning the factory.

In fact, the demand for EU and North American markets has decreased significantly in recent years.

However, because of the increasing difficulty of domestic financing ring, the increase of wage increase, the increase of raw material cost and the appreciation of RMB, China's textile and garment enterprises which rely solely on "OEM", OEM and export are facing unprecedented pressure.

Some industry insiders even say that the pressure is bigger than the financial crisis in 2008.

Textile and garment industry has a large proportion of foundry factories in our industry for a long time.

The main reason is that at the beginning of reform and opening up, China's textile and garment enterprises are very weak, whether they are operators or enterprises.

The mode of OEM is very simple but easy to operate.

It does not require huge energy and huge investment to carry out product development and product promotion.

Businesses need not even have to face the complex retail market.

Therefore, textile and garment enterprises have chosen the way of "dressing for others".

However, with the passage of time, China's textile and garment enterprises are also growing.

Basically, it has all the hardware conditions that can compete with foreign well-known enterprises.

But at that time, most enterprises were confused.

For the production mode of OEM, many textile and garment enterprises have changed from "helpless" to "accustomed to".

Earn a small amount of processing fees and live a life of ease and ease.

If at the beginning of the business, some local textile and garment enterprises once had the ideal of building Chinese brands, then this ideal had long been thrown into the clouds.

When the ideal becomes a dream, the discourse power of Chinese textile and garment enterprises is gradually deprived.

Foreign brands can find their favorite cooperation with them in numerous factories in China.

Of course, the prerequisite is to ensure maximum benefit.

As a result, the domestic foundry enterprises started the internal friction of "too much frying".

The vicious competition dominated by price war ultimately led to the minimization of the interests of domestic textile and garment enterprises and the further reduction of their competitiveness.

The international market is a bit of a stir. The foundry enterprises in the domestic textile and garment industry will suffer a lot.

Of course, from an objective point of view, China's textile and garment industry has such problems, it can not be attributed entirely to the responsibility of enterprises.

Some textile and garment enterprises have once increased their product research and development efforts, hoping to create a domestic brand that is loud and sound.

However, at present, there are still weak links in the protection of intellectual property rights in China.

It is difficult for enterprises to escape the fate of being plagiarized by spending huge manpower and resources in developing new products.

Just imagine, for example, a textile and garment enterprise spent 100 R & D funds to produce a new product.

Companies that plagiarize their products can produce the same product at a cost of only 15 yuan or less.

Then, no more enterprises are willing to invest in R & D and innovation.

In fact, this situation is also the root cause of the serious shortage of China's textile and garment industry's overall innovation capability.

In the absence of innovation ability and no strong fist products, China's textile and garment enterprises can only be forced to become the foundries of foundry factories.

We turn around to see the famous foreign brand Armani. What is the main job of it? It is continuous research and development, continuous innovation, and then looking for foundry factories to produce products.

The price of "Armani" is tens of thousands or even hundreds of thousands of products, because it is constantly innovating, constantly introducing new products and walking in the front of the industry, thus gradually gaining the right to speak to consumers.

This situation is called "monopoly pricing power" in a specific term.

Clothes are the same clothes, fabric is the same fabric, the price of foreign famous brands is tens of times and hundreds of times of our products.

Economists told us that once there was a famous brand in foreign countries, it told one of its consumers that the bag you ordered could not be delivered on time.

The reason is that the calf we chose to make this bag for you was hit by a car. Now we have another calf for you.

This obvious "flicker" consumer's rhetoric, on the one hand, reflects how well it requires the product, and on the other hand, it implies that the consumer brand is the only one in the world.

This is the advantage of having "monopoly pricing power". In fact, the so-called bag has been placed in Chuang Chi.

The most lacking in our textile and garment enterprises is R & D and innovation.

In fact, with the occurrence of the international financial turmoil, the European and American markets have failed and the pressure of domestic inflation has been at present.

Our textile and garment industry is facing unprecedented difficulties, and the foundry industry is obviously unable to survive.

Survival of the fittest, part of the textile and garment enterprises have been forced to shut down production, but many enterprises still "poor thinking" has begun the long journey of the domestic market.

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Domestic market: dazzling, struggling

Textile and garment enterprises, from purely foundry production and export to domestic sales, seem to be a very simple and easy thing to do.

But in fact, this is a complex process from simple production enterprises to the entire industrial chain.

In the past, the textile and garment enterprises only need to pay attention to the two stages of order and production.

When the focus of the enterprise shifts to the domestic market, it will also spend considerable energy in marketing mode and sales channel.

In addition, enterprises such as market analysis, design style, calculation of inventory and capital flow need a lot of talent pool.

These are all complicated and important tasks. Without the relatively strong working staff, the pformation of China's textile and garment enterprises will be difficult to achieve.

As we all know, the driving force of enterprise development comes from talents, and the competition among enterprises is still the competition of talents in the final analysis.

This is especially important for China's textile and garment enterprises in the domestic market.

In the face of relatively unfamiliar domestic retail market, enterprises with high quality marketing personnel can achieve twice the result with half the effort.

However, at present, China's textile and garment enterprises also encounter great difficulties in absorbing and storing talents.

The first is the difficulty of recruiting talents, especially the high-quality talents and the recruitment of talents who are familiar with related businesses.

After the Spring Festival in 2011, a garment company joined a well-known graduate recruitment Committee in order to expand its domestic market and set up a marketing team.

To be fair, the treatment offered by this enterprise is very rich in the industry.

Fresh graduates who come to deliver their biographical notes are also crowding in.

However, when the human resources department of the enterprise looks at these resumes, they are in a daze.

A graduate in his completed form, "recently read what book" underneath, wrote the two famous characters of a famous magazine in Wuhan.

When another student answered the award, he wrote, "the first shuttlecock competition in our school in 2010."

There are also special things, such as expertise, knowledge, special toxicology, etc.

Although we can not judge a person's ability simply from a resume.

But such a funny and irresponsible resume owner asks which enterprise can be relieved and entrusted with heavy responsibilities. In the process of training students, colleges and universities in China pay too much attention to theoretical education and neglect their practical ability.

Most of them are theorists and have no practical working ability.

After recruiting such graduates, textile and garment enterprises in China will also need to make great efforts to train and spend time with them.

This has greatly affected the progress of enterprises entering the domestic market, thus losing the best opportunity to seize the "commanding heights" of marketing.

At present, China's textile and garment enterprises have gradually realized the importance of talents.

Understand that whoever has the talent will gain the competitive advantage.

However, the characteristics of large mobility in the industry have not attracted enough attention from relevant enterprises.

Many textile and garment enterprises are constantly recruiting employees, and on the other hand, their own talents are constantly losing.

This means that the importance of talents is still in the fur stage. How to retain talents has not yet been concerned by entrepreneurs.

For a simple example, a van with a value of three and fifty thousand is missing in a textile enterprise.

The company will report to the police and conduct an internal investigation. The employees concerned with this car will be called to ask questions.

However, if the same company has a lot of customer relations and has a very high annual sales volume, the customer manager who has created the value of the company every year is much higher than that of a van.

Then, I am sure that the enterprise will not investigate why he was picked up, and no one will be asked to ask questions.

Nowadays, more and more value needs to be measured by intellectual capital. Many of our textile and garment enterprises still fail to realize that this is also an intangible asset.

It can be said that the talent problem is one of the biggest obstacles encountered by Chinese textile and garment enterprises when they fight for the domestic market.

In addition, we are familiar with the "internal friction" and "price war" is also a noteworthy issue.

At present, the market in Europe and America, Japan and Korea continues to be weak, and the disaster in Southeast Asia is constantly increasing, and the export situation is becoming more and more serious.

China's textile and garment enterprises are only left with the last piece of cake in the domestic market.

In fact, in order to support the textile industry, the state has already issued a series of supporting policies for textile and clothing, but the most direct one is the increase of export tax rebates.

However, the reduction of international demand and the reduction of export volume of textile and garment products make enterprises feel no pressure relief.

As a result, the domestic market has become the battleground for all textile and garment enterprises.

On the whole, China's domestic textile and apparel market has increased by 20% every year due to the accelerated urbanization process, the continuous growth of domestic economy, the increase of farmers' disposable income and the so-called "demographic dividend".

However, because textile and garment enterprises are too concentrated in the pformation of domestic sales, and the number of enterprises themselves is also very large, fierce competition is inevitable.

Price wars and channel wars between textile and garment enterprises have already been in full swing in the industry.

A clothing company plans to open a brand clothing store in a shopping mall.

When negotiating with the management of the shopping malls, the company made it clear that the rent could be paid a little more, but it must be assured that the same brand of other clothing brands could not enter the store.

This is the typical mode of channel warfare, the retail terminal of monopoly products.

As far as price war is concerned, consumers are already familiar with it.

But in fact, no matter the price war, the channel war, the "war" to the end, they are all two losers.

The purpose of channel warfare is to monopolize the retail terminal, but now we are developing more and more cities.

There will be no more than a dozen or more retail terminals in any two or three line city, such as shopping malls and department stores.

Judging from the strength of the domestic textile and garment enterprises, no one can monopolize all retail markets in a city.

Let's not talk about a province, a region or even the whole country.

Perhaps the best description of the success of this kind of fantasy channel battle is the lack of people's heart.

Disorderly competition is also one of the stumbling blocks for China's textile and garment enterprises to enter the domestic market at present.

In short, solving the problem of talents and competition and planning the future development direction of enterprises are urgent problems for Chinese textile and garment enterprises.

Brand: relying on innovation and controlling quality

Innovation is no doubt a guarantee for the sustainable development of an enterprise.

For textile and garment enterprises, innovation is nothing more than two kinds of technological innovation and brand innovation.

Technological innovation is to increase the R & D efforts of new technologies and products.

For example, the application of new fiber materials to products and improvement of technological processes are all technological innovations.

Brand innovation requires enterprises to constantly cater for the needs of customers in product style design, marketing methods and services.

It is worth noting that in recent years, although some brand textile and garment enterprises in China have strengthened the intensity of innovation.

However, there is still a big gap compared with the old brands and famous brands abroad.

In other words, only in the aspect of costume designers, there is no one in China who is in the same class with Pierre Cardin and Armani.

In addition, we are also lagging behind overseas in the development and application of some new fiber materials.

These are problems that should be noticed and solved in the industry.

In terms of the quality of textile and apparel products, we know that there are certain differences between domestic and foreign standards.

In general, foreign standards such as formaldehyde content are higher than domestic standards.

At the same time, the domestic market is too large. Due to insufficient investment in manpower, material resources and financial resources, the relevant functional departments still have some deficiencies in the supervision of textile and clothing products.

Therefore, textile and garment enterprises are particularly important to grasp the quality of domestic products.

At present, enterprises in the industry are expanding rapidly in the domestic market, and the brand building has become a core marketing objective under the circumstances of conquering the territory.

To create brand is to start from quality, and to cultivate famous brand is a long way to go.

Because brands depend on products, products are of quality.

The most important and fundamental problem of brand products is quality.

In the process of pferring to the domestic market, China's textile and garment enterprises must effectively improve the quality consciousness of managers at all levels and enhance the awareness of various quality risks.

Only in this way can we lay a solid foundation for the long-term and sustainable development of the enterprises, so as to occupy a place in the competitive textile and garment market in China.