China'S Footwear Industry Needs Urgent Innovation Strategy To Make Intelligent Manufacturing

Foreign media call China "Tibet dragon" because it can not only provide cheap goods, but also its leading enterprises are using domestic leading forces.

What causes this kind of fault? First, the establishment of Chinese brands in the local market or other emerging economies is quite successful, but it is very difficult to achieve the same results in the export market. Two, Chinese enterprises first set up brands in the low-key B2B (business to business) mode, but not in B2C (business to consumer).

In view of the fact that famous brands will make great efforts to protect their existing market share, the initial participation cost of B2C is even greater.

The two factors at least partly explain why Chinese consumer brands have not penetrated the American mind.

Haier and China Unicom will often be cited as examples of Chinese companies' integration into the export market through the establishment of value-added brands.

In particular, Haier's joint venture with NBA is seen as a sign that Chinese companies are beginning to spend energy and invest in building brands in the North American market.

However, it has been pointed out that such cooperation will not only expand the North American market, but also expand the Chinese market.

Although their relationship is healthy and healthy, it may not be the best example of Chinese brands' position in North America.

Perhaps the worst example is Li Ning Co.

In 2007, the company started operations in North America and hoped to compete in the sports shoes market.

Nonetheless, the more important question is why no more Chinese companies have at least the brand vision and the pursuit of toughness as Lining did.

For most Chinese companies, marketing is not even in their articles of association, says Scott Markman, President of Chicago's brand.

Because most of the success stories of Chinese entrepreneurs are centered on the pursuit of production and product technology. Traditionally, they do not value the competitive power of market, marketing and so on. "That's not something they don't understand."

This leads to deep cultural resistance factors. (in China) strategic marketing and brand building are not considered necessary.

Whether contemporary Chinese entrepreneurs can allow their companies to remain open to creative and forward-looking thinking is still a challenge and a characteristic of western competitors.

Cultural Boycott should also be understood as tolerance of risk. "If there are success stories in every field, it is not just Haier and Lenovo.

There will be no more than 10, but 500 Chinese companies are trying to build brands in North America. "

In North America, "made in China" is often regarded as inferior quality, which has also dampened the enthusiasm of Chinese companies to build brands there.

At the same time, they are worried that HUAWEI will encounter trouble and resistance in North America, and worry that they will also be targeted.

Of course, there is a possibility that Chinese companies do not have the brand building capability of us, European and Japanese competitors, but this is not due to Cultural Boycott or reluctance to spend money, but rather lack of strategic decisions: although they know that North American market opportunities are huge, they can make strategies for further branding in the domestic market more easily and effectively, and make it easier to apply their experience to Southeast Asian and other emerging economies with the same competitive environment.

In view of the decline in consumption in developed countries, the most interesting market may be the most advantageous position for Chinese companies and the market for us brands to establish a successful strategy.