Footwear Industry Upstream Industry Transformation And Upgrading To Observe Three Passes

Since 2007, the footwear industry in China and even the world has been in a longer period. adjustment During the period, under the guidance of the government and the help of trade associations, Chinese shoe enterprises constantly seek new ways: industrial transformation, regional transfer, and enterprise Upgrading and development, and export to domestic sales, and foundry companies to test water. brand R & D, factory transfer production positions, and even do not have continuous competitiveness of enterprises closed down and so on.

What is the result of the transformation and upgrading of enterprises in the past four years? How many enterprises have been actively transforming and turning around? How many companies are still exploring and exploring the way out? How many enterprises are still going on and on the way ahead? Are there any lessons to be learned from the transformation and upgrading of enterprises?

In December 8, 2011, a shoe industry "smart collision" - the third (2011) world footwear development forum was staged at Sheraton Hotel in Houjie, led by Huajian group, a Chinese shoe manufacturing giant. The Chinese Leather Association, the Guangdong provincial foreign trade and Economic Cooperation Office and Dongguan Municipal People's Government hosted the people's Government of Houjie Town and the world footwear headquarters base, covering the government, enterprises, businessmen, associations, academics and media. Representatives of the elite industries of the upper and lower continents of the shoe gathering industry, "dialogue global footwear industry", communicate the wisdom of the world industrial economy, and contribute to the development, upgrading and transformation of the footwear industry.

　　據悉，出席本次論壇貴賓有，政府領導：廣東省對外貿易經濟合作廳廳長梁耀文、東莞市市委書記徐建華、厚街鎮鎮委書記黎惠勤、鎮長萬卓培、埃塞俄比亞工業部副部長;行業領導：國際皮業貿易協會主席、中國皮革協會名譽會長張淑華、中國輕工工藝品進出口商會副會長張杰;權威專家：博鰲亞洲論壇咨詢委員會委員、原外經貿部副部長龍永圖以及中國皮革協會、臺灣區制鞋工業同業公會、香港鞋業商會、廣東鞋業廠商會、廣東省鞋材行業協會、東莞市皮革鞋業協會、東莞市鞋材行業協會、廣東(東莞)鞋機商會、歐盟鞋業零售商協會、歐洲鞋業聯盟會、法國鞋業協會、意大利鞋業零售商協會、墨西哥哈利斯科鞋業商會駐上海貿易代表、越南皮革及鞋業工會、印度尼西亞鞋業協會、印度皮革輸出協會、日本鞋業協會、馬來西亞鞋業廠商公會、泰國鞋業協會、菲 The world's footwear giant is also led by the union of shoes and footwear, Baocheng group, Brown shoes, Jim La trading company, Brazil pemon shoes, etc.

Emma NC CEO Wang Guo Quan was invited to attend the "summit dialogue" session of the forum. He also held an excellent dialogue with Ma Hongtao, the gold medals of the CCTV economic channel, sharing the experience of 25 years in the industry and the personal experience of coordinating and upgrading the service customers, in order to actively explore the transformation and upgrading of traditional industries.

Ma Hongtao: Mr. Wang Guoquan is an automation numerical control equipment. I heard that before that, the company's business is not very good, because we feel that we can make shoes out of traditional production mode and make profits. But in recent years, your business has been very good, and a big improvement has been made. Many shoe companies hope to improve their production efficiency through your products, because now a lot of costs are rising, and share your stories.

Wang Guoquan: Thank you. Yes, when we started making digital equipment ten years ago, we recruited a worker in Dongguan for five hundred or six hundred yuan a month. The first few years of promotion are very difficult. Many employers say that workers are so cheap. Why do I have to buy hundreds of thousands of such equipment? But after 2008, with the implementation of the labor law, enterprises are becoming more and more standardized, and the cost of labor and raw materials is getting higher and higher. Especially in the past two or three years, it has evolved to raise wages and workers are willing to make shoes. Bosses must think about improving efficiency, and at the same time, improve their efficiency.

In the years of experience of serving customers, I believe that if enterprises really want to increase their manufacturing level through investment and realize the upgrading and transformation of enterprises, they have to go through three barriers: first, the concept of tariffs. Although shoe companies have accumulated funds and gained considerable profits in the past, they have accumulated money and gained considerable profits. As we all know, brands, R & D creative designs, and even international sales network operations need to be invested, because there are many uncertainties. In case of three or five years of failure, there will be huge risks of not being able to invest, so this will impede their determination and strength to invest. In turn, the determination and intensity of input is not enough, the effect is not obvious, and it also affects the determination to continue to invest.

The second is talent clearance. With the expansion of all kinds of experienced talents, such as brands, marketing, marketing, research and development, they are not like the workers on the assembly line, and they are paid by the piece. Therefore, they have to make great adjustments and changes in management capabilities and ways, which is also a new challenge for the manufacturing bosses. Even if they find these talents, how to retain them requires a good and long-term incentive mode. This is also a new challenge to the traditional manufacturing mode.

The third is capital clearance. In the last ten years, this is particularly evident in Chinese manufacturing enterprises. In advanced developed countries, including Italy, they will set up R & D and brand budgets in the operation of enterprises, and take a percentage, a few points or a dozen points in a year's turnover. As a capital plan for the long-term development of enterprises, many domestic enterprises have not made corresponding preparations in this regard. Therefore, when they really want to invest (network, brand, R & D), they do not seem to have enough funds. In another case, when he really has sufficient funds, he intends to continue to invest in shoes and industries, or to invest in other investments such as stocks, real estate and other channels to earn greater profits. This is also a problem before bosses. Integrating these aspects is the real obstacle to their further development. In fact, the semi-automatic and digital technology is quite mature in the development of shoemaking industry. In the past ten years, we have been serving nearly 400 enterprises around the world. The developed countries such as Italy have developed nearly twenty years of automation and digital technology transformation. I believe that in the future, this demand will also increase. Through this information and automation upgrading, the footwear industry in China will get better and better.

Ma Hongtao: Thank you, Mr. Wang Guoquan. Your Emma company should belong to the upper reaches of the shoemaking industry chain. You have provided us with an observation from the upstream as a spectator on the shoemaking industry. Your perspective should be very helpful to everyone. There is no doubt that your industry and enterprises should be the biggest beneficiaries of upgrading the entire shoe industry, because we need more advanced equipment to improve the level of production and technology. But we also see your support for seven or eight years.

Wang Guoquan: Yes. In the past seven or eight years, it is indeed very difficult, but I feel that life should not fail the opportunities that history gives us. Thank you.