The Overall Capacity Of China'S Clothing Market Is Developing Rapidly In The Next 5-10 Years.

This is the worst and the best.

US stocks are weak and European debt crisis is coming. We will face a new global in the coming 2012.

Foreign trade is blocked, and the demand of traditional clothing export enterprises to export to domestic market will be unprecedentedly strong. Coupled with the continuing downturn in European and American markets, European and American clothing giants have to struggle to find a way out in the emerging market dominated by China.

2011, international

At the same time, with the tightening financial policy implemented in China to curb inflation, the financing prospect of Chinese garment enterprises is unlikely to be substantially improved in the future.

A large number of domestic clothing brand enterprises are seeking to be listed at home and abroad, but the actual situation is not optimistic.

The pressure of garment enterprises' cost rise is not small, which will seriously affect the profitability of garment enterprises.

To sum up, internal and external troubles, 2012 for China

Change is steady.

Running fast is not as good as running for a long time. The story of tortoise and rabbit race tells us that enterprises should not rush to success and speed up.

Many enterprises are not just under the guns of their competitors, but rather they are throwing themselves around.

For domestic garment enterprises, in the face of complex 2012, the strategy of steady growth and growth is necessary.

In terms of finance, open source is not easy, and throttling is very important.

Whether it is production costs, or marketing costs and labor costs, we need to strictly control and improve the efficiency of every penny.

In addition, due to the pressure of inflation, the public's consumption power has been suppressed, coupled with concerns about the market prospects for some time. Next year, the wise move of Chinese clothing enterprises may be to strictly control the inventory level and enhance the efficiency of the recovery of goods. Both enterprises and distributors should pay full attention to the turnover of cash flow, which is a matter of vital importance.

In addition, we can further digest the inventory through the way of deep expansion such as factory stores and other channels.

The two change is focus.

The foundation of garment enterprises, or core competitiveness, is to recognize the truth and make good products.

The crisis is also a consideration of concentration.

If an enterprise wants to survive and develop under severe external conditions, it must concentrate on what can not be done and the front line should not be stretched too long. Otherwise, it is likely to lose sight of one another.

In this regard, the strategic thinking of enterprises will play a role. The strategy is to decide what to do and what not to do.

Judging from the overall situation of China's apparel industry, many enterprises are still at a relatively low stage of product and price competition. As competition intensifies and levels deepen, and the reshuffling effect caused by the economic crisis, I believe that those companies that focus on brand building and concentrate on product development will stand out in this competition shuffle.

Three changes call innovation.

In the process of brand and product growth, how to persist in continuous innovation is a matter of great strategic importance.

Innovative fashion design, innovative technology fabrics and innovative production processes will make our products more competitive.

Of course, if we reverse thinking, the current crisis is also an excellent development opportunity for some enterprises with strong financial strength. Through the acquisition, stock ownership and strategic cooperation, we can integrate the upstream and downstream industry chains related to the company's business and gain more value added opportunities and profit margins.

There is no doubt that in 2012, China's garment industry and many other industries are facing the problem of how to survive the winter. But with a comprehensive comparison of European and American market development experience and domestic development practice, we can expect that in the next 5-10 years, the overall capacity of China's clothing market will still be at a relatively high speed.

The danger is changing, and the change is stronger. In the crisis, the future is boundless.

Bao Jianfeng has tempered the fact that plum blossoms come from bitter cold, and we have reason to be optimistic, because there is hope and we are already taking action.

I believe that after the winter test, the Chinese garment industry will usher in a more brilliant spring.