Brand Promotion Of Garment Enterprises

Mr. Lu Xun once said, "if I can survive, I still have to learn."

After more than thirty years of development, China's garment industry is ushering in a critical period of comprehensive pformation and upgrading.

Looking back on the growth process of some Chinese garment enterprises, admirable learning ability is one of the main factors for the rapid growth of these enterprises.

With the rapid development of its clothing brand, the learning spirit and speed displayed by entrepreneurs are also amazing.

Industry situation is still grim.

In 2012, the textile and garment industry is facing a grim situation, but we should also have confidence.

As a competitive industry, the textile and garment industry has been able to survive every year for many years, and the key is how to develop.

Scientific development is the theme. Changing the mode of economic growth is the main line.

Under this main line, the future development of the industry should put the adjustment structure in a very important position.

Adjust the structure from five aspects

At the first China Clothing Learning Forum, Sun Huaibin, spokesman of China Textile Industry Federation, said that the scientific development of the future development of the industry is the theme.

Under the main line of changing the mode of economic growth, we must

Although structural adjustment is an old topic, it is an important topic that is not outdated.

No matter how grim the industry is facing, structural adjustment must continue as usual.

So, how should we carry out structural adjustment?

Sun Huaibin said, first of all, the adjustment of gross structure.

The total structure is the relationship between total supply and aggregate demand. Last year, the total fiber processing volume was 41 million 300 thousand tons, accounting for more than 50% of the world's total.

The problem is that in the face of such a large amount of fiber processing, some enterprises are still expanding their capacity. These enterprises must be cautious, because in the case of economic downturn, effective demand will have some problems.

"At this time, investment must be prudent. The capacity is already too large. We must take into account the effective demand: whether we can connect and coordinate with each other. We must control the expansion of capacity, especially in the case of insufficient demand and demand for development, and coordinate the total volume relationship."

The second is the adjustment of industrial structure and how to match and coordinate the development of the industrial chain.

Now, some key industries must be highly concerned, such as industrial textiles, which have great potential in China. The industry has positioned it as a new growth point for the textile industry.

At present, the proportion of industrial textiles accounts for only 20% of the total fiber processing. This proportion is far lower than that of developed countries, and there are supply and demand relationships between the industry and the more than 20 sectors related to the national economy. Therefore, with the development of relevant departments of national economy, there will be great demand for industrial textiles.

In addition, printing and dyeing is an intermediate part of our entire textile industry. At the same time, it is also an important source of added value for an industry. However, due to the close relationship between printing and dyeing and the environment, the coastal areas have begun to restrict the development of some industries, even prohibit the development of the industry because of the higher environmental protection requirements of the country.

At the same time, the internal structure of the chemical fiber industry needs to be adjusted. High tech fibers, high-performance fibers, high performance materials that represent the chemical fiber industry must be strengthened, and chemical fiber products should improve their ability to replace natural fibers, while natural chemical fibers should also be strengthened.

Thirdly, we should rationally adjust the regional structure, for example, there should be complementary regional industrial structure between the East and the West.

According to the actual situation, some industrial enterprises are pferring to neighboring countries and have not pferred to the central and western regions. This shows that the pfer of industrial structure in the Midwest to the East has not yet been resolved.

Therefore, in the overall macroeconomic situation, the layout of China's textile industry should have a main function orientation.

"The eastern region should focus on developing some high-end manufacturing and high-end industries in the textile industry, such as R & D, design, marketing, brand, channel, logistics and so on. The central region should combine local location advantages and resource advantages, mainly undertake some manufacturing and manufacturing links in the East, and establish and improve the manufacturing system of the textile industry; the western region mainly depends on some resource advantages, as well as some of its national culture and clothing culture characteristics, to develop related industries."

Sun Huaibin said.

Sun Huaibin also believes that, for the time being, the central and Western governments in the central and western regions attach great importance to undertaking industrial pfer, but in fact, industrial pfer is market behavior and enterprise behavior, that is, how to allocate resources by market mechanism and adjust regional structure.

That is to say, it is far from the local government's unilateral emphasis that it can be solved.

The fourth is the adjustment of the organizational structure of enterprises.

If China wants to build a strong textile and garment industry, its industry enterprises must have pnational configuration, establish international textile and apparel multinational companies with international influence, and create international brands with world influence.

"We need to merge and reorganize in the form of market, and capital operation to create multinational corporations with international influence, so that they will have influence, voice and even control in the international market.

Only in this way can we represent the status of China's textile industry in the world.

The majority of small and medium-sized enterprises are the main body of the industry. Their development should be coordinated with large enterprises. In particular, we should improve the overall quality of small and medium-sized enterprises in some cluster areas, strengthen public services, enable them to support the development of large enterprises, and at the same time solve the problems of people's livelihood better.

Finally, we should adjust the product mix, improve the quality of products, and develop products that need quality, taste, value added and brand names at home and abroad.

"Because textile and clothing are real economy, they will eventually be used.

Polish the weapons of structural adjustment.

Sun Huaibin believes that structural adjustment from five aspects is the main direction for the future development of the textile and garment industry, and these main aspects need us to actively promote some weapons and means that can reflect the original needs of the industry.

To put it simply, we need to use technology, brand, sustainable development and talent as the four strategic tasks of building a strong textile nation, so as to effectively promote structural adjustment.

For science and technology, the key is to increase investment in science and technology, build a scientific and technological innovation system, mobilize all mobilizing forces in society, take enterprises as the main body, market oriented, government support and industry serve to advance the level of scientific and technological progress.

Brand is an important symbol of building soft power of textile and garment power.

On the basis of the progress of science and technology, we can reflect the comprehensive strength and international competitiveness of our textile industry through brand building, thus bringing more value-added returns to the industry.

To create a brand, we must first create an ecological environment that adapts and promotes the growth of the national independent brand. This ecological environment includes both policy environment, market order environment, consumption environment, cultural environment, technological environment, and the environment of the industrial chain, so as to lay a solid foundation for the growth and success of the brand and provide the soil.

Second, we must truly build and practice the four national brand value system of quality, innovation, rapid response and social responsibility to promote brand growth.

For sustainable development, there are three aspects to be highlighted.

The first is low carbon and low carbon, which mainly save energy, reduce energy consumption and establish a low carbon production system; second, green, mainly to build a cleaner production system, reduce emissions and reduce environmental pollution; third, recycling is mainly the recycling and comprehensive utilization of resources, especially fiber resources, waste textiles, how to recycle it to increase the shortage of fiber resources, and realize the development of circular economy.

In fact, whether science, technology, brand or sustainable development is realized, it is still fundamentally based on talents, and talent is the foundation of a strong country.

Sun Huaibin believes that the industry needs to cultivate leading figures, including managerial and technological personnel, as well as innovative, professional executives with international responsibility and international standards. Of course, there is no shortage of skilled talents, so as to form a complete talent team.

Improve operational efficiency and business mode pformation

China is the largest clothing producer in the world, and is also the world's largest producer of clothing.

New recognition of business models

Some people say that the competition among enterprises is, in the final analysis, the competition of business mode.

20 years ago, it was a product centric era. Enterprises need not pay attention to where customers are, so long as they have productive capacity, they can sell them as long as they can produce things.

In this era, enterprises will pay more attention to quality and production capacity, so there will be little attention to channels, so basically the wholesale business is the mainstream trend at that time.

With the intensification of competition, we can see that the whole market environment has undergone tremendous changes and has become a customer centered era.

How to shorten the distance from consumers, how to improve the service capabilities of enterprises, if the enterprise is only producing products to sell, it can not be sold.

We should pay more attention to the change of consumers. In this era, consumers are more rational, and they know more about the information of enterprise brand.

In the past, customers did not understand the cost of enterprises. Enterprises could use information asymmetry to do business. Now consumers take the initiative to understand, through the network and through some information channels to understand, so enterprises are now facing greater challenges.

Cheng Shunxiang, general manager of apparel industry division of Kingdee software (China) Co., Ltd. believes that under such circumstances, enterprises need to pay more attention to consumer groups. This is a consumer era.

Looking at the domestic situation, from the perspective of competition, the homogenization of domestic brands in China is serious, so the competition is very intense and the price war is constantly moving. This makes the profits of our brands less and less. Meanwhile, foreign brands entering China in large numbers, especially in the first tier cities, have become the mainstream.

Coupled with the hearts of consumers in China, the survival of domestic brand enterprises has become increasingly narrow.

"Before it was extensive operation, we kept horses, our shops were large, and our scale was large enough to support our business development.

Now, after we have reached a certain scope, our scale is very difficult to expand, because expansion will bring many problems. "

Cheng Shunxiang said so.

Liu Jie, a professor of business model design and a distinguished EMBA professor at Tsinghua University, thinks that the low cost of China's labor force, including the cost of capital use is very low, the price of exchange rate is low, the price of raw materials used is low, and the natural price is low. By 2012, these situations will be completely reversed. The first is the pressure of inventory. The inventory of one hundred stores and one thousand stores is totally different.

Liu Jie said: "the money of resources is called" Death Gate ". One kind is called" living gate ". Making a brand is actually making a living. Resources are accumulated. What is called making hard labor money and making hard labor money means that every penny you have is a coolie money.

This enterprise is big, the size is not important, from the business mode, does not care about the size of the enterprise, but should care about the nature of the enterprise's money making.

Because this has a lot to do with the future. First of all, the investment of enterprises, equipment of enterprises, workers of enterprises, and every penny earned by enterprises are called coolies. Many enterprises earn a lot of money and earn a lot of money.

This business model is problematic because it requires ten thousand people to earn one hundred million, and one hundred thousand to earn one billion.

But an enterprise is expanding so that the cost of management is increased, the risk is increased, and the more tired it is, the later it is discovered that the boss has been kidnapped by the enterprise.

"You earn money today, because you have several stores in a very good position, because the location of the store is good enough to make money, which can not be duplicated. This cost is not controlled by you, it is a very dangerous business, and this is not a good business.

The sale of securities companies is particularly good. When a person opens a household in a securities company, whether he earns money or fails to make a profit, it will be difficult to open a household. The money earned in the past tenth years is earned in the first nine years. This is the gap between the business models. This is not the fruit of the efforts of the enterprises, because the efforts of the enterprises are useless.

If there is a problem with the pattern structure, if the structure is not changed, efforts will not achieve the desired result.

In the clothing industry, the essence of the business model is not changing. It is impossible to make money like a securities company. This is impossible. The business mode is stuck, and the trading structure space is jammed.

Liu Jie said.

Informatization helps enterprises improve operational efficiency

Nowadays, enterprises eventually want to run efficiently and enhance the internal strength of enterprises, which need to be supported by information technology.

Cheng Shunxiang, general manager of apparel industry division of Kingdee software (China) Co., believes that many enterprises have many misunderstandings when they are doing information technology.

Because the development of Chinese garment enterprises is very fast. At the initial stage, many enterprises buy business systems, accounting and business have nothing to do with them, but slowly they will find that the financial affairs of enterprises can not control the business of enterprises in time.

What kind of system is a good system? Cheng Shunxiang said: "first, we need a platform, not a single business system. The so-called platform is a relatively empty concept. It has several characteristics: first, data are interworking, and finance and business are not separate.

Sometimes financial personnel are confused for 29 days a month, and understand it on the last day.

Who is the enterprise manager, who is the decision-maker of the enterprise? Many managers do not know the information of the enterprise at all, do not know the financial data and business data, so all these related things need to be connected with each other, so the bottom of the platform must be communicated.

Cheng Shunxiang understands the second functions of the platform: "it is extensible, just like selling a house. The role of the platform is like a piece of land.

My piece of land can be used to build what I want.

The platform has certain flexibility. The so-called flexibility is attracting all kinds of changes. The biggest characteristic of Chinese enterprises is constantly changing and changing at any time.

Business models and business strategies are changing at any time, so you may have just bought a very suitable system that will not work tomorrow.

So we say that the platform needs flexibility, which can leave room for your development.

Of course, the platform must have an extensibility, that is, different systems can be accessed. We talk about integration of information technology, and how to integrate it.

For example, I design software is not this one, maybe another one, then my designer can not follow the sales, there is no way to communicate with the financial, so we need platform expansion at this time, these constitute the platform, in this flat platform, we can build a variety of applications.

Are you a good captain?

If an enterprise is a ship sailing in the sea, there is no doubt that the leader of the enterprise is the captain of the ship.

As a helmsman, what wisdom, courage and insight and what abilities can we have in order to lead your team around the reef and avoid the storm in the stormy waves of the tide of the market, and finally reach the other side of success? This is undoubtedly the skill of many business leaders who want to know, want to learn and master.

Learn to lead, stop control

"The most important point of leadership is to reflect the essence of human beings. It must be from your heart, which is the difference between leadership and control."

Tan Zhaolin, chairman of the Shenzhen consulting company, speaks of the essential difference between the two.

He also took an example especially: Taiwanese prefer to use control and control, so the birth of Foxconn Terry Gou such super control leaders, has never seen such a well managed and very well placed enterprise, but it is such an organization, the world's largest generation processing enterprise has become a "12 hop" organization - it is too much management power, too little leadership.

It may be necessary and necessary to control and control the company at the initial stage of its establishment. However, with the continuous expansion of the company's team size, the leadership of the enterprise leader will be more demanding.

"You need to have some leadership skills, because now you are not at the forefront, but let your team and colleagues be on the front line, and your role is to motivate them and guide them."

Qin Baobo, director of the financial training center of the Continuing Education College of Tsinghua University, holds similar views.

"There are still a lot of business leaders who are still using a kind of control thinking or management thinking to try to control your organization, but this set is not going to work today."

Tan Zhaolin believes that in the face of "post-80" and "post-90s" employees, if business leaders are still trying to lead the team with the mode of management and thinking, they are doomed to be eliminated.

"Your management is playing WeChat, but you have never heard of it, and you have no use. How can you resonate with him? How can you understand what they are thinking and what they like? If you don't even know what kind of communication tools they usually use, even if they are not aware of it, then how can leaders of enterprises talk about effective leadership team?" Tan Zhaolin pointed out sharply the leadership blindness of many business leaders.

Good leadership should be how to grow together with the team, rather than a wolf leading a group of sheep.

Tan Zhaolin believes that many leaders of enterprises do not lack the awareness of learning. Leaders learn like eagles flying in the sky. Looking back, the team led by them is the ant on the ground. The more leaders learn, the more stupid they feel.

Such a vicious circle makes it hard for such teams to sustain sustained growth.

Another way of doing things is completely the opposite, that is, the boss himself has no time to learn, spend a lot of money to send the middle and upper levels of business to learn, so that they can learn to be armed to the teeth, but the result is that the middle and upper levels will eventually feel that the boss is getting worse and worse, and turn around and fly high, making the enterprise lose money.

In Tan Zhaolin's view, it is advisable to learn from the boss and take his team together to learn. This is a very effective way to organize learning and go back to build his own learning enterprise, so that the enterprise will develop slowly.

Leaders' soft skills

There is such a small story: a young Taiwan youth from the United States read back to Taiwan to inherit his father's estate, but his learning is not related to business management, but painting art.

Once, when he was negotiating with an important customer, when the customer walked into his office, he found the abstract art paintings hanging in his office, which attracted the attention and interest of the customers, and the negotiations became smooth at once. They not only exchanged art, but also exchanged business.

Later, the client told him that when he saw the abstract art paintings hanging in his office, he felt that the other side was a businessman who was willing to study and study and be more reliable. He should also be a respectable person in terms of morality and cultivation.

This is a small story brought by Qin Baobo, director of the financial training center of the Continuing Education College of Tsinghua University.

In fact, entrepreneurs do not learn only after they have achieved this level.

When it comes to soft skills, it is worth noting for enterprises, especially for multinational enterprises and big enterprises that will soon go overseas. That is the leader's cross-cultural leadership.

"When an enterprise develops from the region to the whole country, and even expands to the whole world, facing the staff of different cultural backgrounds, the leaders' leadership skills and soft skills are very high at this time."

Qin Baobo said.

Tan Zhaolin, chairman of Shenzhen's pioneer management consultant, believes that when leaders are dealing with differences between eastern and Western cultures, the ability to dredge is crucial.

"The leaders of many Chinese enterprises are subordinate to the results every day.

Chinese business organizations are different from those in the West. As we grew up in a different environment, Westerners grew up eating western food. We grew up eating Chinese food. So we should not put some western organizational management concepts in Chinese enterprises.

We can attach importance to the results, but we must enjoy the process. This is called the golden mean, and it is also an effective way to integrate the management culture of East and west enterprises.

Shun Mei clothing is a joint venture between Singapore and China. It was established 27 years ago, but up to now there are still leaders who deal with cultural differences.

"I feel that as Singaporeans, we need to know about our employees in running an enterprise in China, because the thought of Chinese employees may be very different from Singaporeans' thinking, thinking and ideas. Singapore is a country which is very influenced by the West."

Xue Baojin, chairman of Shun Mei fashion Limited by Share Ltd, said.

Especially when he first came to China, he made "a big mistake" because he often used western management mode to manage enterprises.

Now, in the middle and high level of the company, Shun Mei is implementing how to integrate the concept and culture of Singapore with the Chinese mainland.

Among them, especially in recruitment, Shun Mei's "soft request" is very high.

"Professional ethics will be the first priority. If he is very capable, the interview must have a long communication. You will certainly have some feelings. If we feel that this person may have a problem of professional ethics, we will lose him PASS, and professional ethics is very important."

Xue Baojin is very concerned about this.

Shun also cares about ideas.

Xue Baojin said: "every time we recruit, if we feel that his ideas are quite different from ours, then as our future senior managers, we will constantly infiltrate the change of mindset and mentality, and overcome bureaucratic consciousness such as some managers."

In fact, for a successful business leader, to make the ship go farther, such as philosophy, history, religion, literature and art, as well as some "soft skills" in sociology and psychology, is very necessary, because these seemingly not much associated with business management often play a big role in the operation of enterprises in "42 shifts".