The Head Of Japanese Textile Enterprises Pointed Out The Future Development Direction.

In the face of the global financial crisis, as well as the local economy

Stabilize exports and expand new products

Fujiwara Kentsugu, President of Asahi Kasheng Corporation, Japan

In the context of the financial crisis, emerging countries will be global.

Maintain export stability

The appreciation of the yen is reflected not only in the US dollar, but also in the US dollar.

As a pillar industry of Japan's exports, the export volume of automobiles remains stable, and the financial crisis and the impact after the earthquake are not significant.

Therefore, in order to maintain stable economic development, Japan must have the world's leading export enterprises to occupy a leading position in the world. This is exactly what we are striving for.

Aiming at post earthquake demand

On the whole, the impact of the Japanese earthquake on the world economy is not very significant. Moreover, the reconstruction of Japan has been effectively promoted, and 2012 will also be the most critical year for the reconstruction of Japan.

Fukushima nuclear leakage has changed the needs of the society, especially the demand for energy, environment, living environment and medical care. Therefore, we must seize the new demand and continuously provide new products to drive the development of enterprises.

At the same time, we should also attach importance to and ensure sustainable development in the process of developing new products, and play our resources in building social infrastructure.

Developing new products and Applications

The copper ammonia ammonia fiber product (bingba fiber) is Japan's superiority resources, we must launch the propaganda through the world market, further develops this product overseas market.

However, the application fields of this kind of fiber products are limited and demanding, so we need to intensify our efforts to open up the market.

Of course, the demand of the market can be created. In the next 10 years, we will open up new products and new application fields of bingba fiber through continuous innovation and development.

According to the current application, Japan's ascent's "Roica" is not enough to win the global market, because there is no rigid demand for textiles and clothing.

So for Roica, what we should do most is to let more people understand its advantages in more fields.

For example, in the field of underwear and sportswear, give play to its particularity so as to expand its application.

In the future, it is the only way to ensure the survival and development of Roica that we gradually establish the status that cannot be replaced.

Polymer hot-melt non-woven fabrics are products that aim at diapers. The characteristics of these products are different characteristics.

But the function of the product has obvious advantages compared with the similar products of other companies, so it is well received by customers.

Our goal is to be the first in the field and strive for the best performance and maximum benefit.

In addition, our company has independently developed high performance non-woven fabrics (Precis products) which are still in the leading position in the field of high performance, and is stepping up efforts to develop new application products in key areas such as environment and energy.

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Speed up the internationalization process of the company

Tai ho Textile Holdings Limited

Last year, apart from the textile subsidiary of Brazil, the overall performance of Da ho textile group was good.

In particular, the OM production company has successfully completed the structure of the third pillars of the company (except chemical fiber and clothing accessories, IT infrastructure).

How to strengthen the three pillars of the group is crucial. In the month of January ~3, Da ho spinning will complete the next 3 year plan. The key word of the plan is global management. The main goal is to take the three pillars as the center and realize the further expansion and re growth of enterprises.

Make full use of Asean Resources

Last year, a new peak processing plant was set up in Java, Indonesia, and the offices in Jakarta were also under construction.

The future group will also make a big fuss in the ASEAN market in addition to its efforts in local sales.

In addition to Indonesia, we will take overseas cooperative enterprises as local bases, further strengthen the functions of the company and expand it to the line and the surface based on the point.

In the early stage of our medium-term plan, we will also set up 2 branches in the ASEAN region.

Taking advantage of the group, the functional fabric will be pushed to the overseas market as the main target.

Stepping up the development of the Chinese market

In the near future, the Da he textile plan has restructured the textile enterprises in Suzhou, China, in order to achieve the adjustment of the internal structure of the plant.

At present, the sewing work of our company's top coat and so on is progressing smoothly, but T-shirts and so on.

On the other hand, the group will give full attention to China's domestic demand market.

Today, the Chinese market has its unique market demand characteristics. Although we will encounter all kinds of risks and challenges, only by fully giving full play to the advantages of the group and making functional raw materials the main force of the market can we closely integrate and meet the needs of the Chinese market.

The company is going to put the newly developed anti allergy product AllerCatcher into the Chinese market in the future.

Tai ho spinning has a nationwide network of operations from Hokkaido to Okinawa.

In terms of textile machinery, we set up a new company in Taiwan, China last year to speed up the internationalization process of our company.

But on the whole, the proportion of textile business overseas accounts for more than 10% of the group is not large. The sales volume of the group's overseas sales is still around 7%~8%. Therefore, the company is now stepping up its efforts to open up foreign markets and increase this proportion to 15% as soon as possible.

Increasing overseas market share has become the only way for enterprises to grow.

However, it is noteworthy that there are still weak links in the handling of overseas markets, especially in terms of Finance and personnel, so we must improve the resident management departments as soon as possible.

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It's time to regain confidence.

Itou Fumio, President of coke Li Co., Ltd.

At the end of last year, members of the board of directors of coke Li agreed at the end of the year that if the word "last year" was summed up in one word, I am afraid that the word "blooms" is most appropriate.

In last year's earthquake in Japan, KURARAY's factory in Japan's deer island was forced to shut down, causing great losses to customers. The interruption of equipment was interrupted by the interruption of raw materials and power supply.

As a buyer, the company also suffered huge losses from the floods in Thailand.

Now our economy has recovered.

The industries are developing steadily, showing good signs of imports and exports.

I think it's the year we should seriously consider what to wear.

Yen appreciation, import and export hedging

In 2011, the appreciation of the yen had a great impact on our export industry.

As Japan purchases raw materials and needs to settle in US dollars, the appreciation of the yen is just a hedge against rising raw material prices.

In the last December, with the decline of the euro, our import and export products are facing fierce competition.

The environment is tough but its performance is up again.

Through structural reform measures to improve revenue mechanism, the company achieved a profit of 53 billion yen in March 2011 a year ahead of schedule.

When the final accounts for ~6 months were released in April 2011, the forecast for the year's performance remained unchanged due to the uncertainty of the euro outlook.

After the second half of October, the inventory adjustment period was not satisfactory, but it was alleviated in November.

From the ~3 month of January 2012, it is estimated that the company's operating profit will increase by 10 billion yen over the same period last year.

The medium-term plan is in order.

At the end of this year, KURARAY plans to complete the 3 year medium-term plan.

Sales target will reach 1 trillion yen in 2018.

Part of the M&A plan is 200 billion yen.

Since the plan of the responsible person is mostly calculated on the basis of the 2018 target, there may be some uncertainties in the latter part.

In order to achieve the target of 1 trillion yen in sales, in 2011, the company put in 70 billion yen, which will play a decisive role in the realization of the future goals. From now on, it will remain at this level in the future. However, because of the end of the financial crisis this year, the company's annual investment in equipment will be controlled at 20 billion ~300 billion yen.

Dig deeper into product characteristics

At present, our company has completed the goal of turning losses into profits in the textile business.

KURARAY achieved a profit of 3 billion yen.

Although it will take some time for the leather Clarion company to turn around, the plan is clear, and I believe that profits will soon be realized.

The FRC (flame-retardant viscose fiber) provided by Biniron to Europe is facing a difficult situation because of the market downturn.

Although sales of polyester are not very optimistic, sales work has been carried out in an orderly way in the field of product specific effects.

The nonwoven Flextar made of steam jet technology has been designated as a bandage for the fire department, and is currently expanding in other industries.

The zipper field, which has been applied to the battery fixing device of electric bicycles, is also playing its unique characteristics, and its application fields are constantly being developed.