Differences In The Development Of Garment Industry Clusters

There are many in our country.

There are great differences between industrial clusters and clusters.

At present, most garment industry clusters in China are still in the formative stage and growing stage, and the core competitiveness groups are small and medium-sized enterprises.

In this period, the industrial cluster shoulders the dual tasks of survival and development, and the development task is rather outstanding.

The following points should be noted:

1, the role of government

Government in

The formation and development of clusters play a decisive role.

The government can create good development environment for industrial clusters through administrative means, build infrastructure and public facilities, guide clusters and enterprises to develop in a benign direction, and safeguard industrial safety.

However, the role and action of the government in the development of regional industry should be changed according to the development stages of industrial clusters. Otherwise, it may become an obstacle to the development of clusters.

In the early stage of cluster development, the government of garment industry cluster pays attention to the short term effect of attracting foreign investment, while the lack of long-term strategic planning for the cluster makes the internal management of the cluster lack systematicness. There is no strategic consideration on how to optimize the industrial structure of the cluster and achieve industrial upgrading. When the industrial cluster develops gradually, the government still acts as a local industrial umbrella, and the excessive intervention in the local economy leads to the decline of the innovation willingness and innovation ability of the regional industry, and the inclination to establish and operate the internal conscious coordination mechanism should be valued and reconsidered to fully reflect the government's guidance and service in the development process of the industrial cluster.

The government should encourage the development of intermediary organizations and service organizations to make regional trade organizations the backbone of promoting cluster development.

2, the role of professional market

At present, more than half of the garment industry clusters rely on the local or neighboring specialized markets, which can effectively reduce paction costs, improve paction efficiency, and even become one of the main driving forces for the formation, development and growth of industrial clusters.

But the market is also a double-edged sword. Over reliance on market pactions over a long period of time often leads enterprises to become inert. They are unwilling, unable or unable to communicate effectively with the outside world and form self closure, resulting in a decline in their ability to acquire external information and knowledge.

The stronger the dependence on the visible market, the worse the adaptability of the enterprises to the invisible market. Under the condition of sufficient competition, the competitiveness of the enterprises will decline and even the competitiveness of the whole cluster will decline.

In addition, excessive reliance on the same market, innovation is very easy to spread and be copied, resulting in a decline in innovation efficiency, thus reducing the innovation will of enterprises within the cluster, resulting in a decline in the innovation capacity of this cluster.

The market should constantly upgrade and innovate in accordance with the historical stages of the development of the industrial clusters that it serves, and enhance the market's "hematopoietic function" for brands and enterprises.

3, cluster innovation capability

At present, some garment industrial clusters in China, especially the industrial clusters formed under spontaneous conditions, are very similar in terms of scale, production and management capabilities, enterprise operation mode and main product varieties.

These clusters have rapidly gained popularity in China with the help of local professional market and cluster size effect.

However, it is not hard to see that many of these clusters and professional markets have begun to fade after a short period of glory.

The fundamental reason is that in the rapidly changing market environment and competition conditions, these clusters gradually lose their vitality due to lack of innovation.

Because of the similarity between enterprises in clusters, it often leads to simple imitation duplication between enterprises and enterprises, products and products. In the process of selling similar products through a unified market, enterprises that simply rely on imitation do not have to pay the cost of innovation but often have more advantages in price or provide products with a slightly lower market price but a very favorable price, thus occupying market sales advantages. The outcome of imitation followers disrupts the innovation order, blows the innovation power of enterprises, and makes innovation become a very gradual process, which leads to the lack of knowledge flow in clusters, the lack of new products, and the long process of clusters being locked in the lowest end of the value chain, until the gradual loss of innovation ability and market competitiveness.

4. The root problem of enterprises.

"Attracting foreign investment" is often one of the biggest tasks of the government in the early stage of cluster formation.

However, the service of these foreign capital and the embeddedness of these capital are not enough.

The government's performance is often linked to the introduction of funds, but the loss of funds has been ignored.

To create a good environment for survival and development is of great importance to the development of enterprises. Some enterprises think that pferring production bases often brings "insecurity" to enterprises. They can not be sure whether they will be able to cash in on their preferential promises, whether they have continuity and stability, whether there are "bullying" phenomena in various administrative and non administrative departments, and so on, which restrict the influx of quality assets.

Some enterprises that have already entered the cluster have been forced to "run away" from time to time after they have been repeatedly settled.

5, cluster internal organic problems

At the early stage of the cluster, there is a lack of linkage between enterprises, and enterprises are not in contact with the old age of enterprises. Some of them even have vicious competition, such as looting customers, digging up talents, copying new models and malicious prices, which makes the quality of the whole cluster decline, prices fall, information is closed, and innovation enthusiasm falls.

Many intermediary organizations in the cluster are missing, lacking intermediary bridges. Enterprises, markets and service organizations in the cluster are like a loose mass of sand. They can not be organically combined and can not communicate with the outside world effectively.

Weakened the cluster's scale advantage.

6, public service platform construction

At present, most industrial clusters have begun to build public service platforms.

However, most platforms are limited to market construction and website construction. Some industrial clusters have also set up testing organizations, and some have carried out external publicity work.

But as a public service, these jobs are far from enough.

At the appropriate time, we should invest in building public service platform projects that can save resources, reduce costs and improve the efficiency of fund utilization. For example, centralized pollution discharge, third party logistics system, financing business, road traffic improvement, etc., we should provide employees with job training, and also publicize regional brands.

Different stages, different regions and different performance clusters are different in the construction of public platforms. Each cluster should clarify the current development goals and launch targeted public relations service.

7, industrial chain construction

The complete and long industrial chain can be regarded as the decompression belt and windbreak of the terminal industry, which can reduce costs, enhance efficiency and guard against risks. The industrial chain is also a technological support force for the terminal industry.

Simply developing a production cluster of a product variety and neglecting the construction of industrial chain will increase procurement costs, reduce industrial flexibility and adaptability, and ultimately lose industrial competitiveness due to lack of basic support. The short industrial chain will also lead to a decline in industrial innovation capability and a decline in industrial value added capability.

Facts have proved that the stronger the supporting capacity is, the stronger the vitality of the industrial cluster is.

At present, our country's

In the process of construction, especially in the initial stage of industrial cluster construction, the emphasis is laid on emphasizing the number of main production enterprises, technical equipment, production capacity, professional market construction and operation status, etc.