What Should China Take Away From Chinese Shoe Companies? What Are Left Behind?

The latest data show that in the first two months of this year, the export volume of footwear products in Guangdong dropped by nearly 30%.

With the deterioration of foreign trade environment, the export oriented Pearl River Delta footwear industry is facing unprecedented challenges.

Guangzhou customs officials believe that the export of Guangdong shoes is down, mainly affected by the four factors, such as the adjustment of export tax rebate rate, the sharp reduction of footwear export enterprises in the Pearl River Delta region, the subprime mortgage crisis in the United States and the foreign trade barriers to anti-dumping.

Li Peng, Secretary General of the Asian Footwear Association, said that state purchasers have gradually pferred some low price orders from the Pearl River Delta to Vietnam, Kampuchea, Indonesia and India and other Asian countries. There are also some Pearl River Delta shoemaking enterprises to set up factories in these countries. However, there are no large-scale relocation at present, and at least 2~3 years are needed for the complete matching of the footwear industry in Asia.

Although there has not been a large-scale relocation, but for the "multiple factors", "profits are getting thinner" Guangdong shoe enterprises, relocation may be a shortcut.

However, what links should be removed and what links should be left?

National footwear industry, including technology, design, brand, channel and other valuable assets, of course, it is impossible to "move".

The motive force for relocation is to cope with the "cost cold current", but it can not be sacrificed at the expense of the wealth of national shoe companies.

Therefore, shoe enterprises should re decompose the shoemaking process and industrial chain, shift the low value-added parts, and grasp the high value-added or high-tech parts.

From product design, shoe last manufacturing, mold development, channel distribution and other links, now has become the key target of many Chinese shoe-making enterprises technology investment.

With the gradual loss of competitive advantages such as labor costs, there is no way out for OEM alone.

It is necessary to build brand through self marketing, acquire the ownership and distribution rights of other mature brands through acquisition and merger, and gradually develop their own brands.

At present, the shoemaking industry in the coastal areas can firmly grasp the important links of R & D, trade, brand building and sales channels, and gradually pfer the production part to foreign countries.

In the process of "moving", there is another very important issue, namely, the issue of solidarity.

The future development of China's footwear industry is inseparable from the strength of unity of national enterprises.

But at present, the low price competition and vicious competition of the shoe industry are common.

The "relocation" problem of an enterprise often leads to many contradictions because of "separation", and it is hard to balance the inside, let alone compete with the outside.