Chinese Shoe Enterprises: Starting From The Brand To Fight Back Jedi

Although the manufacturing industry, which is "highly cost intensive" by the media, is experiencing "pains", but as a manufacturing CFO said, "there is a reason for existence." Manufacturing and production and life are very important and must have stronger vitality than other industries. " And their "bottom gas" still stems from the "cost" which has been criticized by the outside world. The difference is that the new round of Chinese manufacturing cost management has "technical content". In early 2008, a number of Korean enterprises were illegally evacuated from China's coastal areas. Their "escape from night" attracted a lot of attention today as the "Chinese concept" is still hot. Yonhap reported that the Hongkong Federation of industry recently conducted a questionnaire survey of more than 80 thousand enterprises in mainland China, and 37% of the respondents said they had plans to transfer factories. 63% of Guangdong's respondents said they could not afford soaring production costs and hoped to leave China. Most of them consider transferring factories to Vietnam. The rise of raw material prices and wages, the promulgation of the new labor contract law, the rise of the RMB exchange rate, the intensification of environmental protection pressures, and anti-dumping, all of which seem to push the "cost making advantage" of "made in China" into a desperate situation. "Dreaming." Today, the "mainstream of China's manufacturing" is still the mainstream. Zeng Ming, the vice president of China's YAHOO president and Alibaba group, is surprised. "The economic structure of the world is undergoing fundamental changes. Because of the huge liquidity of huge financial capital and human capital in the world, the imitation and monopoly profits that any technological innovation can bring are falling rapidly. Relatively homogeneous competition makes low cost a necessary condition for any enterprise to participate in competition. Both Chinese enterprises and multinational corporations must face up to the cruelty of the new competition and have no illusions. "I hope I have trademark brand names, or register valuable invention patents, or some business secrets that can be kept firmly, or here we can introduce some quality and technology improvements that can recover costs. No one is not trying, but success is not easy. Economist Zhang Wuchang said, "there are successes, but those are the dragons and phoenix of the human race, and the economic development of a country can not rely on this small group of people." When the magazine really visited the manufacturing industry with "cost pressure" in the media, the other side of the coin showed that the manufacturing industry was quite dissatisfied with the assertion that it seemed to be close to "truth". There is truth in existence. Manufacturing and production and life are very important and must have stronger vitality than other industries. Some of the industry is doing well, some do not do well, it depends on how to do it. CFO, a large private enterprise in Fujian, said seriously. And their "bottom gas" still stems from the "cost" which has been criticized by others. What is different is that the cost management based on the "sweatshop" has risen to the height of "lean cost management", and seeks new opportunities from pressure. From the macro perspective, we need to focus on lean. As CFO, we need to focus on the macro level, that is, to coordinate the allocation of resources from the macro level. The famous local brand AOKANG shoes CFO Yu Hung Ping said bluntly. "A company that integrates" research, production and marketing "can not overlook its resources and neglect the basic production link because it sees the most profitable" brand sales ". It should be flexibly allocated according to the actual situation, so that the resources of the fund can be used in a balanced way. Now there are some changes in shoemaking industry, that is, small batch production. This requires a high level of procurement. Raw material procurement needs to be timely and accurate. Otherwise, the production schedule may be greatly affected. At this point, we can consider the appropriate procurement of resources to tilt. In short, it is to balance the responsibilities of funds and departments. " For example, he said. In the face of the fact that the local shoe brands do not have the operation level of the international brands such as Nike and Adidas, relying solely on the brand, outsourcing manufacturing can support the reality of enterprise development. "AOKANG's strategy is to maintain the synchronization of manufacturing and sales, and the future competition should be the competition of the industrial chain. Therefore, we should not only focus on the manufacturing base that we directly control, but also include the factories that make OEM for AOKANG under the management system of AOKANG. He further said. "Compared with the world's top manufacturing enterprises, there is still a big gap in the management level of Chinese enterprises." Yu Xiong Ping Chen, "therefore, the expansion of the scale of manufacturing industry is restricted by many factors of land resources and equipment. It is essential to develop and expand meticulous management." Regarding this, Ke Yinbin, senior researcher of Beijing University Management Case Research Center, deeply agreed that "the pressure of material price and RMB exchange rate is external cause, but the key of internal cause is the lack of endogenous organizational capability. Although many entrepreneurs do not like to hear it, it is a fact." He said half jokingly. It is easy to see that although the manufacturing center has been shifting, each transfer has left a very valuable experience and practice. In Japan, there are a group of enterprises with excellent management, such as TOYOTA. In China's Taiwan Province, a number of world-class enterprises such as Foxconn have also been left on foundry production. "Specialized manufacturing is at the low end of the" smile curve ". But Foxconn is basically making the best in manufacturing. Including the layout of the world, the layout of production and the layout of labor force, Foxconn transforms the management advantages of enterprises into manufacturing advantages. For example, a faster ability to receive orders, a deeper understanding of customers, etc. Qin Hefang, a researcher at the school of economics and management, Tsinghua University, said. In the interview, CFO of many manufacturing industries also put forward the manufacturing enterprises they appreciate. The success of these enterprises is always the ultimate way to reduce costs through management. According to Zhang Huarong, chairman of the footwear association of Asia, the global footwear industry has always been known for its free flow from the end of the 80s to the south of China in Taiwan and South Korea in the 90s of last century. In the future, the global footwear industry will probably start another shift to China's inland provinces or to other Southeast Asian countries. The transfer of industries and the support of national macroeconomic policies have opened another window for China's manufacturing to close the door of extensive cost management. In the interview, the author found that many CFO saw the vitality under pressure. Change is taking place. There must be some enterprises going to die, some advantages are vanishing, but some advantages are emerging. For entrepreneurs, it is important to find a foothold in this environment and seek breakthroughs. In fact, "the leading Chinese players have gone far beyond simple low-cost manufacturing. They have been able to provide high quality, high technology, diversity and professional products at a low price. Most of these products in the past were high cost and high prices, which once led to stable and relatively long-term excess profits for leading multinational companies." Zeng Ming said, "Chinese enterprises continue to move from the low end to the high end, and multinational companies continue to infiltrate from the top end to the next. They will be fighting in the middle end market to decide whether the success or failure will be a cost-effective." "Multinational companies are likely to emphasize R & D, emphasize performance rather than pay attention to cost, so Chinese enterprises have a huge market impact on improving their performance price ratio." AOKANG has invested 1 billion yuan to set up the industrial park of "China's western shoes capital", putting the production base in the west, while Qingdao Binxing has moved the entire "home" - producing area, R & D center and sales market to the West. Wang Su, deputy general manager of the double star group, said: "cost is the main driving force of" moving ". Whether electricity, water, labor and land, the price in the west is lower than that in the coastal area. Secondly, compared with the eastern part, the West lacks the famous brand of the shoemaking industry, and the brand competition is not strong in the East. The policy environment is relaxed and the various conditions are favorable. Four, we need to open up the market, and the two stars have realized self production and self marketing in the west, and have found and cultivated a vast market in the West. First of all, when the advantage of simple labor in the production line is gradually weakening, with the popularization of higher education, the cost of personnel, including management, science and technology, design personnel and so on, has been reduced. This provides some useful tools for some manufacturing industries to take R & D and brand marketing. Therefore, it is foreseeable that the Chinese market is still expanding. Under the macroeconomic policy of stimulating domestic demand, the local market will bring more and more local consumers to China. Capital helps to win the capital market, which provides an important financing opportunity for Chinese manufacturing, which is suffering from cost. Before listing, "BELLE" has transformed into a well-known high-end brand under the power of capital. At the beginning of 2008, YOUNGOR completed the biggest overseas acquisition of China's garment industry, and bought the men's clothing business of KELLWOOD, a clothing giant, for 120 million US dollars. KELLWOOD's menswear core department, Hongkong Xin Ma group, has more than 20 well-known brands, including POLO, ODM business, and 14 processing bases are located in Shenzhen, Sri Lanka and Philippines. Hongkong has design centers with excellent design teams. More importantly, the new Malaysia group has accumulated many years of marketing channels and has close business relations with dozens of large department stores in the United States. At the same time, its powerful logistics distribution system can carry out one to one real-time delivery with these sales outlets. These business advantages of Singapore and Malaysia have a high degree of agreement with YOUNGOR's establishment of transnational brands. In contrast, Singapore and Malaysia also need YOUNGOR, YOUNGOR's production base and raw material supply capability is a guarantee for the future development of Singapore Malaysia group. While strengthening its own strength, the game with multinational enterprises is another important challenge faced by "made in China". In the face of many international competitors, AOKANG has locked its eyes on competition. "The future footwear industry in the world will move from competition to competition." Wang Zhentao, chairman of AOKANG group, said, "internationalization is not just selling several pairs of shoes." Starting in 2008, VALLEVERDE from Coriano, the fashion capital of Italy, joined hands with AOKANG group from AOKANG, China's dynamic city, in Shanghai to take advantage of a complementary path. "They are very demanding on the manufacturing process. We also ask them to send people to the site to take charge of quality problems. This is a good learning process. For example, we can borrow more professional personnel to improve R & D capability. In shoemaking industry, the same designer designs similar products, which may cost a lot. " He said that one of the key elements of VALLEVERDE's choice of AOKANG lies in AOKANG's emphasis on manufacturing and strong production capacity. Faced with a relatively strong opponent, to achieve cooperation "sometimes need to put a low profile", experts suggest, "first to work for the other party." "Moreover, in cooperation with internationally renowned brands, Chinese enterprises can avoid the" anti dumping "pursuit. Moreover, with the seemingly merciless expansion of outsourcing business and the fragmentation of the industrial value chain into plug and play modules, the opportunity for new arrivals to enter the global market will increase. In order to save costs and enable more enterprises to develop professionally, new entrants are also involved in the global league. " "The greatest significance of this trend to Chinese enterprises is to reduce technical barriers." Zeng Ming said. CIMC's example is the best indication that containers include dry cargo containers, refrigerated containers, tank containers, folding containers and other special container areas. Among them, dry cargo containers have the lowest technical content and the lowest access threshold. In the 90s, the junior high school group first took advantage of the time when the dry goods container industry was moving to Southeast Asia, and actively integrated the dry cargo container production layout, and finally gained a firm foothold in the dry cargo container business. Next, CIMC began to infiltrate into the field of refrigerated containers with higher technology. In 1995, CIMC set up Shanghai Zhongji refrigerating box Co., Ltd., Germany Graaff company shares 2%, and sold key equipment to Zhongji, authorized Shanghai Zhongji to use 12 key patents. After introducing German technology,