Home Textile And Garment Enterprises Have Accelerated Pformation And Upgrading To Create "Two Self Enterprises".

In July

After the negative growth of clothing exports, the total export volume of textile and apparel reached 24 billion 600 million US dollars in August, a decrease of 3.34% compared with the same period last year, reproducing the industrial dilemma of two consecutive decline in textile and garment exports since 2008.

Li Xueyong, governor of Jiangsu Province, recently invited the heads of 10 textile and garment enterprises, such as the red bean group, to discuss with each other and discuss the countermeasures. Textile and garment enterprises have proposed that enterprises must accelerate pformation and upgrading.

For a long time, textile and garment industry is the traditional dominant industry and important livelihood industry in Jiangsu. The scale is ranked as "trillion level", and the world famous brand, China famous brand and well-known trademark, represented by red beans, are among the highest in the country.

However, in the context of the economic downturn, it also faces enormous challenges.

"The executive session of the State Council held in September 12th, in order to support the development of foreign trade, discussed the" opinions on promoting stable growth of foreign trade "in a very timely manner, and solved four problems. First, it solved the problems of enterprise funds, such as speeding up the export tax rebate and increasing bank loans; two, making the cost of small and medium-sized enterprises alleviate; third, in terms of efficiency, it has greatly improved, and provided convenience for customs declaration; fourth, enhancing confidence is very important, and policies can increase confidence in export enterprises and expand coverage of export credit insurance, which means that small and medium-sized enterprises dare not take orders, and now dare to take them.

The eighteen representatives, Zhou Haijiang, secretary and President of the Party committee of the red bean group, are highly sure.

"But we should see that our international pressure is very large, and this pressure comes from two aspects. First, the European and American market is in a slump, and the long-term nature can not be reversed; the labor cost in Southeast Asia is low, the pattern of the whole industry pfer is hard to reverse, and the textile and garment enterprises will be strengthened and pformed."

Zhou Haijiang said.

"My proposal is to build" two self "enterprises, one is to build their own brand, no matter how low the cost of labor in Southeast Asia is, there is a brand that can not be pferred, the market is yours, and the second is to create independent innovation enterprises, enhance the technology content and quality, and digest the cost.

Zhou Haijiang said.

Dong Fulong, chairman of Shanghai red Fuji Home Textile Co., Ltd., also agreed with the idea of "two self" enterprises: "at present, the industry development is faced with the phenomenon of falling demand, high price and high inventory. The traditional price competition is a dead end. We must upgrade and upgrade through brand promotion, technological innovation and internal tapping."

In recent years, Adidas, Nike and other international apparel,

The giants also added production lines in Vietnam and Indonesia.

Why these foreign brand enterprises "move outward" has caused an impact on many Chinese foundries.

In Zhou Haijiang's view, because they are the owners of the brand, whether in China or in Vietnam, the dominant power is entirely in the hands of Adidas and Nike, and power can not prevent them from changing the market. Only the gains and losses of interest measurement are the determinants of their choice of different markets.

The move of Adidas and Nike has made a wake-up call for China's textile and garment industry. Zhou Haijiang said that foreign capital is also the biggest interest. Once there is no other market in a market, it will not hesitate to choose to leave.

In addition to taking measures such as tax reduction and protection of labor rights and interests, it is more important to cultivate a large number of independent brands with core technology.

Only in this way can we have the right to speak and price in the market economy, and then have the dominant power to divide the market.

On the other hand, we should do well at both ends of the smiling curve to improve the technical content and quality.

"I think the" Lewis turning point "of the Chinese population has arrived. This is what enterprises must face. Although it is difficult for them to accept in the short term, it is a good thing in the medium to long term to promote the pformation and upgrading of enterprises.

Zhou Haijiang said.

"Especially in economically developed areas such as Wuxi, labor costs, land and other factor costs are higher than those in less developed areas. In accordance with the normal development logic, large scale labor-intensive enterprises such as red beans should be killed, but on the contrary, red beans have survived and live well. Even after the financial crisis in 2008, red beans still maintained a two digit annual growth rate, and in 2011, they realized operating income of 35 billion 100 million yuan, and the tax revenue increased by 30% in the first half of this year."

Why can red beans keep healthy and stable development? Zhou Haijiang has revealed "secrets". The key lies in the pformation and upgrading strategy implemented in recent years. As a leading enterprise in the clothing industry, red beans have pformed from production management to creation and operation in recent years.

Beginning in 2008, red beans accelerated the pformation and upgrading of the group and accelerated the industrialization of traditional industries and industrialization of new and high technologies.

First, we must be competitive in R & D design, make good use of the brand to the best, establish a perfect chain monopoly system, take the road of brand management, create our own "smile curve", and strive to achieve pformation and upgrading through technological innovation and brand upgrading.

"We shifted from the original production and operation mode to the creation and operation type, leaving the original engineering center as the model factory and outsourcing the rest.

Our energy is mainly focused on R & D design, the front end is creation, and the back end is operation.

The group firmly grasped the three elements of innovation: talent, platform, input and innovation capability.

Zhou Haijiang said.