Who Directed The Crisis In Wenzhou?

A few days ago, I watched a special program on "20% of Wenzhou's small and medium-sized enterprises closed" on TV.

This once was the experimental field of China's reform and opening up and the hot spot of the great rise of Chinese private enterprises. The numerous crises that are taking place now profoundly reflect the crisis made in China. The epitome of Wenzhou's manufacturing crisis is the truth of China's manufacturing crisis.

Wenzhou has produced 10% of the country's clothing, 20% of shoes, 60% of shavers, 65% of locks, 80% of glasses, 90% of metal casing lighters and 90% of watercolor pens. Wenzhou's low-voltage electrical appliances, hardware products, automobile and motorcycle accessories, and ceramic products also occupy an important place in China. It should be said that the rise of Wenzhou is an important milestone in the development of China's manufacturing.

But with the competition in the international market domestically, the internationalization of domestic competition and the globalization of competition, not only is Wenzhou manufacturing starting to adjust, but looking back at Qingdao manufacturing, Ningbo manufacturing, Shunde manufacturing and so on, all of them show the crisis and predicament faced by the entire manufacturing industry.

On the one hand, it reflects the pressure brought by the increase of raw materials and labor costs on enterprises, and on the other hand, reflects the lag of industrial structure in these regions, and the pformation of intelligence is imminent.

In fact, the latter is a more important reason that leads to the crisis of Chinese manufacturing. Many of our enterprises are still immersed in the resources of production capacity competition, repeated low level investment construction, big price war, sacrifice and overdraft enterprises. These accumulated short-term interests tactics eventually lead to the competitiveness of China's manufacturing industry, and even some industries are in serious crisis.

Even more fatal is that the increase in internal friction, the reduction of efficiency, the lack of investment in technological innovation, the blind imitation and bringing up doctrine, and the lack of brand long war spirit will eventually bring disaster to the enterprises themselves.

To truly solve the crisis faced by China's manufacturing in the development, the most fundamental thing is, I think, the awakening of the enterprises themselves, and the ability to save China's manufacturing crisis is not fundamentally dependent on policy rescue and seeking support. Instead, every enterprise should profoundly reflect on the reasons for our development in the past 30 years, rationally face the immediate crisis and think about how to carry out the pformation, change the competitive strategy, and pursue the sustainable development of enterprises.

I have always thought that manufacturing industry in China is not nowhere to go, and we can get out of difficulties through upgrading our own value chain.

If the Chinese enterprises rely on the advantages of resource superiority, labor cost advantage, and plan to turn to the market in the first thirty years, they will survive and develop. Then what should we do in the next ten or twenty years?

We can no longer manage these tragedies with our own hands, and artificially create crises for ourselves.

The crisis of manufacturing in Wenzhou, and the group management dilemma that China is facing at this stage, I think is a good thing in some sense. It enables us to truly recognize ourselves at least, learn how to look outward and outward, and find ways to innovate, and how to break the ice to lead the enterprises to realize the value of survival.