Risk Assessment Of Textile And Garment Industry Going Out

< p > our group's main guests are Jiangsu Dong Du "a target=" _blank "href=" http://www.91se91.com/ "> textile < /a > group Xu Weimin, Yida group Zeng, Cixi Jiangnan Chemical Fiber Co., Ltd., Lu Yongfu, Ethiopian Chinese Chamber of Commerce hay, Ding Heng, partner of Zhong Lun legal affairs.

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< p > our group mainly talks about risks, and we feel that this is different from that of the motherland. Therefore, if we are able to walk in, it is very important to predict and control such risks, because we are out of the way of development strategy, but it is also our assets to increase value and maintain value, so that we can have a safe and healthy development.

Therefore, risk control is very important, because we go abroad, the environment is diverse, there are political, economic, legal aspects of risk, as well as competition partners, and some disasters, and so on. So how to control the risk of diversification, he is very important for us to "go out" enterprises, how to be able to take root and take root.

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< p > first, chairman Xu.

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< p > Xu Weimin: Good afternoon, everyone! Our enterprise went out very early. First of all, in 2000, in view of the fact that we are a a href= "http://www.91se91.com/news/index_c.asp" foreign trade < /a > main enterprise, we started to make brand. The foreign trade enterprises are still limited to pick up second-hand or three hand orders in the country. The development is difficult, so at that time we put the trade piece in 2000 through a cooperation opportunity to Singapore.

So up to now, we estimate that this year will exceed RMB 8 billion, and all orders will be run abroad.

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In the past few years, we have our production base in Vietnam, Kampuchea and Malaysia. Yang Shibin has mentioned how to consider or evaluate, or to avoid investment risks.

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< p > this problem is first different from an enterprise to an enterprise. There are various situations, especially in your market. Your management team, including your economic base, is different. So the key to avoid going out is to first consider why you should go out, and the second one is to consider how to go.

Third, there are some uncertain factors abroad. When we go out, we will encounter all kinds of problems. We usually talk about uncertain factors. If there is not enough consideration or preparation for these things, "going out" may not succeed.

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< p > so we took it into consideration in 2000. As early as in Hongkong, we felt that Hongkong's situation was not very satisfactory. We were also an occasional opportunity. It was a business partner in Singapore, especially in the process of mutual benefit. We all understood and trusted. Finally, we also seized this opportunity, and internal changes also took place through many shares, shares and holding through these three links.

If we do not know about the local laws after we have been abroad, we will not be able to manage the locals relatively well. I say that a good business can not succeed, so the most important thing is to consider why and how to go. This is very critical.

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< p > Sun Huaibin: they understand the local people's feelings, including all kinds of environmental factors. They are a very important human condition to avoid the risk of foreign investment.

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< p > Zeng you are from the Yida group. This is an enterprise in Hongkong, but it has a high degree of internationalization. He is also a dragon, from cotton cultivation, intermediate textile, < a href= "http://www.91se91.com/news/" > printing and dyeing < /a > until a href= "http://www.91se91.com/news/" > the manufacture of garments is less than /a, and the sales network is also very internationalized.

I see that you have also done international business on your introductions, so you will have personal experience in going out or facing various risks in overseas investment. Can you give us some specific introductions?

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P > Zeng song: Yida has been established for more than 30 years, and now we have our production base in Sri Lanka, Vietnam and Malaysia.

There are several points that are very important.

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< p > first, we must anticipate this risk.

You can't think about it until you think it clearly. You can't find this risk until you go to it. Because before each country, you need to know whether there will be some scarcity from the energy, and the talent aspect. We should make some corresponding plans before we go.

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< p > Second, we must deeply integrate them.

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< p > at the beginning, why many textile enterprises built factories overseas, mostly because of the quota, but then they withdrew from this place. As Chinese enterprises, we can not plunder resources. I think when a company goes to invest in that place, it must be given to the local government, not only the government, but also your staff, which makes them feel that this is a long-term development.

Only in this way can he face so many difficulties with you.

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< p > for us, it is not just localization, let local managers feel that he is part of the group. Like our enterprises, we will make employees around the world, not just management, including some grass-roots employees, including some workers, every year will choose representatives from various countries to return to headquarters, and return to the production base in Guangdong, so that they can see why this enterprise, so that they do this business, let them have a personal feeling of this enterprise, let them know that in the work of the enterprise is very good.

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< p > when it comes to solving local risk problems, it is often local colleagues.

I remember that at that time, because of some political reasons, they suddenly cancelled the visa for all the workers in Bangladesh, and suspected that they had something to do with terrorist attacks.

At this time, we have more than 100 workers coming to work here, and our colleagues talk to the local government. After giving us what we have known for many years and what we have done, we can get special approvals, and are all women, so that we can continue to do them and integrate them into the whole group.

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< p > Third, really care for employees, especially a manufacturing enterprise.

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"P" has mentioned before that many strikes, whether illegal strikes or legal strikes, are often seen. In fact, we invest in so many places abroad. There are many places, including Sri Lanka and Vietnam. There are many labour problems, including the more active trade unions. In Sri Lanka, we have to face three different trade unions to do different jobs.

Basically, in Vietnam, there are at least two or three strikes a year, and a strike is the whole park going on strike.

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< p > so this experience tells us that you should care for employees in the real sense.

Why are these workers going to strike? Because their interests can only be achieved by striking, how some enterprises can solve them, and increase their wages and subsidies, but we will not do so. We need to establish a trust relationship with our employees. We will care for them and organize some dialogues regularly, including through some other channels, including some local labor groups, to better understand them. Only in this way can he know that this enterprise is really concerned about us, and he will not go on strike. In fact, we should first consider what kind of problems we will anticipate before.

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< p > Sun Huaibin: he always spoke very clearly. First of all, he must have foresight. What kind of risk can you take when you enter a country?

And localization management. Because of the integration of localization, he can easily get a lot of things done and what strategies he adopts. He will also adapt to some local situations. Of course, there is also humanistic concern, so that our overseas employees can get some treatment that they should have, and get a kind of respect, so that they will feel at ease and serve for your company. I think these are very effective ways to control risks.

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< p > Jiangnan Chemical fiber is also "going out", especially in the field of "going out" in the field of resource re-use. In the process of "going out", do you have any foresight and strategy to control risks? What are the specific practices in these areas? < /p >

< p > Lu Yongfu: Good afternoon, everyone. We mainly do recycled chemical fiber. Our product 80% is on the US, and a container is nearly 4000 dollars.

In the past few years, what is the main pportation cost? We are going to come and go in the process. It is very suitable for us in terms of resources. Our market is there, and people are there. We must standardize our behavior and let lawyers help us.

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< p > Sun Huaibin: when it comes to lawyers' participation, we also invited Ding Heng today to be a partner in the law firm. I see that you have been involved in many foreign related lawsuits and disputes in your introduction.

I want to have a lot of experience in this field, whether in the field of trade or investment.

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< p > our industries often encounter some legal problems and disputes abroad. They especially hope to get some legal assistance. In the course of your employment, do you have any professional role in dealing with our textile enterprises, give us some cases and how to avoid legal risks.

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< p > Ding Heng: in front of all the entrepreneurs, I feel very trepidation.

As a professional in the legal profession, I only have a view from the legal aspect. I have eight or nine years or so of work experience.

In particular, in recent years, we have been constantly "going out" by Chinese enterprises and failed in the process of "going out".

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From P's point of view, I would like to talk about my own feelings, or give examples of failure.

The "going out" of our Chinese enterprises has begun to become scale, but I feel that compared with foreign companies, our attention and adaptation to the law and the prior attention or understanding of the framework system of the target country are obviously different from those of the multinational corporations.

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< p > we contacted several "go out" enterprises. They decided to invest at that moment, more or more than 90%, mainly considering some commercial provisions. I am not saying that commercial is not important. Business is very important, and it is a decisive factor. But at this time, we will overlook some legal risks.

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< p > for example, when we are in the initial stage of mergers and acquisitions, the first thing we should do is to have legal practice in the international community and to conduct a legal investigation of the Target Corp.

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< p > just now Lu said that when their company invested in the United States, they did a lot of investigations, but many companies did not pay much attention to this one.

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< p > first is about the price, and you should sell it to me at a low price.

Similar negotiations, but in accordance with the general multinational investment, first of all, may initially talk about a price of the intention type, but they will do an environmental project survey, after the end of the survey results, according to the feedback problem, finally make a decision to come to this question to talk about the price, or even to suppress the price.

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< p > we may be in the process of domestic companies are not particularly adapted to such a common rule of pnational pactions, there are also examples of failure.

For example, the land system of the company is not very well understood. At the beginning, no detailed geological investigation was done. Once you have entered the country, the company will not be able to own the land. You can only rent the land.

Examples of failures like this.

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< p > domestic enterprises take the view that first of all, there is a long-term land to run my projects. Their domestic enterprises can have the right to land, but once they enter, they have only 30 years' right to land, which has a great impact on our operation.

A problem like this is likely to be understood at the moment, so that we can achieve some of the legal risks foreseen by Zeng.

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< p > another, has been put into the future, in the local operation process, we feel that many Chinese enterprises are Chinese thinking, although we now improve the country's legal system, our company's legal risk awareness has been constantly improved, but habitual cause when we operate locally, we feel that law-abiding operation is not particularly important, so it is not necessarily a textile enterprise.

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< p > for example, the legal system in the United States is very perfect, which is very strict in terms of sex discrimination and labor system.

When domestic enterprises recruit workers, they tell you clearly that I only recruit men, but in some developed countries in Europe, if they say so, they can bring the company up, which is a loss to the company's reputation and a loss of interest.

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< p > ASEAN countries do not mean that their legal system is imperfect and the labor system is not perfect. This idea is usually encountered by domestic enterprises. Anyway, Southeast Asia is our buddies. Their level of economic development is not as good as ours. Some systems are not so perfect. They can not be misunderstood.

For example, Indonesia's system is perfect.

Therefore, such a law-abiding operation is also necessary for us to "go out" enterprises to establish such a sense of law, and also a manifestation of social responsibility.

Thank you! < /p >

< p > Sun Huaibin: Thank you ding lawyer. He has a lot of serious legal questions with a smile on his face.

We need to fully understand the laws and regulations of other countries. The questions you are talking about are very important.

Today, a very beautiful president from Africa asked a personal question. Not long ago, the Prime Minister of Ethiopia visited China. You were his consultant. How did your advisor come? /p

< p > Hai Yu: let me first share my experience of going to Africa.

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< p > first, thank the Federation and thank President Zhang.

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< p > I do not belong to < a href= "http://www.91se91.com/news/ > > textile industry < /a >.

The first time I went to Africa was to lead the China shoulder group, which was the 100% brand exported to the United States. < a target= "_blank" href= "http://www.91se91.com/" > shoes < /a >.

At that time, when I went to Africa to investigate, we decided to invest a week later, from investment to our production only three weeks, and then 6 months to hire workers.

If we are doing the local market in Africa, there are many Chinese enterprises, but we can do the US market in Africa. We are the first to make such consumer goods, so it has attracted the attention of many international media, including BBC and the world bank.

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In the process of "P >, the political risk is also talked about, and we have a good relationship with the prime minister.

In fact, when you go to Africa, you have more than a dozen ministers' numbers on your cell phone. You can dial their numbers at any time. Can you make it plain sailing? < /p >

< p > because I have to issue 12 containers each month: < a href= > http://www.91se91.com/news/ > shoes > /a > I give a very simple example. At the very beginning, we entered a batch of materials. Customs officers said that this is the brush your employees brush their teeth. This is taxable, we have perforating machines, he said no, you are a weapon.

It's impossible to call the minister on such a small matter.

At that time, I asked them to call the Adjutant General and hold a meeting with them. We held a meeting for 6 hours.

Then, I asked 20 people to the factory to see our assembly line. They gradually realized that what you came to do, what you had done, what you should do next, so that everyone could have initial trust.

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< p > perhaps the first step to Africa is not only high-level relations, but also very important at the executive level.

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< p > Second, if we go to Africa, Ethiopia is a special country. In the past ten years, the number of GDP double-digit is increasing. In the past 20 years, there is a good government. The government is in power and will be very similar to the Communist Party of China.

He has also established a particularly good relationship with China. He is also learning the reform and the experience of China's reform and opening up.

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< p > Why did the prime minister personally go there to inviting investment in 2011, in addition to hoping to be a friendship bridge between two countries, why do we need to build factories here, according to the cost priority, how to achieve the cost? 120 Chinese, Chinese, you give him 3000 yuan, he will not go, you have to give him five thousand or six thousand to go.

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< p > last year I did a job. I interviewed all the students studying in China in the past. 60 people interviewed. I wanted them to enter my company, but I didn't hire them.

He can walk from such a poor country to China. He must have a background. After reading books, he can speak good Chinese. He doesn't want to go to factories to manage hundreds of people.

When we decided to invest in 2011 last year, we recruited 86 College Students in Ethiopia, and 6 of them studied Chinese in China, so that they could fully understand the concept of Chinese industrial civilization and how to manage factories.

The training of these 6 people is very, very important. We can calculate an account, Ethiopia 300 yuan, a laborer, a year down 4000 yuan, if plus ten thousand yuan ticket and the board and lodging also surpasses 30 thousand yuan.

If we hire a person locally, it will cost 40 thousand yuan, so I think the training of personnel is not only high-end, but you are very important for the training of front-line personnel. I will share these two points first. Thank you.

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< p > Sun Huaibin: in our view, Africa is indeed very ancient, even primitive, but very fertile country.

When I was in college, when our teacher talked about Africa, she said that eating there was a big tree, < a href= "http://www.91se91.com/news/" > dressing > /a > a piece of cloth. Construction was very backward by aid, but many undeveloped economies in those years were also reforming and opening.

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< p > just now, McKinsey's experts have very strong hopes. She has fallen in love with this land just now.

She is Dongguan's past, the performance has reached 60% of the same products exported to the whole country, the total number is not known, but the share is quite considerable.

Moreover, one of her management models can see localization, including the comparison between employees and domestic counterparts. It is obvious that her cost advantage is very prominent.

At the same time, in dealing with the government, from top to bottom, we have to make this kind of public relations a resource. We really need a lot of wisdom and brains, and of course we want to have a sense of risk.

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< p > let's explore another topic. "Going in" is not just a way to enter the capital and make use of the economic way. At the same time, we should also develop and make good use of the human resources.

Because your industry is to serve people, it is to bring benefits to the local community, including many connections. It is very important for us to integrate with the local people.

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< p > remember one time I went to Kampuchea with duer to see two kinds.

One is a large knitting enterprise in China. His boss seems to be able to get everything done. When bankers, politicians, and even planes come down to customs, he comes in with a look. Of course, it is not very formal. It shows that he can do a lot of things.

On the contrary, our other enterprise is a state-owned enterprise. Their managers basically do not intervene in all kinds of activities in the society, nor do they establish extensive connections. What do they do all day? What should we do now? What do workers do to raise wages? He has not made cultural integration, so his survival and development are more difficult.

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< p > so the integration of humanities is also important for enterprises to "go in".

How can our enterprises integrate into the local culture well and become part of them? It may be more effective and safe to develop themselves. Do you have any good experience in these areas?

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< p > Zeng: I think this question is very interesting.

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< p > in fact, to integrate into a culture, we must first respect culture.

Because everywhere he has the habit of living in every place and his pursuit of some ways, I do not think it is necessary to change him deliberately, so many people respect culture, it is relatively easy to understand.

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< p > but I want to talk about a different way to see this integration.

We should not impose on some of our thinking models, but we should add the whole culture of your own business.

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< p > Why do I say so? In fact, I just mentioned that I have worked for so long in the company, why we can integrate into it because everyone agrees with culture, people everywhere have different ideas, but he is recognized and recognized by enterprises.

In this case, they should be better integrated, and in addition to respect him, introduce him to their culture, and they do more from the manager.

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< p > for example, one is the tsunami in East Asia. Many staff members around Sri Lanka have been greatly affected by the family. The company naturally launched fundraising and fundraising to help them do the job. The Chinese employees took the money, and they were very moved and happy. We were taken care of by the company and they were very moved.

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The same as P. When we were in Sichuan earthquake, our employees would ask for donations, and they would like to help. In fact, they would not tell me which country I am from. They are all people who respect each other and respect each other and understand each other. This is an example.

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< p > second examples, we do a lot of different activities, such as doing "creative 2000" activities. We need to bring out different ideas in every place, then compare and appraise the whole group, elect excellent colleagues from every country and Dou Xing, and they are more able to communicate and study with colleagues. Through this activity, they can understand each other and inspire each other more.

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< p > because if all the inspirations and all creative ideas are given by the manager, he will not succeed, and more is the communication between employees. So I really believe that in addition to respect them, it is more important to treat them as a family. Thank you! < /p >

< p > Sun Huaibin: you are involved in the human nature, and feel each other and activate each other's wisdom. This is a deep cultural commonality. What is chairman Xu's experience? < /p >

< p > Xu Weimin: just now, several of them spoke very well. I feel that today we are "going out". As an enterprise, going out is necessary and inevitable, especially when it develops to a certain scale.

Diversified investment, including multi regional, is inevitable.

Many of us today talk about going abroad to get back to the topic just now. Actually, I feel that going abroad is not just foreign, but the same is true at home. Wherever we go, we have to do a good job in the culture of your own enterprise, and why do you want to run an enterprise and what you do in the middle of the business. What do you want to rely on, and if you want others to help you, what is your reward for others? I think this is a must for our business leaders.

Make more contributions to society and give employees more benefits.

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At the same time, when you go to this area, including domestic investment, you welcome many foreign people to invest in China. Actually, he has a purpose in attracting foreign investment. I hope that after you come, you will provide more help to the economic development of our region, provide substantial benefits to the people, and benefit the common people. This is something we must consider before we go out of the P.

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< p > no matter whether we invest in China or abroad, first of all, we study what I want, and what I want is labor and labor resources.

When I go to Singapore, I need a loose trade platform.

What I want to go to Vietnam is what I want is a more skilled and better quality working group.

It's different.

What do I want to go to Malaysia? Many countries have many preferential policies for him.

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At P when we went out, different countries and different regions, including both at home and abroad, actually took different measures.

And we know in Kampuchea, Kampuchea, there are not many people, especially in recent years to invest more and more, so labor resources are relatively tight. After we went to Kampuchea, in order to make our investment as expected as soon as possible, a relatively good figure, a relatively stable workforce support, we have taken a lot of support.

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< p > for example, for every employee's family and brother and sister, we must send a schoolbag, using a schoolbag to convey our family's love for his family and form a system.

At the same time, every Saturday, we take all the administrative staff as their main body and visit some difficult families, and there are several groups. At the same time, we should take some necessary and necessary measures according to different situations. We should consider some difficult families, organize staff to stop work to help them collect rice and help them to do farm work. As an enterprise, there is a little loss, but for this place, the influence is very, very large.

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< p > so when we have a relatively tight labor force in Kampuchea, we are now open to factories, and there is no problem in recruiting the labor resources, and our factory has been very stable so far.

Recently, we have been promoting the upgrading of the existing staff culture. We have run a Chinese class so that they can learn a few sentences of Chinese, while we learn Cambodia so that we can communicate with each other easily.

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The key to "go out" is to do well in this culture. At the same time, this culture is not for you to understand, but for all employees, we can understand together, in the process, we can share more benefits from the culture brought by such enterprises. Such enterprises can walk more smoothly, go faster and do better in the process of P.

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< p > Sun Huaibin: we see that enterprises go out is the way to go out of the corporate culture. But if the corporate culture wants to go in, it must integrate with the local culture. In particular, it should reflect a kind of humanistic care for employees, especially foreign employees, so that the enterprises will be fine. What experience does Lu Zong have in these areas?

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< p > Lu Yongfu: we are respect and equality. We have also hired American personnel, and another one. The quality of the staff in the United States is very good, so you can arrange for him to live, and he will soon be able to finish it.

If you discuss with him outside of work hours, he will not work for you.

First of all, we must respect their culture, such an idea.

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< p > Hai Yu: I feel that speaking of Africa, just now we talked about integration, in fact, a very big purpose is to get a recognition from him, but recognition has just talked about it. I will talk about four words and know myself.

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< p > the first "go out" of our manufacturing industry, especially the small and medium-sized manufacturing industry. According to the domestic industry, some enterprisers do a good job in scale, but still feel inferior to others.

In fact, when we go to Africa, we must not be arrogant, but we must not be self belittling. In fact, we are talking about the new colonialism, and the manufacturing industry goes to Africa. In fact, it represents the Chinese people and helps Africa, because we go to that place to solve employment first and help him export second, so we are doing a very right thing.

First of all, when entrepreneurs enter Africa, they should straighten up their backs. Whatever you do, you can think you are doing the right thing.

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< p > Second, know what you want to know about this country.

China and Africa have established diplomatic relations with 54 countries. There is a big gap between southeast and Northwest China and South Africa. There are also great differences in Africa. I have also gone to some countries, including political parties, which are also very different. Some countries, such as Kenya and Uganda, do feel that there is corruption when you touch them. When the minister talked with you, you found that his personal purpose is very clear, not for the development of the country.

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"P >" I chose Ethiopia, their personal purpose is very small, more for the development of the country, you just said, through a short time to achieve this achievement, but I never gave their government a penny, many people feel that it is necessary to corrupt, you are really solving his employment for him, and create exports for him, this is your best gift to him, and also get the best respect, you will get a lot of return, do not necessarily go back door to do these things, first of all, you have to understand what he wants, and your purpose is not the same, if you feel the same, go forward boldly.

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Sun Huaibin P: we have some enterprises in the underdeveloped areas, where the legal system is not perfect. Some of our enterprises believe that when they are in office, they will encounter some official corruption or make the problem complicated. They are simply buying this path. The problem of corruption should be very difficult to avoid. Because the national conditions determine it, the system determines it, and there is bound to be this hotbed and soil. What do we do after it comes out? It is according to his rules or to clean himself, but it can not solve the problem. What kind of countermeasures should our legal lawyer take when confronted with this dilemma? < /p >

< p > Ding Heng: Thank you, sun Huaibin. This is indeed a very difficult problem. Many enterprises are facing problems.

Horizontal comparison, when foreign enterprises come to invest in China, they will also be faced with it. If I do not give the benefits and do not give kickbacks, this project will disappear. This land will not be able to be completed, which may be better in developed countries.

I have been in Japan for more than two years, and Japan is relatively better because their country's legal system is very sound and its integrity system is very good, but the developed countries can not avoid it.

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< p > but I would like to say that as a big country like China, "go global", we need to have the image of a great power and not to bring some Chinese characteristics abroad to the outside world. In the short term, there will be some loss of commercial interests. But as our lawyers, it is suggested that customers should abide by the law and abide by the law, and at the same time, we should promote the construction of the legal system in some less developed countries so that we can be respected.

In fact, American enterprises have bribes in China, but many advanced and developed countries in foreign countries are promoting construction in China. However, as a rising power country, we can also have confidence in this aspect to promote some local system construction.

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< p > Sun Huaibin: the lawyer's answer makes us feel very self-discipline, we must do well first, and promote the construction and perfection of the legal system in these countries with the standard behavior. This is a more ideal mode. If I have a problem, he wants to get the project, and must leave the money to buy it. < /p >

< p > Ding Heng: This is a business judgment, not a legal judgment. It may ultimately be a matter of corporate decision making. If this project is particularly important, there will be such a situation, including foreign enterprises.

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< p > Sun Huaibin: in business judgment.

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< p > good, today's group guests should answer the question relatively "go in" some deep-seated problems, we "go out" in order to "walk in", only "walk in" can be integrated into the tide of culture, design R & D resources, processing and manufacturing resources, brand resources, human resources, market resources; only if we go in, can we make our enterprises stronger and be able to walk well and go far in the international orbit.

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< p > this problem must be solved and must be solved.

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< p > we have also provided some systems which are not very complete today, which may enlighten some of the people here who want to go out or have gone out.

Time, here's the dialogue. Thank you very much.

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Xu Yingxin P: the speech and dialogue at today's meeting are all over. Before the closing of the conference, please allow me to take a few minutes to make a brief review of today's conference.

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< p > first, please allow me to express my thanks on behalf of the "a href=" http://www.91se91.com/news/ "China spinning Federation table < /a", thank the speakers, and thank the leaders and my colleagues for the construction of the textile power in this session. The first time we organized the textile industry of the whole industry chain to gather together to make an exchange on the topic of textile a target= _blank href= http://www.91se91.com/.

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In less than a day, more than 20 representatives from the Association Chamber of Commerce, key enterprises and professional service organizations shared their thoughts and experiences and ideas in P.

Just like me, all of you here today have a clear view on how to successfully "go out" for textile enterprises.

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< p > president Wang has said that he hopes the whole industry will work together to build a global and multinational industrial system based on China and actively and steadily.

Relevant leaders from the Ministry of Commerce, the State Development and Reform Commission, the people's Bank of China and the development research center of the State Council have made in-depth elaboration on the financial policy, service system and layout of the textile industry for overseas cooperation.

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< p > Huang Weiji from Taiwan also said many experiences, and bosses of Bosteng, Hong Kong, Tianhong, and Li Da also made wonderful contributions to us.

The two thematic dialogues that have just ended are also very exciting. From McKinsey, Binzhou Yaguang, Bauhinia, etc., through exchanges, the investment environment and potential of different forms of investment in different regions, overseas mergers and Acquisitions Management has entered an in-depth and detailed discussion on the hot issues. I believe that the sharing and collision of these views can give a lot of inspiration to the entrepreneurs who are going to "go out".

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P, ladies and gentlemen, we will continue to serve you. The Federation will actively build the information platform, investment inspection platform, overseas exhibition platform, and industry exchange platform for the textile industry's external investment cooperation, actively cooperate with the implementation of the overseas investment encouragement policies of the government departments, and reflect the problems and demands of the enterprises in the "going global" countries to the relevant state departments.

To this end, the China Textile Union has set up an expert committee on "going out". It has hired experts from finance and law as an expert member to contribute their experience and wisdom to overseas investment in the textile industry.

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P, thank you again for your presence and active participation. Now I declare that China's "a href=" http://www.91se91.com/news/ "Textile Industry > /a" implementation of the "going out" strategic exchange conference has come to a successful conclusion. Thank you!