Experts Analyze The Textile Industry's Going Global Strategy From No Perspective.

Actually, we are no stranger to the topic of "going global". According to the time node, actually China. Spin There are two very large nodes in the industry:

The first one, probably in 1983, means China. Textile industry From a single planned economy, it has basically met itself and has achieved some exports.

The second stage, 2010. After China's accession to the WTO, it brings great opportunities to the textile industry. From that time to now, there has been a very big change, that is, the guests in the morning have mentioned such a share that we are exporting now. It can be said that our products have actually "gone out", and many of our raw materials have also come in. As we all know, we now have 50% of the fiber processed by China, and the global textile trade accounts for 1/3.

It should be said that when the product goes out, we look at the market more, and think or talk about rules, because at that time we were faced with many inequalities.

When we go out of the product and become the present situation, we say that capital has gone out. The capital is going to go out. I want to say that what we are thinking now is a strategy. We need to talk about a layout. Therefore, we invite five guests to our forum to share their thoughts and experiences.

At this stage, there are five guests. When I report my name, please step onto the stage. They are Jiang Hui, President of the China Textiles Import and Export Chamber of Commerce, President Wang Ju of McKinsey and three entrepreneurs. They are Wang Hongxing Wang from Shandong Yaguang group, Liu Guozhong Liu total of Jiangsu Bauhinia Textile Technology Co., Ltd. and Hangzhou Jiangnan cloth. clothes Mr. Ni, a decoration company, asks you.

Owing to the warmest speech in the morning, we moved a little bit back to the time for arranging a little change for the general assembly.

Our theme is about "going global", especially from a strategic perspective. Several guests, other than Dr. Wang Ju Wang, are familiar with each other. Dr. Wang is from McKinsey, a famous consulting firm. He is also very concerned about some investments in textiles.

Since this stage may be relatively tense, I have more time to give the guests to these forums. At this stage, I want to listen to three entrepreneurs first, because they all "go out". From different angles, there are different ideas. From them, how do we think about the idea of "going out"? Why do they go out? They are all the top companies in the industry. They are not hung Chung. They are not very good. Why do they go out? Why do they go there? What are they doing?

Let's start with the king of Yaguang, and tell us your thoughts and stories briefly.

Wang Hongxing:

Thank you for giving me this opportunity. Our company set up factories in 1980. We are engaged in the production of medium and high grade woollen goods and exported to Australia, Canada, Japan and the European Union. We reached 110 million dollars this year and the US market accounted for half. We have established a company in the United States. Since its inception, the company has been focusing on the towel industry, and we have achieved the best towel production level in the world.

The real purpose of "going out" of our enterprises is to achieve one goal and two positions.

This goal is to build our enterprises into truly international enterprises.

The two position is the positioning of our market, the mainstream and the terminal market.

Another positioning is product positioning. Our product positioning is medium and high grade products, and the middle and high grade products take the road of internationalization, so that the grades of our products are gradually improved.

Our "going out" will benefit us greatly. Enterprises have also been recognized internationally. We also won the annual innovation award of WAL-MART, and won the 2007-2012 annual energy efficiency award. In 2012, we won the WAL-MART year-end award.

After "going out", our brand building and product R & D have also come to the forefront of the market. We sell a wide range of channels, and now production and operation are in a relatively stable state.

We are prepared to build our own logistics company and logistics center on the basis of the existing 10 years.

Yang Shibin: Liu, please.

Liu Guozhong:

Thank you, moderator. I should say that I think it's a good time for Chinese enterprises to go overseas. We can also see that our Chinese textile industry Today's technology, equipment and market will be of great help to China Africa relations when they can go to Africa.

With the support of the association, we won the support from the Ministry of Commerce. We invested $30 million in Mali in Africa. We are building an agricultural demonstration base, a cotton demonstration base, including the Malian government's hope that we will build a factory. We are sending out the about 10000000 list this year, and our mattress order is scheduled for next year. Next year we will grow 10 thousand hectares of cotton and jute together, not only increasing the income of farmers, increasing their employment opportunities, but also increasing their foreign exchange earnings. That is the opportunity for China's textile industry.

At the same time, I also hope that "go global" enterprises can get more support from the association. Because African countries also have many ideas about Chinese people. At this time, the association is still our home, especially if we can get the support of our national policies. We also have many subsidies, including our cooperation with the world bank. We have a relatively safe way to go out, including the Ministry of Commerce and the business department, which can provide us a lot of help to our "going out" enterprises. I also hope that when the industry goes out, we will spread our textiles abroad.

Yang Shibin:

You used to be a printing and dyeing enterprise. How do you think of planting jute in Africa?

Liu Guozhong:

We Bauhinia combined with 13 domestic units. In the 05 years, we have improved many saline and alkaline land into cotton fields and turned sacks into consumer goods.

Give me 10 more years. If I lead a team, in China and even in Africa, 1 million acres of wasteland can be changed into jute. Because jute is especially suitable for the tropics.

The reason for going to Africa was that the Ministry of Commerce and the Ministry of agriculture had such a policy. When I went to Mali, their agriculture ministers wanted to plant jute, and they were very sentimental about jute, including ambassadors from Zambia and Benin. They wanted me to plant jute in them.

I think this is supported by our motherland. This is the value of Chinese people. When you bring happiness to others, I am also very happy.

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Ni Guochang:

Thank you very much for this opportunity to share with you the situation of "going out" in the past few years.

We are a cloth in the south of the Yangtze River. clothing Brand Company has been operating for 20 years so far. Now it has four brands, one is women's clothing brand, the other is Leslie's women's clothing brand, and one is men's wear brand and children's wear brand. At present, the number of shops in the whole country is 1200, and is distributed in various provinces and autonomous regions of the country.

"Going out" is also a very accidental opportunity, but it is also a necessity. Why do we say so?

Because when we first registered the trademark in 1998, we began to register the trademark globally after the domestic trademark was handed over. In 03 years, we registered the trademark in almost more than 20 countries around the world.

Coincidentally, in the 05 year, we opened a special store in Beijing Oriental Plaza, because the Oriental Plaza has many foreign customers. Our style is more popular. In 05, a Russian customer, a consumer, found our company. He hoped to introduce our brand through Russia to sell in Russia. So in December 2005, we established a foreign store in Moscow, Russia, and now we have developed 50 stores in 15 countries.

This example gives us several inspirations. First, we can learn from some of the top high-end brands in the world to learn their experience in brand operation and operation. Second, it is also the experience of learning some retail experiences abroad. As we all know, there is a big difference between the whole retail system and the international market. We also learn from them.

Through learning, first, we have improved the operational capability of domestic brands. Second, it also laid the foundation for further expanding sales in the international market. In June, we entered an old department store in England, and entered a new start with retailers and buyers.

Yang Shibin: you are in 15 countries. First of all, Russia is the inducement. Will you have big problems in management?

Ni Guochang: indeed, at present, our company has set up an overseas market development department, which is to expand the overseas market by partitioning and splitting. Because we are brand export, we have established free brand stores in the locality, all written in alphabet. In fact, at the very beginning, we were trademarks of Jiangnan Buyi in Chinese, and later felt "going out" so that everyone must know a letter. The first letter of Pinyin is our trademark.

Yang Shibin: how do you manage it?

Ni Guochang: apart from selling stores in Canada, all the rest are done by local distributors, including retailers in the UK, who invest.

Yang Shibin: the size of these local people is quite different.

Ni Guochang: nothing much. For example, like Russia, our products are exactly the same as those in China. The products we export to Japan are also the same as those in China. For example, the clothes I sell in Beijing and the clothes I sell in Japan are the same, the same type, the same fabric, the same work.

Yang Shibin: I would like to ask Wang general a question. India's products are still more competitive in the market. Do you have any positive contact with them?

Wang Hongxing: we will also have positive contacts. One of the companies in the US now is design, the other is service, and then there are three aspects of sales. In terms of design, the former US chief. Designer He came to take charge of sales, and he said to the towel that "I know more about towels than my children." He is the most cutting-edge design. What he designs is most recognized by others. Every year, these big companies, at most, can go to more than 30 people to listen to our designers' talk about the development trend and fashion color of towels.

Yang Shibin: they are not single traders in the form of products, all through capital to occupy the market, I do not know Dr. Wang how do you see? Dr. Wang has some research.

Wang Ju: Thank you. We know that, including my personal assistance to Chinese enterprises, "going out" for more than ten years, for most enterprises, almost one hundred percent success.

In our view, globalization has three stages.

First, the product stage. Using my existing product and copying the existing business models to other markets, this is the most primitive stage.

Second, the stage of industrial chain. Not just for export, but also for export. industry chain The layout may even be in business mode.

Third, the stage of true globalization. The so-called "going out" is that we can not tell which country the industry belongs to, whether the industrial brand or other brands, it has been truly global layout.

For Chinese enterprises, if they really want to be a world-class or first-class industry, is "going out" a topic of choice or a question of choice?

In fact, in my view, it is not necessary to choose. In fact, good "going out" is in turn promoting the development of our country. In turn, we look at our design and feelings. In fact, "going out" is also a driving force for the development of China's business capability.

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What are we going to rely on to "go out"? Now speaking of clothing, actually our cost has competitive advantages, especially on the world level, but how long can we go on just by this? Our business models in all aspects are becoming smaller and smaller. If we don't do something, there will be many competition in foreign countries, especially the competition of homogeneous products. So if we go forward, we have a good foundation, but we can see that in the end it can be sustainable. What is your difference? It may be in design, maybe in your quality or business mode.

Now there are many marketing, in fact, greatly reducing the distance between you and terminal consumers. Market reaction speed is very, very fast. In fact, when we look at "going out" many times, we must try to find out how your product can get the fastest market response speed in business mode. Today we see why Lining or many sports products encounter great difficulties. In fact, there are still problems at the source, which lead to the mismatch between the front and the rear.

In addition, if we look at this market again, if we go forward, especially for most Chinese enterprises, we are actually trying to go outside. The way to fight alone is not good. We must make use of the platform. This platform may be a cluster of industries. It may not be possible to fight alone through an e-commerce platform.

Another point is that "going out" depends on the selected market. Many people say so many markets, which are all good. As the heavenly women look at flowers and flowers, the real first phase of "going out" is actually to carefully select one or two markets, to make real brands and their management capabilities, and to you second steps and third steps to go further.

From the selected market, in Southeast Asia, we are very optimistic about Indonesia.

Yang Shibin: now we see clusters like this. From all over the world, there is no idea which enterprises will have. But when big groups come in and have their own industrial chains, will China go out in the form of cluster?

Wang Ju: along with Electronic Commerce With the rise of new technologies and the real sense of going out in the traditional sense, we also have such a market, and Yiwu's market is starting to go outside. But the actual glazing is traditional, and it may not be enough.

Of course, different markets have different characteristics. We see that many things are complementary to groups.

Of course, what markets to choose are different ways for different enterprises to go. For example, Haier began to leave in 80s. If my product passes the most stringent inspection, after this baptism, the rest can be done. I can stay in the United States and back. This is the core of his competitiveness, and maybe some markets are not.

Yang Shibin:

Just now Dr. Wang also mentioned the case of Haier. He also chose a country like the United States. He also wanted to consult the president of the river on this issue, because now we are going to go out of the capital, some grassroots enterprises, or private capital, which is different from those of the large enterprises in the country. From our point of view, there are similar or similar investments. For example, Haier chooses this place. Now we are likely to face such a situation. We will not undergo such serious scrutiny. Maybe the chamber of Commerce has many cases in this area. You can give us a share. When private capital goes out, what is more reliable?

Jiang Hui: today I was on the stage for the second time. I told the organizers that it was not very suitable for me to sit on this table to discuss this topic. Although I am president, I haven't worked in this industry for a long time. As you can see from my resume, I have worked in the Ministry of Commerce for the first 20 years, and more specifically, abroad.

Secondly, I can talk about my own point of view, on behalf of myself, because I have reported to you that I have worked for 24 years, half of which are abroad, actually in foreign countries are embassies abroad, and very important work is to manage Chinese funded enterprises, so I am deeply impressed by the "going out" of Chinese enterprises.

Since 1991, when I was a Portuguese diplomat in the management of Chinese funded enterprises, I felt at the time that I was going to die one by one, and when I went there, I saw a lot of momentum. Finally, I became a husband and wife shop and had a relationship with the system. Some experts speak very well. First, they are not well prepared and have no talent in this field. Second, I don't know what I want to do, so I will talk about it. You must have six aspects to understand how to go out.

First, those who can "go out" and "go abroad" are able to go out when they are doing well in the country.

Second, talent is very important. I am learning Portuguese and I am going to study in Portugal when I was 18 years old. My Portuguese is very good according to reason. But let me go out to do factories. It will be forced. Why? I am not a factory worker. Not only do I engage in foreign languages, but also French and finance, and more importantly, management and management. I am a financial talent in China and I am not necessarily able to run factories abroad.

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Third, where to go. I have just reported to you that I have been in Brazil and Portugal.

There is a fire extinguisher factory in Portugal, which is invested by Tianjin people. In fact, this fire extinguisher factory is a bankrupt project for the other party. People do not want it. They are heavily indebted. They say that hot potatoes have been voted for 1 million days. After three days of negotiations, they decide to basically have this project. As a business department, we repeatedly want this enterprise to be careful. But businesses say that no matter what it is, we have money. The deep-seated problem is that a leading comrade visits and signs the project and finally throws it there.

The second item is also Shanghai. Textile project 。 The same is a bankrupt project, there are hundreds of employees, such a project will not cost you any money, you must be careful when you get it, not to mention paying 1 million.

In 2005, I went to Brazil to see the same thing. At that time, there were 30 enterprises in St Paul, all of which were what I said, left behind enterprises and two or three people. When I left Brazil, the country began investing heavily in Brazil, with Sinopec and PetroChina, but our small and medium-sized enterprises also did not have many advantages.

Later I went to the textile chamber of Commerce and took some enterprises there, that is, Southeast Asia. I saw Hong Tianzhu's factory and went to Shenzhou Kampuchea's factory.

Why is it possible for Southeast Asia to develop? It is closer to us than we are. Second, the cultural concepts are quite similar. Those workers are the same as ours. While Europe and Brazil are rich and fertile, they are not suitable for us. For example, Hong Tianzhu, because he is an alternative, I have a deep understanding of him. Our business is best to go to the periphery, whether it is the people's feelings and culture.

Fourth, hold together. This is my dream. I have always appealed to the Ministry of commerce that money must be taken out to let the textile industry "go out". Early work "three links and one level" these things, including land acquisition, land acquisition is not an enterprise to do, it is particularly difficult to do, professional experts take you to go, and he is not deceptive. This morning I listened to the highest minister Chen Jian.

Fifth, integrate into society. Our enterprises go outside, many of our enterprises can not be completely compliant in foreign countries. There are also some phenomena of tax evasion and tax evasion, but I still feel that they should try to be compliant and integrate into society. When I am a counselor, I will also save people from prison. In addition, a 500 person enterprise, if your factory 133 people are Chinese, will bring great trouble to the local, so I agree with the entrepreneur said, only three people are Chinese, all the other localization, this ability is good. Finally, when we get into the society, when we have some money, we'd better donate some money to the local community.

Finally, it's a digression. Many companies invest abroad. We don't even know why he is abroad. Why? He doesn't ask for help. He thinks the local government and officials are not good, but he finally came out. Why? Because there was a problem.

Yang Shibin: we also have a feeling. What I want to talk about is that we may look at the problem from different angles. When many enterprises go out, there are two problems.

First, we all feel that many of our enterprises are relatively grassroots. After finding officials, he is still a little scared.

Second, why do some of them rely on government agencies to do the work? This general secretary took Mrs. Wang to say that the costumes of Chinese national brands were so good. We saw Sun Zhongshan, Song Qingling, including general secretary Jiang Zemin, whose wives wore all of China's own costumes, which was not so developed at that time, so they did not vigorously promote national brands. In fact, our national strength is strong now. The government should build more platforms for enterprises. If the government can make use of it, the enterprises will be strong. They will figure out a number. If you do so, if you want to go there, the workers will not be enough.

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Jiang Hui: Red bean Actually, as I know, you have just talked about very important information. The park did not advance very quickly within a few years.

Why not?

It is because an enterprise has done what a country needs to do. And, as far as I know, this project is not supported by many enterprises. We all look to China to see another development zone, that is, Suzhou Industrial Park, which is a typical government project. Suzhou had not developed so fast. Now that he has the industrial park, the development is changing rapidly.

Second, we must choose a good place. Is it possible to go to Brazil or go to Africa, which is elected by the state and the state is responsible, for example, his management committee has risen to a very high level. What problems do we have to solve by the leaders of the state? It is much more convenient than the red headed group and vice president of the red bean group. Because red beans may not see the prime minister there, so once the employees are not enough, what can we do? Red beans can not solve it, so why should this level rise to the state? After a good job, the government may also have a subsidy to go to the previous investment. It used to reimburse part of the expenses, but I don't know if there is any.

Third, since it is a government Park, many things can be handed over to local government offices. He is nonprofit and does not make money. Although there are many bureaucratic bureaucracy, with the progress of the times, such officials are becoming fewer and fewer. This matter has not been done yet. If the Ministry of Commerce has this determination, Wang's head will join us in doing this work.

Yang Shibin: just now, Jiang always said, from your personal point of view, it is more optimistic about the surrounding business investment, and leaders at the top have also talked about it, because now TPP has problems. It seems that after the WTO framework comes out, there will be any research on the new trade cooperation framework. For example, under such oppression, we originally said "going out" is actually not just going abroad, but we also go to the central part of the country to "go out". But now it is getting pale. In such a framework, will the construction of the park conflict with the framework?

Wang Ju: "going out" still needs to be viewed from a national perspective. From the perspective of the country's position, the market is the one source, so no matter what your WTO is, it will be a lot of market in the future, and many markets will flow to many consumer groups, including Africa.

For example, your productive capacity, why we are so optimistic about China's ability in the past period of time, and then go down a lot of things are back to the source, Brazil, Africa or Indonesia. In the end, he is actually a kind of resources, energy, land resources and so on. In fact, you can figure out which ones you have to do. He is actually helpful, but actually how to do it in this.

We very much agree that there is a platform, not only export platform, landing platform, there are many cases of failure.

Our cooperation with the local authorities is very critical. If we can build such a platform on the cooperative side, it will be better.

Yang Shibin: in fact, Africa is so old, so poor, and so does he in history. Why is everyone so optimistic now? It's because he's up on the platform.

Wang Ju: No, one is looking at the population, and another is looking at resources. This is the most macroscopic thing. Any country, including China, is actually a country that can never deliver good transcripts on the international stage. And Indonesia is the same, Indonesia's resources are too rich, but it was not good before, but now Indonesia is relatively good, but in the end it is still a matter of system and mechanism.

Yang Shibin: will leaders be more modern?

Wang Ju: personal factors and backgrounds are related. In the past, it was entirely military rule, dictatorship, and now it may be slowly through some democratization process, which is transparent inside, why West Africa is relatively stable.

Yang Shibin: apart from these countries, we are also concerned about countries like India. Speaking of cooperation, but there is still a little bit of exclusion in the concrete. It seems that everyone has not invested in India, no matter which industry.

Wang Ju: We analyzed interesting data. We trace back to the whole 2000. In world history, China combined with India in 2000 accounted for an average of 40% of the world's GDP before the industrial revolution. Today, China is slightly more than India, accounting for about 20% of the total. China and India are bigger in the great era.

Why do we look at India and make energy or anything? India cannot operate its own market system. If you are not a local company, in fact, you are in many links, for example, from the management of workers, from all aspects of procurement are not the same. We are going to build factories. China is the most mature thermal power plant. There is no visa to go there. China's thermal power facilities are all equipped with such highly complementary things. It is hard to move forward in India.

Besides, when we choose the market, why do we still have to look at politics. Geopolitics is also important, especially for big investments. In many Asian markets, there are still some disputes with us on the border. In this case, because you have an investment cycle of several decades, not 35 years, if there is a dispute between the two countries, it will be very difficult to have this problem like Philippines.

Also, why do we look at the markets in Africa and Indonesia? We tend to have more markets and resources. In countries with less geopolitical sensitivity, bigger investments should be the first choice for us to go out.

Yang Shibin: I would also like to ask, when many enterprises are going out, these large enterprises can enjoy more, not only their support, but also enjoy some support from the investing countries. Just now, the three entrepreneurs also took a break, and asked you again, for example, I solved many things myself, but from the "going out" aspect, it would take many aspects, such as political, diplomatic, economic, and possibly humanistic support. Maybe the national policy will promote your "going out", do you like to invest or go out to your country to help or attract you?

Wang Hongxing: We "go out" is a company in the United States, so after we went out, both domestic and foreign did not give us financial support, of course, from other aspects, leaders have given us a lot of support.

Liu Guozhong: we are in Japan, the United States, Hongkong joint ventures and investment companies, I just said that Africa is an opportunity, we "go out" enterprises to straighten their hearts, I want to find ambassadors and counsellors, to listen to their views, and in Mali, each Mayor I have handled the relationship is very good, for example, I am in Mali, I said that you can give me ten years of tax exemption, so I do not fear, because Africa is very clear that money can get a lot of things done, but slowly more, it will be very troublesome.

Secondly, the reserves of talents. I sent all the children of ministers from Mali and Zambia to my school, which laid a good foundation for my human resources. I still want to be localized rather than localized. You have 260 thousand cotton in Africa and Mali. We have got the demonstration base of cotton now. In fact, we embrace it as such. China's textile industry must be the most competitive in this generation. How can we give our enterprises more support and support? For example, to Mali, if the policy is not subsidized, I will be uncomfortable. Just like an African worker who pays wages every day, he will not come tomorrow if he gets paid, but he will not come when he has no wages. He is like this. We have to adapt to them.

Ni Guochang: our situation is different from them, because we mainly open up clothing stores, relatively speaking, relatively small scale, and basically we look for these countries, we should say that some countries with a very mature market economy are also highly liberalized countries, so this aspect is not helpful.

But conversely, just now, McKinsey's general manager mentioned that they have great reaction to business management, brand operation and product positioning. For example, we are 8 shops in Russia, but Japan is over Russia and has 12 independent stores. clothing Over the past 30 years, compared to this, he has brought us this kind of harvest, which is of great help to us in their brand management, in terms of clothing management and operation, such as improving the quality of our products and improving our plans.

Yang Shibin: because of the time, I think this group needs to carry out a section. As for "going out", I think it is a systematic project and a very big topic.

For enterprises that are not yet "going out", it may be a major choice for us to "go out". But for those companies that have already gone out, the next problem is how to "go in". How do we think about "going out" in this group? The next step is to talk about some problems of "coming in".

Thank you very much for your warm applause.