Implementing The Strategy Of "Going Global" To Cope With The Changes In The Global Textile Industry

< p > for a long time, our country's < a target= "_blank" href= "http://www.91se91.com/" > textile < /a > enterprises pay great attention to the prediction and control of risks in the process of carrying out foreign investment, because the environment of foreign countries is diverse, and there are risks in politics, economy and law. Therefore, how to control the risks of diversification is one of the most important factors for the enterprises to go out and take root.

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< p > in the recent China textile industry implementation of the "going out" strategic exchange conference, participants discussed how to realize localization management and risk control overseas.

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< p > in recent years, the global textile industry is changing. Now the domestic cotton price is above 20 thousand yuan / ton, which is 5000 yuan / ton higher than the foreign market. Therefore, the competitiveness of domestic textile enterprises has been greatly reduced, and it has become a trend to low cost areas such as Southeast Asia and Africa.

The rapid expansion of the scale of overseas investment of domestic textile enterprises and the rapid upgrading of asset share also mean the increasing risk of overseas investment.

Since 2008, the outbreak of the global financial crisis has directly led to sharp growth in infrastructure investment in various countries.

In some countries, the economic environment is deteriorating, the political situation is unstable, and the situation of government arrears of projects has appeared, resulting in a sharp increase in the risk of "going out" textile enterprises.

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Sun Huaibin, director of the China Textile Economic Research Center, said that localization management is to integrate into the lives of local people and carry out humanistic care, so that foreign employees can get the treatment they deserve and be respected, so that foreign employees can feel at ease and serve the enterprise. This is a very effective way to control risks. P

"Going in" is not only about capital entering, but also developing and utilizing human resources.

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"P", the managing director of Yida group, Guilin, said that in order to integrate into a culture, first of all, we must respect this culture.

Because every place has his own habits and pursuits.

Enterprises will not deliberately change these.

He believes that when an enterprise invests in a foreign country, it must give the local (not only the government, but also the employees of the enterprises) a long-term development.

Let local managers feel that he belongs to a part of the group. Every year, he will select representatives (not just management, but also some grass-roots employees). He will return to headquarters from various countries and return to the production base in Guangdong, so that they can see the company in real terms and let them have a personal feeling for the enterprise. I believe that this is not only respect for foreign employees, but also more importantly, they regard them as family members.

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< p > the key to "going out" is to make a href= "http://www.91se91.com/news/index_c.asp" > textile enterprise < /a > culture, so that all employees can understand and share the benefits of enterprise culture in the process of understanding. Such enterprises "go out" can walk more steadily, go faster and do better.

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< p > people who can really solve local risk problems are often local employees.

Therefore, we must respect and understand the local staff and try to get them well.

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< p > the Kampuchea factory of Jiangsu Dong Du Textile Group will issue a schoolbag to every employee's brother and sister in the family, and use a schoolbag to convey the love of the enterprise to the staff and family. At present, a system has been formed.

At the same time, every Saturday, all the administrative staff of the factory are divided into several groups to visit some difficult families. At the same time, according to different situations, the company will take necessary measures. For example, the enterprise once agreed to stop the work of the difficult employees, so that he could help him to collect rice and farm work at home.

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< p > > a href= "http://www.91se91.com/news/index_p.asp" > Jiangsu < /a > Xu Weimin, chairman of Dong Du Textile Group, thinks that as an enterprise, doing this is a bit of a loss, but for Kampuchea, its influence is very large.

So Dong Dong textile has been running smoothly in the labor resources recruitment in Kampuchea when labor resources are relatively tight, and the factory has so far been very stable.

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< p > at present, Dong Du textile has begun to pay attention to the upgrading of the existing staff culture, the establishment of language learning classes, so that Kampuchea members can learn Chinese, while Chinese employees also learn Cambodian language, thus facilitated communication between the two sides.

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