The Proportion Of Domestic Sales Of Domestic Shoes Is Expected To Increase To 50%

As one of the traditional pillar industries in Dongguan, the footwear industry is facing not only the pformation pressure brought about by the changes in the domestic and foreign industrial environment, but also the financial crisis intensified.

Against this background, a 2008 footwear development forum aimed at building a global high-end platform for footwear industry was held in Houjie.

Experts and entrepreneurs attending the seminar discussed how the shoe industry could break through and win. The financial crisis has affected everyone. Only by innovation and cooperation can enterprises have a way out, and opening up the domestic market has become one of the ways for many shoe enterprises to deal with the foreign trade crisis.

Key words: innovation, change, two seasons, products for the four seasons: Topic: under the background of financial crisis, how should the enterprises respond to changes in consumer demand?

Mr. Dan Friedman: the financial crisis has affected everyone. Many consumers have changed from "want to buy" to "need to buy". Enterprises must follow consumers to make changes. Innovation is the key to our financial crisis, because only innovation can improve the added value of products and meet the needs of consumers.

Mr. Yrjo Gorski: Despite the financial crisis, the shoemaking industry still has a huge market, but enterprises must work hard in product innovation, market development, product development and productivity improvement, so as to maintain their competitive edge by innovation.

If the product line of the two season of the unified year can not meet the needs of consumers, enterprises can research and develop the four seasons or six seasons a year, and even produce a series of shoes products every month to meet the market demand.

Liang Yaowen: the core of Guangdong's footwear industry's international competitiveness can be further improved.

In fact, crisis and opportunity coexist. Enterprises should seize the strategic opportunity, pay equal attention to "import" and "go out". In the initial stage of "going out", they can take the trade strategy of "trade first and investment follow up", and participate in international footwear Expo and exhibition, take the initiative to contact with international agents and sellers, so as to effectively enter the local market.

When conditions are ripe, we can consider establishing overseas production bases, developing overseas processing trade, promoting the diversification of the origin of shoes products, thus effectively avoiding trade barriers, especially avoiding the anti-dumping investigation initiated by the European Union and other countries and regions to China's footwear industry.

Key words: cooperation, small and medium-sized enterprises can jointly create brand topics: for many years, Chinese manufacturing industry always emphasizes competition, and whether the situation needs to be changed when the crisis comes.

Zhang Huarong: disorderly, vicious and irrational competition will only lead to industry retrogression.

In the global footwear industry chain, retail, wholesale, brand, trade, and manufacturing should deal with conflicts of interest distribution and form a mutual trust and reciprocal interest community in order to tide over difficulties.

Through practice, our company has put forth a "one whole three" model to integrate upstream and downstream, that is, manufacturing enterprises give full play to their manufacturing advantages, integrate trade, brand and market, and achieve the purpose of building sales channels, acquiring brands and entering the market.

The construction of Asia shoe headquarters base is also a reflection of industry cooperation.

I hope this base can become a platform for foreign shoe industry's new technology, new materials, new information, trading companies and industry standards pferred to China, and become a service platform for pformation and upgrading of shoes enterprises in Dongguan and even the whole country.

Long Guoqiang: the footwear industry in Dongguan and even China is still dominated by processing trade. In the face of the crisis, we should speed up the division of labor in the value chain: extending the value chain, developing upstream parts and components, forming the advantages of industrial clusters, increasing R & D efforts, developing from OEM to ODM, acquiring excess profits in technological innovation, extending service value chain, developing warehousing and logistics, encouraging the development of independent brands, and establishing international sales channels.

However, many processing trade enterprises are relatively small in scale, but brand promotion needs a lot of cost, which requires enterprises to have a certain market share.

I think small and medium-sized enterprises can unite to create brand and start a brand from the domestic market.

Key words: the ratio of domestic sales to domestic and foreign sales is expected to be five fifty-five topics: the demand for European and American consumer market is decreasing, can domestic sales become the "lifeline" of enterprises?

Dr. Ferenc Schmel: China's shoes account for 63% of the world's production, and exports account for 68% of the world's total, but they rely heavily on the United States and other Western markets.

In recent years, with the increasing consumption power of Chinese consumers, enterprises should see the potential of China's domestic market.

I think that for the future development of China's footwear industry, 50% of China made shoes will have their own domestic market.

Lin Zhaojie: China produced 11 billion pairs of shoes last year, but only 2 billion 100 million pairs in China. The rest are mainly exported to the US and Europe.

Facing the difficulties of export today, we should reflect on ourselves.

We should expand domestic demand. In fact, the mainland has great spending power.

I think China is not a manufacturing kingdom or a big consumer country in the future.

But there are also some unfavorable factors in the domestic sales of enterprises, such as the inequity of tax rates.

Now the highest value-added tax in mainland China is 17%, Japan is 6%, and Hongkong is not.

In this very special period, we must resort to extraordinary means.

Facing the financial crisis, promoting consumption is the simplest way.

To expand consumption, we need the government's encouragement. The most direct thing is to lower taxes and fees, at least to 5% or 6%.