Jiangsu Textile Enterprises "Go Out" Experience Deeply

Huafang group, as the leader of the domestic cotton textile industry, has been concerned about the regional structural adjustment and has made an attempt to transfer, successively in Xinjiang, Henan, Shandong We built factories and made bold attempts in the "going out" transnational resource allocation. "Going out" is of great significance to break the domestic high cost, quota barriers and interest rate risks.

Jiangsu Dong Du Textile Group set up a processing center in Vietnam and Kampuchea as early as 2004, and later established a trade center in Singapore. The group has made great achievements in the rational allocation of regional facilities. Xu Weimin, chairman of the group, pointed out that enterprises should start with structural adjustment and market adjustment to improve technology and guide the market with quality. Structural adjustment should stick to the right choice and choose the best market and talents instead of simple equipment.

Jiangsu Huarui International Group is an early implementation of Jiangsu's outward bound development. strategy Private enterprise groups. As the group's international customers are mainly distributed in Japan, Europe and the United States and other developed countries and regions, the group has been integrated into international trade activities earlier. In 1999, he bought a garment factory in Kampuchea. At the same time, he invested in the construction of his own garment washing plant in Vietnam, and he invested in Vietnam's garment factory in 2004. The international strategy of Huarui group takes full account of the balance policy of textiles imported from different countries by the United States and the European Union, ensuring the safety of orders, and taking advantage of the sufficient labor force of the country. The manager of Huarui group talked about the problem of insurance after cargo arrival.

Jiangsu AB group transferred from 2006 to Kampuchea. They have their own understanding of transfer. They think that not only the transfer of manufacturing industry, but also the preparation of people, money and goods. There are a large number of talent reserves in China.

Jiangsu red bean group has established an overseas economic and trade cooperation zone in Kampuchea port, Sihanouk since 2007. After several years of development, there are now 54 enterprises in the park. In the process of construction, the West Hong Kong Special Administrative Region (HKSAR) has continuously improved its risk prevention mechanism, actively fulfilled its social responsibilities, and actively trained its reserve personnel resources.

Wuxi cotton believes that "going global" is an inevitable trend of industrial development. Wuxi Yi cotton has made an attempt to "go out" very early. From the early 90s of last century, it entered the Ethiopia area. They suggested that we should take a reasonable view of "going out" and make use of foreign technology, management experience and foreign capital to take the road of internationalization. But they think that we should not lose the market and let the competitiveness of China's cotton spinning industry lose.

Jiangsu Dasheng group has a reasonable allocation of resources through the form of cross-border mergers and acquisitions, so as to improve the industrial chain and enhance the value chain.

Jiangsu Yueda group, through the strategic framework of branding, differentiation and informatization of the group, shares the cooperation with international resources to reverse regional resources training, such as building a flower mill in Zimbabwe, improving the integration of global supply chain, and grasping the market and brand building.

Jiangsu joint development Spin A factory was established in Xinjiang, and a factory was set up in Kampuchea. Now the offices are expanding continuously in Indonesia, Pakistan and other places, from processing trade to yarn dyed fabrics. They suggest that "go out" must move steadily forward.

Through continuous investigation and trial, Jiangsu Shuang Shan Group is ready to open factories in the United States and upgrade its industrial level as a whole. It is also a leading enterprise in Jiangsu and even in the whole country.

Zhu Peng, general manager of Jiangsu Province, Mr. Ma sang Li (Dongtai) Textile Machinery Co., Ltd. put forward three suggestions: first of all, avoid political risks and go out with the national policies; secondly, the insurance industry and banking industry should be matched, and the financial industry should go out first so that the manufacturing industry can go out to rest assured; finally, local resources must be integrated, and domestic enterprises should send out management teams.

Xie Ming, President of Jiangsu Textile Industry Association, pointed out that speaking and communicating from enterprises can feel that Jiangsu's textile and garment enterprises have exported from products to capital exports, and seek better resources, such as power resources and labor resources, to a certain extent, this is an inevitable trend for enterprises to obtain profits. Wherever you go, you must be good at learning, use foreign capital to expand the market share, expand the market, expand the global market and make rational allocation of resources. How to go out? On the one hand, we must embrace the attack and prepare ourselves on the other hand. It is a summary of our experience that we are preparing for ourselves. We mean preparation for enterprises, local culture and law.

In summing up this meeting, Zhang Yankai believed that at present, domestic enterprises should end the passive going out situation, instead, they should take the initiative to carry out investigation and study. And rationally deploy two international and domestic resources, open up two international and domestic markets, merge into the high-end industrial chain, and ultimately enhance the value of industrial chain.