How Can Textile Enterprises Stand Out In The Homogenization Competition?

< p > at present, most of the a target= "_blank" href= "http://www.91se91.com/" > textile < /a > industrial clusters are spontaneously formed, and the characteristics of small and medium-sized enterprises are getting together.

Relying mainly on low cost and low price products to obtain market survival space, the phenomenon of homogeneous competition among enterprises is prominent, which not only brings excessive competition among cluster enterprises, but also restricts the scientific development of cluster economy and the overall pformation and upgrading of the textile industry.

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< p > it is understood that there are many reasons for the existence of homogenization competition between enterprises and clusters in textile clusters.

On the one hand, the industrial linkage degree of textile cluster is not strong, and the division and cooperation between leading enterprises and other enterprises is generally lacking.

From the perspective of economic scale, there are a large number of textile enterprises in the clustered area, namely, a target= "_blank" href= "http://www.91se91.com/" > clothing < /a > enterprises, but most of them have the disadvantages of "big, small, full". They are relatively isolated from each other and lack meticulous division of labor. They are only gathered together by enterprises, and the advantage of cluster is still very weak, which objectively leads to the homogenization competition between enterprises and clusters in the cluster.

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< p > on the other hand, the construction of independent innovation ability of clusters is relatively backward, which results in low value-added products and prominent phenomenon of product homogenization competition.

Although many clusters enhance their public services through the enhancement of public services, and through the technological pformation and increase of R & D input, the innovation ability of the textile and garment industry clusters has been improved, but the overall innovation capability of the textile and garment industry clusters needs to be improved.

In cluster enterprises, there are not many enterprises with independent R & D capability. Most enterprises are still in the production mode of OEM processing and imitation processing. R & D investment accounts for a low proportion of sales revenue, and lack of professional talents in R & D design, resulting in low technical content, low added value, lack of core competitiveness and independent intellectual property rights.

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< p > for this, insiders pointed out that textile enterprises and relevant government departments should fundamentally promote textile clusters and industrial pformation and upgrading.

First, promote the textile industry to form a pattern of division of labor and cooperation in the eastern, central and western regions in terms of spatial layout.

The eastern coastal areas should actively rely on leading enterprises, improve the construction of public service platform in the cluster, give full play to the advantages of technological R & D design and regional brand marketing, and expand the cohesive force and radiative power of clusters.

The central and western regions, based on the comparative advantages of local resources and labor costs, actively foster carriers to undertake industrial pfer, promote the development of textile industry agglomeration, and form a cluster layout with reasonable division of labor and cooperation in the East, central and western regions as soon as possible.

Secondly, it is necessary to improve the network relevancy in clusters and improve the embeddedness and risk tolerance of clusters.

By integrating the supply chain, strengthening specialization and cooperation, and linking up upstream and downstream businesses, including < a target= "_blank" href= "http://www.91se91.com/" > fabric /a, excipient suppliers, manufacturers, distribution centers, wholesalers, retailers and customers, and so on, from spinning, weaving, printing and dyeing, batch production to brand marketing management, channel management, to logistics distribution, after-sales service management of retail terminals, and many other links.

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