Investigation On The Latest Development Of Textile Enterprises In China

< p > which enterprise is the winner of going out? How can we really go out? What is the next step to succeed in "going out"? These issues have always been a topic of concern for Chinese enterprises. < /p >
< p > in fact, Chinese textile and garment enterprises have successful cases and lessons of failure in the experience of foreign investment, and gradually accumulate useful experience. By comparing several successful management models of "going out" enterprises, we can easily find that localization is a problem that international companies must face and solve. Foreign companies are mostly Chinese because they come to China. Naturally, Chinese enterprises need to do so when they go out. Of course, this requires a process, because the culture of the nation is very different. If we want to work in accordance with the local customs and laws and regulations, we must use local staff to achieve localization. Because localization is relatively difficult to operate, and there is a large business risk, some enterprises are skeptical that it is unnecessary. However, localization can indeed help enterprises achieve brand strategy. < /p >
< p > < strong > 1, YOUNGOR: create top-level design team to explore international elements < /strong > /p >
< p > < strong > time 2001 < /strong > < /p >.
< p > < strong > location Japan < /strong > < /p >.
< p > < strong > represents enterprise YOUNGOR group Limited by Share Ltd < /strong > < /p >.
The reason why Japan (strain) has the advanced finishing technology and formula, and the establishment of YOUNGOR Ningbo dangli garment washing Co., Ltd. is of great significance to YOUNGOR's participation in the international market and the development of international business. < /p >
< p > management mode, Japan's clothing consumption all depends on imports, but Japan's capital is relatively sufficient, and it can cooperate with them to establish a joint venture, and cultural differences are not large. 80% Besides, Japanese employees are highly stable and loyal to enterprises. The company jointly launched the W.GAME brand of Japan's GY company. In terms of operation, GY brand achieves a new personalized sales mode by training fashion consultants with Japanese service level. < /p >
< p > there will also be some difficulties in the process of internationalization, mainly in the process of internationalization. Many enterprises only want to marry themselves through joint ventures and find a good family. On the contrary, YOUNGOR is looking for a good sales and stable sales channel, and constantly learning other people's business ideas and management methods, and finally has to go its own way of independence. The same is true in the joint venture, not only to introduce capital and technology, but also to introduce management ideas. In this way, our capital has been expanded, equipment has been updated, technology has been improved, and more importantly, a great change has taken place in business thinking. < /p >
< p > latest progress. The first step for the company to go out is to open up the Japanese market; the second step is mainly the European and American markets. The key points are different: Japan is mainly joint ventures, Europe is mainly imported technology, and the United States is mainly consumer oriented. Because Europe is the birthplace of famous clothing, now the whole world is advocating European style, its fabric development, product design and innovation are all representative of the world trend, so the company digests and studies some of their ideas in the process of cooperation. Recently, the company has set up top design teams in many parts of Tokyo, Milan and Italy to explore international fashion elements and apply them to clothing design. < /p >
< p > < strong > 2, Shandong Xinguang: to participate in international famous exhibitions and develop new customers < /strong > /p >
< p > < strong > time 2003 < /strong > < /p >.
< p > < strong > South Africa < /strong > /p >
< p > < strong > represents enterprise Shandong Xinguang Industrial Group Co., Ltd. < /strong > /p >
South Africa and the European Union signed the agreement on trade, development and cooperation, P. According to the agreement, the EU will achieve zero tariffs on 95% of the goods imported from South Africa in the 10 year transition period, and the tariff will be abolished in 2006. Therefore, China's blanket exports to the South African market have unique advantages. < /p >
< p > management mode of enterprises to venture in Africa, not only must have the spirit of hardship, fighting and winning, but also integrate into the local culture of Africa, focus on Sino African friendship, and most importantly, have the mechanism of product innovation and management innovation. The main production part of South Africa is woven polyester terylene blanket (the rest is mainly imported from Turkey). Almost all acrylic acrylic and Raschel blankets need to be imported to meet the market demand. At present, the world's acrylic blanket products are mainly from China, and the developed industrialized countries do not produce blankets. Some developing countries are backward in technology and production technology, and their products are of high quality and high price, and they can not participate in the international market competition. South Africa blankets are mainly imported from China, and shinguang company has set up blankets in South Africa to transport locally made semi finished products to the local market and sell them directly after processing, so as to make the locales sell into real estate, enter the local chain stores, supermarkets and wholesale markets, and radiate the neighboring countries and territories, occupying 40% of the market share in South Africa, and the operating costs of enterprises are greatly reduced. At present, the company has production lines and sales teams in the northern and southern hemispheres. It solves the problem of seasonal differences in the production and sale of blankets, and complements the market in light season. In addition, the company has invested in the construction of a sewage treatment system and fume purification device. The advanced wastewater treatment and recovery facilities have been used to achieve zero discharge of waste water, and the oil and gas purification rate has reached over 90%. < /p >
In the process of going out, we actively explore the international market and participate in the famous exhibitions such as the Canton Fair and the United States, Europe, the Middle East and North Africa, so as to stabilize the original customers in the export market and actively develop new customers. P < /p >
< p > < strong > 3, Binzhou Yaguang: through network docking to achieve synchronous R & d < /strong > /p >
< p > < strong > time 2004 < /strong > < /p >.
< p > < strong > location: < /strong > /p >
< p > < strong > represents enterprise Binzhou Yaguang Home Textile Co., Ltd. < /strong > /p >
< p > > the reason for leaving the enterprise is "the world's towel watching Ya Guang". "Cultural Yaguang, modern Yaguang, technology and light" are the three pillars supporting the internationalization of Yaguang, and the category of cultural sub gloss is to build learning organizations and build an international team. < /p >
< p > management mode company hired the technical director of the original artillery company as the chief designer and general manager of the US company. He hired the purchasing manager of Woolworths, the largest chain group in Australia, as the sales general manager of the company, and built an international and localized team. American companies now have 12 local employees. The company believes that it is best to localize the global layout in the foreign market. Because locals are more sensitive to the local market, they are more accurate in the trend of fashion and can be integrated into the local culture. At present, the marketing and design staff in the US and Australia have basically made localization, which is more conducive to understand the local market demand and develop targeted towels products that suit the needs of local people. In addition, overseas design and R & D staff have designed draft products according to the latest international popular information and the characteristics of home textile products, and have synchronized research and development with the company headquarters through network docking to ensure that products can be marketed in the shortest time. < /p >
Less than P, nearly 80% of the products are sold abroad, and now they have registered in the US and Australia. In 2013 alone, the US market realized sales of $120 million. In recent years, the company has gradually changed from simple copies of customer samples, competitive bidding to orders, to customers accepting and selling products independently developed by the company, with independent intellectual property rights or brand names. This transformation brings long-term stable orders and better economic benefits to the company. At present, the company's LOFTEX products are sold in thousands of retail stores including WAL-MART, but also in many high-end department stores. It has established a good corporate image and brand image in the international market. < /p >
< p > < strong > 4, LAN Yan group: we are not planning to open a factory in Bangladesh in the near future, < /strong > /p >
< p > < strong > time 2004 < /strong > < /p >.
< p > < strong > Bangladesh < /strong > /p >
< p > < strong > represents enterprise LAN Yan Refco Group Ltd < /strong > < /p >.
In order to open up a wide international and domestic market and build a diversified market system, Lanyuan textile and Garment Co., Ltd. has been registered in Bangladesh and other countries or regions, and has been heading to the international market window and sales frontiers in order to develop P. < /p >
In P mode, Bangladesh has great demand for denim fabrics. 10 years ago, the local denim produced in Bangladesh could only meet 30% of its demand, and the remaining 70% was dependent on imports. However, in recent years, the textile industry in Bangladesh is developing rapidly, and its import demand for high-end denim fabrics has improved. Through the representative offices in Bangladesh and other countries, the company receives orders and understands first-line information, which is changed from past customers to companies. In the past, customers brought a piece of clothing, and the company provided fabric according to their requirements. Now the company has set up a sample workshop, from washing to finishing in a workshop, which is convenient for customers to display and recommend new products. The export of Bangladesh origin garments to the European Union countries is low tariffs or zero tariffs, and China's exports to these countries will be subject to a 13% tariff. In addition, Bangladesh's labor cost is China's 1/4, and Bangladesh's local staff account for 50%. Usually, the company will carry out various skills training for selecting and warehousing talents and production front-line staff, but the overall efficiency of employees in Bangladesh is very low. For workers here, strict and rational management may not work, but can only be promoted diligently. < /p >
Recently, the company does not plan to build factories in Bangladesh. There are many factors to consider when setting up factories. For example, personnel management and infrastructure construction, the energy problem in the country is a major obstacle to building factories. Bangladesh has no stable electricity supply. If gas power is used, it must be applied to the Bangladesh national energy board. Pipeline connection is a big problem. If P is used, the cost will be greatly increased. In addition, Bangladesh is one of the most corrupt countries. Hidden costs and efficiency need to be carefully considered. < /p >
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< p > < --EndFragment-- > strong > 5, < a href= "http://www.91se91.com/news/index_c.asp" > Bosideng /a >: looking for high-end coat Brand Company acquisition transaction < /strong > /p >
< p > < strong > time 2005 < /strong > < /p >.
< p > < strong > location < < /strong > < /p >.
< p > < strong > represents enterprise Bosideng group < /strong > < /p >.
The reason for leaving P is to set up retail stores and flagship stores in overseas markets. It is a key link to display brand image and rapidly enhance brand awareness. < /p >
< p > management mode in the 80 chain stores, the company only sent 3 top managers with foreign education background, the rest of them were recruited in the UK, and the company employed two experienced British designers. Bosideng London products are different from the styles sold in Bosideng in China. Besides the down garments and casual coats are produced by Bosideng Chinese factory, most of the other products are manufactured in European factories and according to the European version. The company believes that the key to winning the overseas market is to focus on the European market from all aspects of design, production, marketing and sales, closely following the needs and tastes of local customers. Marketing links also focus on European tastes, such as promotional films highlighting the harmony between people and nature, advertising on target customers' favorite media. In addition, the company often invites internationally renowned designers to conduct research guidance and select outstanding designers to study in France and Italy and feel the international trend. The company believes that the best way to build an international brand is through international cooperation, involving internationally renowned designers, and sending Chinese staff out to study, in order to continuously improve themselves. < /p >
< p > latest progress. The company values long-term goals rather than short-term profits. Sales in the UK are now in line with expectations. The company acquired a British clothing chain corporation in mid October 2013, and the transaction is close to completion. The company has 80 branches in the area and sells Bosideng's down jacket online. But the British clothing chain corporation is privately held and is in a loss. In addition, the company is carrying out preliminary negotiations with several high-end Brand Company, looking for a takeover transaction. The company believes that if domestic tourists travel to Europe and America to see their brand stores, they will help improve sales and visibility. < /p >
< p > strong > 6, Shenzhou International: Kampuchea production base two phase capacity expansion < /strong > /p >
< p > < strong > time 2005 < /strong > < /p >.
< p > < strong > Kampuchea < /strong > /p >
< p > < strong > represents enterprise Shenzhou International Group Holding Co., Ltd. < /strong > /p >
The reasons why Europe and the United States have imported quotas for the import of textiles and clothing in the mainland of China are limited. The establishment of Cambodia Co has reduced the impact of quota factors on group orders. P Secondly, some countries or regions can not directly trade with mainland China due to political factors. Cambodia Co can solve this problem. < /p >
< p > management mode because of backward economy, the labor cost of Kampuchea is relatively low, and the monthly salary of workers is 180 dollars. Although labor costs are low, the productivity of local workers is only 60% compared with that of Chinese workers. The company attaches great importance to staff training, training, including rules and regulations and skills training two parts. Many local employees come from the countryside and do not know much about their laws and factory rules and regulations. Therefore, factories specializes in training wages, overtime policies, and the rights and duties of employees. For more important skills training, factories use local staff to teach locals, and locals train local workers to train zero based workers. At present, the main recruits are local college students. Most of the management in the factory are also locals, and a few are overseas Chinese. This is a good impetus for enterprises to integrate into local society. In addition to the top management, the company is mainly to train local staff to grow into management. In addition, the company also improves employee benefits by setting up Cambodian staff Relief Committee and providing free working lunch. < /p >
< p > latest progress. The company plans to expand production capacity in second phases of production in Kampuchea and Anhui. After the completion of training (usually 3~6 months), it is estimated that the capacity of the company will increase by about 10% in 2014. In addition, the company has built a factory in Vietnam and is expected to be completed by the end of 2014. The plant is mainly used for textile production and bleaching and dyeing. Vietnam has low cost of labor, cotton yarn and water and electricity. The finished products of the factory can be supplied to the adjacent Kampuchea garment factory. < /p >
< p > < strong > 7, < a href= "http://www.91se91.com/news/index_c.asp" > Tianhong textile > /a >: planning investment of 400 million yuan to Uruguay spinning and weaving factory < /strong > /p >
< p > < strong > time 2006 < /strong > < /p >.
< p > < strong > Vietnam < /strong > /p >
< p > < strong > represents enterprise Tianhong Textile Group Co., Ltd. < /strong > /p >
Under the pressure of continuous rising production costs in China, the company changed its strategy and decided to invest in factories with low production costs in Vietnam. < p > The company turned the strategy of low-cost acquisition in China into a strategy to build new factories and expand capacity in Vietnam. < /p >
< p > management mode Vietnam has about 5000 employees. About 60 technicians, financial and senior management personnel are sent from China. The rest include factory directors, field directors and front-line staff, who employ local people, and the workers earn more than Vietnam's minimum wage standard for a class of enterprise workers (the minimum wage of a group of enterprises is about 1500 yuan per month). The spinning equipment of the workshop is advanced, mainly based on Jingwei Textile machinery, and the HVI fiber inspection instrument and digital information workshop monitoring system are adopted at the same time. Spinning is run in three shifts and three in spinning. In terms of management innovation, the group implements the operation management mode of "localization of talents, localization of benefits and localization" in various subsidiaries, and establishes the fish water relationship and common interests of enterprises, employees and local governments, so as to promote the development of local textile industry. In addition, the company pays attention to variety innovation and technological innovation, and set up the enterprise "variety research and development center", aiming at the demand of the frontier market, and pursuing the appearance and inner quality of the textile. < /p >
< p > the latest development. The company invested 2 billion 500 million US dollars to build an industrial area on the Sino Vietnamese border. It will be launched by the end of 2013. There will be a high precision supply chain management system and wastewater treatment facilities in the area. In addition, the company plans to invest 400 million yuan to build a spinning mill in Uruguay. The first phase is scheduled to be completed in 2014 with an annual output of 20 thousand tons. The establishment of factories in Uruguay not only allows companies to avoid paying anti-dumping duties on Chinese exports, but also helps to understand the changing needs of fast fashion retailers in the US. < /p >
< p > < strong > 8, < a href= "http://www.91se91.com/news/index_c.asp > > Shandong Ruyi < /a >: billions of billion will be built to Pakistan's largest cotton textile base < /strong > /p >
< p > < strong > time 2011 < /strong > < /p >.
< p > < strong > Australia < /strong > /p >
< p > < strong > represents enterprise Shandong Ruyi science and Technology Group < /strong > /p >
After the success of the acquisition, the Ruyi group will not only gain a stable and high-quality cotton source, but also win the initiative in the pricing and production of Australian cotton production and export. "P" < /p >
In order to control the cost of raw materials, in 2013, the company acquired the wool research, production and trade group of Australia and New Zealand, P and WSI wool company. On the other hand, in 2013, the company acquired the Royal Royal worsted enterprise in 1883 and the Harris flower company in England. The company put forward the idea of "modern manufacturing through technology", especially in "using technology to replace manpower". For example, the high-end cotton base in Queensland, Australia, has two cotton bases in a county size, with only 25 managers, and the degree of mechanization is very high. At home, there were more than 7000 workers in a 100 thousand woolen mill. The company introduced only automation equipment and the same size of woolen mill. Now it only needs 1500 workers, and the efficiency is greatly improved. The next goal of the company is to use only 200 people in the newly built factory (100 thousand spindles), which saves a lot of manpower costs. The company attaches great importance to R & D and independent innovation. The company has carried out technical cooperation with universities and research institutes at home and abroad. In collaboration with Deakin University in Australia, the Ruyi deacon textile materials research center was set up to cooperate with the Commonwealth of Australia Academy of Sciences to set up the "wool deep processing technology research center". < /p >
< p > latest progress in 2013, the company acquired the Australian cotton yard. Towards the end of 2013, the company signed a cooperation agreement with Masood textile company, a well-known listed company in Pakistan, holding the company and investing billions to invest in Pakistan's largest cotton textile industry base. < /p >