Looking At The Changes In The Production Era From The Metamorphosis Of A Pair Of Shoes

Over the past year, many factors such as the appreciation of the RMB exchange rate, the reduction of export tax rebates, the tightening of processing trade policies, the rising labor costs and other factors, coupled with the global financial crisis, have brought unprecedented impact to China's garment industry as an exporter.

From the labor force era to the industrial chain era, Fujian Jinjiang is China's largest sports wear and sports shoes production base, known as "the capital of Chinese sportswear".

At the same time, Jinjiang is known as the shoe processing plant, and every 5 pairs of shoes in the world come from Jinjiang.

There are more than 3000 OEM enterprises in Jinjiang. Their gross profit in the past is about 10%-15%, and this year's cost has increased by 35%. The export price acceptable to foreign enterprises can only be increased by 15%. This will cause a cost pressure of 20%, and it will lose money.

Unlike these enterprises, Jinjiang has a shoe enterprise called Anta, whose gross profit is 33.2%, and its difference lies in the shift from labor management to industrial chain operation.

Labor management is the cost of exploiting labor costs, wasting resources and destroying the environment, while industrial chain management has done some work besides this.

The export prices of these OEM enterprises are generally 5 US dollars / double, while foreign enterprises can generally sell to 40 US dollars / pairs.

Expert interpretation: "the industrial chain is the 6 link of production and manufacturing and the removal of production. The other 6 links are product development, raw material procurement, warehousing and logistics, order processing, wholesale management and terminal retail."

Zhu Botao, a famous clothing professional manager, told reporters: "we can see that those enterprises with poor management often have more or less problems in the management of these 6 aspects."

"The study found that the net profit of the labor force model is the lowest, while the 6 links in the industrial chain operation are more perfect, and the net profit is usually higher.

At the same time, industrial chain management is affected by objective factors least. "

According to Zhu Botao, because the profit of the former labor type enterprises is mainly due to the exploitation of labor costs, waste of resources and destruction, then the rise in labor costs and the upward trend in raw material costs will give the enterprises a head start.

In the process of sales, these enterprises often obtain market share through price competition.

As for the brand with better industrial chain operation, its manufacturing and raw material purchase account for a limited proportion of the total sales cost, and the impact on the enterprise itself is not large.

Moreover, the sales price in the past is usually maintained very well, and the gross profit margin of the product itself is much higher than that of the labor force type enterprise, so that even if it caters to the weak consumer market, its price reduction space will be much larger.

Therefore, the influence of objective factors is the smallest in industrial chain management.

Design and marketing to achieve rapid rise of brands, many European top brands, we all do not know who the boss is, but know who the designer is.

It is not just designer brands like Armani and Versace, but also a lot of integrated brands: for example, who is the boss of Chanel in France?

Its designers know it's laggphe.

For example, what is the name of Dior's boss?

Many of his designers know that Galliano is the most amazing.

What is the boss of LV, the biggest luxury group in the world?

Many of his designers know Mark Jacobs.

On the contrary, those brands that only have brand output but can not inherit design culture well have encountered Waterloo.

This can explain why China's PLAYBOY (Playboy), PIERRECARDIN (Pierre Cardin), MONTAGUT (Montagut) and TUCANO (woodpecker) are facing a difficult situation.

The expert interprets the so-called "design marketing" mode, which is to shift the focus of design from focusing on the product itself to upgrading the design strategy for the long-term development of the enterprise, and integrating the design as the core strategy into the brand development so as to achieve the brand's greatest difference from other brands, and the rapid rise and strong innovative marketing strategy mode.

The basis of brand is product, and the source of product is design.

Each brand uses products to pass its unique brand culture to consumers.

Only if we have high-end and outstanding R & D designers and their team to create products of their own personality, can we constantly attract consumers.

This has become a symbol for consumers to judge whether they are an excellent and mature brand.

Professor Zhao Meng, a brand planning expert, told reporters.

Brand culture is passed to consumers through products, and when brand culture is applied to products, design is the most important supporting point.

In essence, design marketing is the most important core of enterprise design culture. What it focuses on is not the success or failure of a product design, but the system design strategy based on the "non" design elements, such as market positioning, technology level, production capacity, industry development trend, and so on.

Wang Xiaonan: editor in charge