Where Should The 2016 Way Shoe Industry Go?

2016, where to go? Actually, the answer lies in the enterprise itself.

For entrepreneurs, a century long enterprise should focus on product development and core competitiveness.

If we can make the world the first in a certain product and a certain field, will we be afraid that we can not do business, be led by cost and customers?

At present, shoemaking enterprises are generally faced with a difficult situation: on the one hand, the cost of raw materials and labor has risen rapidly, and the dividend advantage of "made in China" is no longer; on the other hand, the conditions of Southeast Asian countries and China's inland areas are not perfect, and the road of pfer is getting more and more difficult.

At the same time, in 2016, the global economic environment will continue to be weak and even worse, and the way forward will be more and more twists and turns.

Facing the more brutal year of elimination, it is very important for enterprises to take a good road.

However, with more and more enterprises closing down and shutting down, many entrepreneurs are in a state of anxiety. No matter whether they choose to pfer or pform, they are blind or confused. The real state of enterprises and the law of market development are not included in the scope of thinking, which is the key to decide the future of an enterprise.

"One leaf is blocking the eyes and the other is not seen in Taishan". In this paper, we must open up the "28 laws" of "golden burning spoon" which most entrepreneurs ignore.

The "28 law" is a law that existed in the market early in China. However, most enterprises are stuck to their immediate interests, such as the current production quality and the poor management of mountain and mountain work.

Then the question arises. Why is the market easier to make money?

80% of the profits

Looking back on the 30 years of reform and opening up, we can easily find out.

In the development of the mainland of China, 80% of the enterprises are living well and achieving profits, while 20% of them are in poor management, loss or failure. This is the "28 law" of the market.

　　那么為什么80%的企業可以輕松賺錢, 能夠高速發展? 眾所周知,在改革開放30多年期間,制鞋業進入大陸可謂是占據了天時地利入和, 土地康價、勞動力康價、水電資源廉價、優意政策多多,在那樣一個時代, 凡是敢先出事業第一步且用心動勞地經營的人,都能賺錢.所以,這也是為什么盡管這30多年中,我們經歷了那么多風風雨雨,比如亞洲金融危機 sARs以及從2005年開始的人工荒等, 大多數企業依然能經營得很好, 依然在不斷盈利甚至擴大規模.比如, 行業內前有名的大佬寶成鞋業、賜昌鞋業等臺資鞋廠, 它們就是從當初在臺灣只有幾百人、一千人,在大陸才發展成為現在幾千人、幾萬人甚至數十萬人的大企業 。

20% of the losers.

Although the beginning of reform and opening up,

It's a great job, but in fact, 20% of the enterprises fail because of poor management. As far as the plateau is concerned, because the market environment is too good, many entrepreneurs do not use their heart to run their businesses.

Of course, if we analyze from a micro perspective, the reasons for the failure of enterprises are different. Some of them will be compensated by the compensation arising from the failure of the product quality. Some of them will be incompromised by the staff because of inadequate management; the other is because the boss's personal bad behavior has destroyed the business. Although these may seem inconceivable, they are the real events that have happened before, and are also true portrayal of many enterprises nowadays.

This is a situation in which business has many advantageous conditions. However, when the market environment becomes worse, the result of the "28 law" will be reversed.

80% of business losses

When the whole economic environment is getting worse, like the present, the global economic depression and serious overcapacity, including this year, next year or even later, will make 80% of the enterprises fail.

Why do 80% of enterprises fail to do well? Because most enterprises can not comply with the laws of the market.

For example, customers require enterprises to open factories in Vietnam or elsewhere, otherwise they will no longer cooperate with enterprises.

If the enterprise "say no", there is no order, and no order, the enterprise will go bankrupt and close.

In fact, the enterprise can not meet the requirements of customers, it is unable to solve the problem of customers.

What is the problem? Customer orders for Chinese enterprises, if the unit price is 20 dollars, but in Vietnam only 18 dollars, Chinese enterprises can not solve the problem of high cost a so in order to save two dollars, customers will only go to Vietnam to find factories.

Nowadays, most enterprises can not do it because they can not solve the problems of cost, quality and production efficiency.

20% of business success

Although the environment is weakening, no matter how the industry is pferred, 20% of the enterprises in the Chinese market will still be unable to move, and this part of the enterprises are basically high quality enterprises. Of course, there are also some medium and low-grade enterprises. They either move to the mainland or reduce the scale. In short, they try to reduce the cost and find the Chr (34) way of life.

For highly sophisticated enterprises, the increased labor cost, electricity cost and the rent are simply irrelevant because they pursue quality, fashion and so on. These are the decisive factors for them to have enough space in the market. Therefore, for these enterprises, as long as the products are in place, the rising cost is not a problem at all.

However, to achieve such a Chr (34) realm Chr (34), the requirements for enterprises are very high. First of all, they must be highly competitive, because no matter when they are, there will be great competition for a viable enterprise department, for example.

Although they are also moving out, this company has strong competitive power and vitality, and is still the world's top shoe manufacturer. For example, the company that makes cowboy boots is always its predecessor.

Secondly, we must know that a strong vitality enterprise is not cultivated in a year or two. Whether it is personnel training, management structure, or the grasp of products and the insight of a single product, it is usually mature and perfect after decades of forging. Therefore, if the enterprise can grasp the product and management properly, the boss should concentrate on the operation of the enterprise, the enterprise will not be bogged down in the mire like this now. Instead, we will see that the 20% of the enterprises that we see are not only well managed, but also are expanding the large scale space, otherwise, when the market environment is bad, they will be eliminated.

If the enterprise is a very ordinary product, when the cost is high, the enterprise will definitely not be competitive; if it is a price war, the product will be eliminated sooner or later; even if it follows the market, it will be very hard, for example, pferring to Southeast Asia is not as good as originally imagined.

Where is the 20l6 road?

After careful consideration and sorting, we find that the market rules are not as complex as we think.

Where is the 2016 way? In contrast, entrepreneurs know their position in this lifeline.

For example, if the product quality is not good now, the management ability is lagging behind, the customer level is also general or below, and at the same time, the enterprise can not reduce the cost, or can not achieve the successful industrial pfer along with the needs of the customers (whether in Southeast Asia or in the interior).

Therefore, if we want to take a good road to the enterprise, the first is to comply with the laws of the market, and the second is to cultivate our core competitiveness.

Only in this way can enterprises continue to survive, especially if they possess core products, core competitiveness, and how the market will be generalized.

In addition, now, whether people, enterprises or products, there is a most basic rule of development: keeping pace with the times, especially shoes, as a functional product, we must maintain the improvement of our performance.

If the enterprise is just a very ordinary product, when the cost remains high, the enterprise will definitely not be competitive; if it is a price war, the product will be eliminated sooner or later, even if it follows the market, it will be very hard, for example, pferring to Southeast Asia is not as good as it originally imagined.

At present, many enterprises have moved to Kampuchea, but it is found that Kampuchea is not a paradise now, but it may be hell. Because employees and wage increases occur frequently, enterprises can not concentrate on production.

Conclusion:

2016, where to go? In fact, the answer lies in the fact that entrepreneurs should be focused on product development and core competitiveness.

If you can make the world the first in a product or a field, are you afraid that no business will be led by cost and customers?