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Research On The Remodeling Of Corporate Cultural Value In Textile Industry From The Perspective Of Globalization

2025/2/14 20:49:00 0

　　 Secretary General of China Textile Political Research Association (China Textile Enterprise Culture Construction Association)

　　 Zheng Guofeng/Wen, Deputy Director of the Brand Office of China Textile Industry Federation

　　 Corporate culture is a new discipline differentiated from management science in the 1980s. Its formation has certain historical inevitability and the development law of industrial revolution. The rise and evolution of enterprise culture is an important element and key milestone of the establishment and development of modern enterprise management system. It can stimulate employees' sense of belonging and creativity, shape characteristic brand culture, improve enterprise management level, and enhance the influence, credibility and competitiveness of enterprises, Especially, it has important practical significance for the global textile industry to excavate and reshape the corporate culture value.

　　 1、 Sorting out the connotation of corporate culture

　　 （1） Definition and classification of corporate culture

　　 Corporate culture refers to the general term of values, ethics, codes of conduct and corporate image standards that can be inherited and accepted by all members of the enterprise. It is the sum of material culture and spiritual culture. The corporate culture system includes corporate mission, corporate vision, corporate spirit, business philosophy, staff rules, work style, etc. Corporate culture is generally divided into four levels, namely the surface material culture, the middle behavioral culture, institutional culture and the core spiritual culture. According to the cultivation status, it can be divided into growing culture, mature culture and declining culture. According to the type of corporate culture, there are also Zeus type corporate culture, Apollo type corporate culture, Athena type corporate culture, Dionysus type corporate culture, etc.

Four levels of corporate culture

　　 （2） Development context of corporate culture

　　 After the end of the Second World War, Japan's economy suffered a heavy blow and a hundred pieces of waste were waiting to be revived. In 1945, Japan's per capita GDP was only US $1346, about 11% of that of the United States. Since the 1950s, Japan has actively pursued the "bring in principle", extensively absorbed advanced production technology from the United States and other western developed countries, and made every effort to build "hard production strength". At the same time, Japan, closely combining with its local reality, attaches great importance to the cultivation of cultural soft power such as "social style", "organizational style" and "economic principles", and gradually forms the basic model and theoretical prototype of early corporate culture construction. In the 1970s, Japanese enterprises such as Sony, Panasonic and Hitachi were strongly promoted by their unique corporate culture The rapid rise of the Japanese economy has made Japan the second largest industrial and economic power in the world after the United States. In 1980, Japan's GNP reached 1039.6 billion US dollars, accounting for about 40% of the US's GNP in the same period, and its annual average income also rose significantly to 8940 US dollars. As Takeo Fujisawa, one of the founders of Honda Motor Company in Japan, said, "Japanese management is 95% the same as that of the United States, and that 5% is the key to the rapid development of Japanese economy." The crucial 5% is the unique corporate culture, which gives Japanese enterprises strong cohesion and centripetal force, It has become a magic weapon for Japanese enterprises to stand out in the global market competition.

　　 In the early 1980s, a series of theoretical monographs, represented by William Ouchi's "Z Theory - How American Enterprises Meet the Challenges of Japan", were published, marking the rise of corporate culture discipline and the upsurge of corporate culture research. In 1980, Kenneth Andrew and Anthony G. Athos jointly wrote the book "The Art of Japanese Management", in which they first discussed the powerful role of cultural factors in enterprises and put forward the concept of corporate culture. Since the 1980s, the theory of corporate culture has spread rapidly around the world. In 1984, the theory of corporate culture was introduced into China from the West and widely used by Chinese enterprises, which profoundly affected the construction of corporate culture system of Haier, Huawei, Ping An and other global well-known enterprises, as well as the corporate culture image building of Bosiden, Septwolves, Red Bean and other global well-known terminal clothing brands.

　　 After entering the 21st century, corporate culture construction has gradually become the conscious behavior of textile and clothing enterprises to build brand culture. H&M, Fendi and other brands continue their corporate culture and maintain the cultural value of luxury brands forever. In recent years, the global textile and clothing enterprises have constantly transformed the construction of corporate culture into an inexhaustible driving force for enterprises to face challenges, transform and upgrade, and promote high-quality development. In the process of development, they have gradually formed a strong supply chain management system and unique brand IP, and created a large number of well-known enterprises such as UNIQLO, Shenzhou, and Xiyin.

　　 （3） Practical significance of corporate culture construction in global textile industry

　　 As the basic cell of economic society, enterprises are not only the cells of social production mode, but also the cells of social activity mode. Therefore, corporate culture is not only based on economic conditions, but also a comprehensive reflection of the superstructure of the era. At the same time, corporate culture is a historical category, an objective existence that depends on a certain mode of production, and an inevitable reflection of human social labor. It can be seen that the advanced corporate culture is bound to be closely related to the industrial layout, industrial transfer, structural adjustment, factor allocation and trade circulation of the global textile industry, and is an indispensable important factor in building the "modernization, integration and globalization" industrial system of the world textile industry. Cultivating the advanced corporate culture of the global textile industry plays an important role in stimulating cultural value and promoting the release and development of new quality productivity.

　　 At present, the international situation is changing, the world economy is facing many uncertainties in the process of recovery, trade protectionism is rising, unilateralism acts are frequent, geopolitical conflicts are escalating, which has brought severe challenges to global economic and social development. It is worth emphasizing that in the context of the digital economy, there have been qualitative changes in production, distribution, exchange and consumption. New elements, new drivers, new formats and new models of the textile industry have emerged frequently, forcing enterprises to face new development opportunities and challenges in terms of technical means, marketing, organizational structure and management methods, especially in terms of corporate culture. The construction of corporate culture in the global textile industry under the new historical conditions and innovation background has rich practical implications for promoting global textile practitioners, improving modern "cultural soft power", and developing new quality productivity.

　　 To sum up, improving the value of corporate culture construction in the global textile industry is not only an important part of the textile production relations, but also a value presentation of the comprehensive cognitive ability of the evolution of new textile productivity; It is the total value of the material culture and spiritual culture of the values, ethics, codes of conduct and corporate image that are jointly recognized and inherited; It is an important "cultural soft power" to promote the development of global textile industry's value orientation, strategic planning, innovation integration, human-oriented incentive, product competitiveness and other factors.

　　 At the same time, the value of corporate culture construction in the global textile industry is an objective reflection of the development law of the industrial revolution and the inevitability of human civilization after the textile industry has gone through the steam age, the electrical age, the information age, and the intelligent age. It is one of the cultural action guidelines and practical representations of the global textile and clothing enterprises facing multi-dimensional cross convergence of countries, society, industries, individuals, etc., which is related to the origin of cultural inheritance, the traceability of spiritual power, the sourcing of behavior norms, product market resources, and the open source of core competitiveness.

The Development Course of the Four Industrial Revolutions and Their Application Signs

　　 2、 Characteristics of corporate culture construction in global textile industry

　　 （1） Self adaptability -- the cohesion of value inspiration

　　 The adaptability of corporate culture is reflected in the attractiveness, leadership and charisma of corporate values for employees, which can unite people and form a strong team. On the one hand, the textile industry is one of the industries that has experienced four industrial revolutions. The 400 year history of the global textile industry, especially the more than 70 year history of building a world power in the modern textile industry of New China, has cultivated and created a cultural gene represented by "daring to be the first, quick response, link win-win, and beautify the people's livelihood". Through inheritance and development, it has formed a unique cultural system and spiritual values. The strong sense of cultural identity, industrial belonging and people's livelihood has become a strong "cultural soft power" and "development hard power", which has promoted and consolidated the strong historical leading position and era innovation leading position of the people's livelihood sector of the global textile industry. For example, there were four great inventions in Chinese history. The developed silk civilization nurtured the Silk Road and the "Silk Road Spirit", and created the "world famous brand" at that time. In ancient times, princes and nobles of all countries were proud to wear Chinese silk clothing, which proved from one side that China has the most advanced productivity. On the other hand, global textile enterprises, in combination with their own characteristics, through the steps of corporate culture diagnosis, construction, implementation, deepening and optimization, shape a corporate culture system that conforms to their own development, and build such as "wolf culture", "struggle culture", "military management culture", "open culture" and "innovation culture". For example, as one of the most influential civilizations in the world, Chinese civilization has been continuous. Especially since the reform and opening up, the dialectical integration of management philosophy represented by Confucianism and Legalism with western management ideas has profoundly affected the formation of the unique corporate culture system and modern enterprise management system of Chinese textile enterprises, creating Chen Jianhua, Gao Dekang Ma Jianrong and a large number of outstanding private textile entrepreneurs.

The "Belt and Road" Roadmap

　　 （2） Innovation -- the fusion power of compatible development

　　 In the context of economic globalization and cultural diversity, the cultural integration of textile enterprises is inclusive and cross-border. Adhering to the development law of "integration and diversity, multi-dimensional coexistence, enabling development, optimization and upgrading", they face cultural conflicts in the process of mergers, acquisitions, restructuring, and operations, demonstrating a strong ability of cultural coordination and integration. On the one hand, corporate culture is the deep combination of national culture and multiculturalism. Deeply tap the cultural resources of different countries, regions and nationalities in the world, integrate the composition of production factors including concepts, systems, science and technology, products, markets, talents and other aspects, constantly enrich the connotation of corporate culture, cultivate and build a national culture with national cultural characteristics, national spirit connotation, national sense of responsibility, and reflect industrial characteristics and regional characteristics Enterprise culture and brand culture with enterprise characteristics and product characteristics. On the other hand, corporate culture is engraved with the national philosophy and management. National culture is the source of enterprise management thought. Based on cultural endowments and civilization inheritance, the global textile industry, according to product attributes and brand positioning, draws management nutrition from national philosophy, humanistic habits and even sub cultural representation experience, and constantly enriches and enlarges, deeply imprinted with its own national culture. For example, the corporate culture of European countries has not only the rationalism and democratic consciousness in the ancient Greek and Roman traditions, but also the order factors of the medieval feudal system, such as abiding by promises, being full of honor, and maintaining chivalry. American corporate culture pursues personal spirit and attaches importance to practice, upholds competitive culture, and takes low-cost, differentiation, innovation, etc. as one of the important strategic management ideas. Japanese corporate culture highlights the family spirit and enterprising spirit, and advocates practical rationality, "loyalty", "harmony" ethics and crisis awareness.

East West Cultural Differences

　　 （3） Uniqueness - the influence of strategic image

　　 The historical and inevitable development of global textile productivity requires the progress of corporate culture. On the contrary, only advanced corporate culture can meet the requirements of the leap of advanced productivity. At the same time, corporate culture is closely related to improving corporate strategic management capabilities. The excellent corporate culture is bound to become the cornerstone of the implementation of corporate strategy and provide scientific guidance for enterprises to formulate, implement and control strategic management. The global textile industry adheres to the development tone of "centering around the center, advocating the new, making continuous progress, and pioneering and win-win", constantly forces the inheritance and iteration of corporate culture construction, carries out corporate culture exploration practice and law search, and aims to create a common brand of textile corporate culture with world influence. Since the 13th Five Year Plan, China's textile industry has inherited the excellent ideas of Chinese civilization, actively carried out research and practice activities on corporate culture and brand culture, and promoted the close integration of corporate culture construction and modern textile enterprise management system.

China Textile Federation Spring Exhibition

　　 An international industry needs an international corporate culture. The textile enterprises all over the world make full use of international and domestic resources to actively respond to the "Belt and Road" initiative and the overseas investment program of the textile industry. In "going out to sea" and "going out", we should objectively face up to the differences in language environment, customs, political laws, enterprise management, public opinion dissemination, etc. While giving full play to its cultural advantages, it actively adapts to the cultural environment of other countries with an attitude of equality, respect and appreciation, and promotes mutual understanding, adaptation and tolerance of employees from different cultural backgrounds through multiple channels. By establishing the concept of cultural synergy, absorbing the essence of different cultures, promoting cultural integration, we can form a corporate culture and management style that conforms to our own development. The digital economy has become the new engine of a new round of global scientific and technological revolution and industrial transformation. The rapid iterative upgrading of technologies such as the Internet of Things, big data, cloud computing and artificial intelligence has accelerated the development of the digital economy, promoted the deep integration of "artificial intelligence+" and the textile industry, boosted productivity and production relations to achieve a "double leap", and promoted the characteristics of "transparency, openness, collaboration and efficiency" of corporate culture construction to become more prominent. At present, the development of digital industrialization, industry digitalization, digital governance, and data value has put forward new extension space and implementation path for the connotation and form of corporate strategic culture, management culture, organizational culture, and behavioral culture in the global textile enterprise culture, which is one of the important topics of future industrial development.

　　 （4） Human nature -- the incentive force of humanistic management

　　 Corporate culture is the spiritual pillar of all employees in an enterprise, and people-oriented is the essence of corporate culture construction. As a labor-intensive industry, the textile industry, based on its production mode characteristics of "whole process linkage, human-computer interaction", resonance with the same frequency, and all employees working together ", has decided to take talents as the most valuable wealth and give play to the people-oriented initiative of corporate culture. First, build harmonious labor relations and safeguard the legitimate rights and interests of workers. In the field of international law, with the deepening of international cooperation and social development, the number of international conventions involving labor rights is increasing. The global textile industry actively responds to the United Nations' Universal Charter of Human Rights and the International Labour Organization《 The ILO Convention and other conventions require that, according to actual conditions, efforts should be made to safeguard the economic, political, cultural and social rights and interests of workers, pay attention to labor safety and physical and mental health, strive to promote the realization of decent work, and promote the implementation of the 2030 Agenda for Sustainable Development of the United Nations. Secondly, build a platform for skill development and improve the overall quality of workers. The international competition in the global textile industry is, in the final analysis, the competition for the quality of talents and workers. In recent years, we have vigorously carried out high-level skill competitions, constantly expanded the scope of the competition, and improved the quality of the competition. In particular, we have combined production competition, skill competition, and intelligent competition, carried out technical training, post training, and benchmarking, built a normal training platform for employees, and cultivated a knowledge-based, skilled, and innovative global textile workforce. Thirdly, establish the corporate culture incentive system to enhance the competitiveness of enterprises. It is an indispensable part of the development of global modern textile enterprises to establish a corporate culture incentive system through performance appraisal management of corporate culture construction such as cultural incentive, material incentive and spiritual incentive. Through incentive measures, the enterprise management concept is imperceptibly incorporated into the employee behavior, which improves employee satisfaction and happiness index, and enhances the competitiveness of the enterprise and brand influence.

United Nations Conference on Sustainable Development United Nations Summit on Sustainable Development Goals

　　 For example, Ashworth, a world-famous golf fashion brand, advocates the core corporate culture of golf, which is "integrity, self-discipline and consideration for others". Yashi Weiduo attaches great importance to employee welfare and career development. It regularly carries out birthday holidays, birthday gifts, medical allowances, anniversary dinners, wedding holidays, employee travel, education grants and interest classes, etc., which closely links the enterprise with employees, increases employees' sense of belonging, strengthens the brand connotation, and achieves good results.

　　 （5） Rectification -- the continuous binding force of norms

　　 The binding force of corporate culture needs to be integrated into the development concept, management process, system specifications and assessment standards. The binding force of corporate culture is usually realized through two ways: "hard" strict system and "soft" cultural infection. First, create "cultural soft binding force". Global famous textile enterprises all regard corporate culture as an important part of their strategic planning, and include it in the world-class and era leading action guide. At the same time, through the long-term formation of non mandatory and imperceptible "soft binding force" represented by moral standards, values, ideals and beliefs, we will correct the staff's code of conduct and integrate it into the overall development of the enterprise. The second is to construct the "hard normative force of the system". Most of the world's famous textile enterprises have established corporate culture construction management methods, and carried out "all staff, all process, all direction" publicity and implementation around the core concept, organizational framework, assessment, publicity and promotion. In addition, some textile production enterprises attach great importance to the construction of quality culture and safety culture. They not only design corresponding quality and safety concepts, but also improve the quality management system and safety management system, strictly regulate the production behavior of employees, and ensure the quality and safety of the whole production process.

Lutai Group New Corporate Culture Concept Conference

　　 For example, Lutai Textile is currently a global manufacturer of high-grade yarn dyed fabrics and a world-class shirt manufacturer. Since its establishment in 1987, it has attached great importance to corporate culture, especially the construction of lean management culture. On June 8, 2024, on the occasion of the 37th anniversary of the founding of Lutai Textile, the new corporate culture concept was released. For many years, Lutai Textile has advocated "excellent performance management mode", lean management as the direction, seeking benefits from management, product quality and production efficiency. After years of practice and exploration, LTPS has been continuously improved, realizing the transformation from traditional management to standardized and scientific management, and then to lean management. The company has been recognized as a national industrial design center and a national enterprise technology center, and has won the National Quality Award, the China Industry Award, the first prize of the National Science and Technology Progress Award and other honors. 　　

　　 3、 Analysis of excellent cases of corporate culture construction in global textile industry

　　 Case 1: Dasheng Group - keeping pace with the times and inheriting "Zhang Jian's entrepreneurial spirit"

　　 Jiangsu Dasheng Group Co., Ltd., formerly known as Dasheng Yarn Mill, was founded in 1895 by Mr. Zhang Jian, the No. 1 scholar in the late Qing Dynasty and a modern Chinese industrialist. At present, the Group has 20 wholly-owned, holding and joint-stock companies, with a total number of about 7000 employees and a total assets of about 4 billion yuan, forming the textile development, import and export trade, and cultural and creative industry sectors. The company's scale spans three provinces, becoming a large enterprise group with distinct main businesses and diversified industries, known as the "Ivy League" of China's textile industry.

Dasheng Group, the "Ivy" of China's textile industry

　　 Attaching importance to the construction of corporate culture is the development code and inexhaustible driving force of Dasheng Group's continuous production across three centuries. In the nearly 130 years of development, Dasheng Group has always focused on inheriting and carrying forward "Zhang Jian's entrepreneurial spirit", adhering to the philosophy of "being realistic, innovative, dedicated and progressive" and "Dasheng produces quality and credibility", and through various channels such as the enterprise's internal magazine, "Dongfanghong" blackboard newspaper (in 1950, Comrade Zhu De wrote an inscription, which has been used since), official website, We Media, Make the corporate culture "internalized in the heart" and guide generations of children to reform, innovate and forge ahead.

Qi Yingbin, Secretary of the Party Committee and Chairman of Dasheng Group, introduces the glorious history of "Dongfanghong" blackboard newspaper

　　 In recent years, Dasheng Group has practiced the value concept of serving the overall situation and serving the country with industry, unswervingly focused on the main industry, focusing on the textile industry and cultural and creative industries, taking the road of intelligent manufacturing, and upgrading the textile industry with high-end, intelligent, green and service oriented transformation. In 2015, Dasheng Group took the lead in building the first domestic full process, national production equipment digital spinning workshop; In 2022, the first smart spinning factory in China during the 14th Five Year Plan will be built and put into operation; In 2024, as the pioneer of the "double carbon" practice in the textile field, China will start the construction of the first carbon neutral factory. From the digital spinning workshop to the smart spinning factory, the number of workers for ten thousand spindles has been reduced from 15 to 8. The number of workers for ten thousand spindles in the carbon neutral factory built today will be further reduced. Over the years, under the influence of corporate culture, Dasheng Group has deeply integrated new technologies such as the Internet, big data, cloud computing, artificial intelligence and industrial production. While improving the level of equipment digitization, it has further explored the mode of transforming simple industrial products into "products+services" or "products+services+experience", and has achieved good economic and social benefits. Dasheng Group has been awarded the honorary titles of National Advanced Grass roots Party Organization, National Advanced Collective in Textile Industry, National Intelligent Manufacturing Pilot Demonstration Project, etc.

　　 Case 2: Toyota: Toyota lean culture builds the world manufacturing empire

　　 In 1924, Sakichi Toyoda completed the Toyota automatic shuttle changing loom (Type G), which is known as the "magic loom" in the world. In 1926, he founded Toyota Industries Corporation to produce and sell the automatic loom he invented and improved. Since then, from textile machinery to automobile manufacturing, material processing equipment, electronic products and other businesses, the world's multinational companies have become successful. The core reason is the continuous inheritance and innovation of Toyota corporate culture gene.

Toyota automatic shuttle changing loom (G type)

Toyota Production System (TPS)

　　 In his 63 years of life, Toyoda Sage has obtained 84 Japanese patents, put forward 35 practical solutions, and obtained patents from 9 countries internationally. As the gene of constantly improving technology and creating new technology, he has been passed on in the corporate culture of Toyota. In 1933, Toyoda Kiichiro, the eldest son of Sagi Toyoda, set up the Automobile Department, which opened the glorious history of Toyota's automobile manufacturing. In 1935, Toyota formulated the "Toyota Program", which embodies the spirit of Toyoda Sage, with the core of "unity from top to bottom, dedicated service, and industry serving the country", and has been undertaken by various companies of Toyota Group until now. In 1992, Toyota formulated a new "Toyota Basic Program". In 1997, it revised and put forward a new management concept - "Toyota Seven Rules". In 2001, the two pillars and five principles of Toyota way were released, which became the DNA of Toyota essence, Toyota wisdom and Toyota miracle. After a hundred years of development, Toyota's management system, which is marked by Toyota's production mode and operation management method, has innovated the "production mode", "organizational ability" and "management method", and produced the Toyota Production System (TPS). Toyota Production System (TPS) has changed the existing form and order of global manufacturing in the 21st century, and is known as "lean production mode", "lean philosophy" and "machine that changes the world".

　　 Case 3: Hengli Group - always maintain family and national feelings and build a world-class enterprise

　　 Founded in 1994, Hengli Group is an international enterprise with the whole industrial chain of oil refining, petrochemical, polyester new materials and textile. The Group now has one of the world's largest PTA factories, one of the world's largest functional fiber production bases and weaving enterprises, three listed companies, 170000 employees, a national enterprise technology center, and enterprise competitiveness and product brand value are among the forefront of the international industry.

Hengli Group (Dalian Changxing Island) Industrial Park

　　 Chen Jianhua, the chairman of Hengli Group, believes that "without the guidance of the Party's policies, Hengli cannot go on today's development path. Our generation of entrepreneurs always have strong feelings of home and country." Hengli Group attaches great importance to the construction of corporate culture, vigorously promotes entrepreneurship, constantly enhances patriotism, and actively practices social responsibility, It has set up the corporate vision of "building a world-class enterprise and creating an international famous brand".

　　 Hengli Group faces the bottleneck of "choking" every time it "strives for the top" in the development of the whole industry chain. You can't buy good silk for weaving; Do chemical fiber, can't buy PTA; Do PTA, can't buy PX. Guided by the corporate culture and strong development belief of Hengli Group, Hengli Group has broken the international monopoly, eliminated backward production capacity, reversed the industry pattern, set a benchmark in the world, and practiced the family and country feelings of Hengli Group.

　　 For 30 years, Hengli Group has always kept pace with the times, walked with the national strategy, adhered to the industry and took root in the main business, along the industrial chain of "from a drop of oil to a piece of cloth", and made solid efforts and played a role in promoting the revitalization of the old industrial base in the Northeast, the integration of the Yangtze River Delta, the construction of the "Belt and Road", the development of the Yangtze River Economic Belt, the western development in the new era and other national strategies. Hengli Group has not only built a small textile factory with three acres of land into nine production bases, but also created "Hengli speed" and "Hengli efficiency", formed "Hengli mode" and "Hengli methodology", and realized the development of the whole industrial chain "from a drop of oil to a piece of cloth".

Hengli Group employees held a choir contest to celebrate the 70th anniversary of the founding of the People's Republic of China

　　 At the same time, actively undertaking social responsibility is an important part of the corporate culture of Hengli Group. Hengli Group is committed to doing a good job in public welfare and philanthropy, and has been carrying out long-term "caring for the elderly, supporting the young, helping students, and helping the poor" to build a harmonious society. At the critical moment of natural disasters such as the May 12 Wenchuan earthquake, Taiwan flood, drought in southwest China and Qinghai Yushu earthquake, Hengli Group helped the needy at the first time. In January 2020, Hengli Group donated a one-time donation of 100 million yuan to Wuhan Charity Federation, which is dedicated to the prevention and treatment of COVID-19 in Wuhan epidemic areas. On the occasion of the 110th anniversary of the founding of Tsinghua University, Hengli Group donated 300 million yuan to build the "Jianhua Building" of the School of Economics and Management of Tsinghua University, demonstrating the social responsibility and responsibility of world-class enterprises.

　　 Case 4: Hermes -- the persistent pursuer of originality and cultural inheritance

　　 Founded in 1837, Hermes has gradually developed from a professional harness workshop in France to leather goods, clothing, clothing, jewelry and other categories, becoming the world's top luxury brand. In nearly 200 years of development history, Hermes' persistent pursuit of originality and cultural inheritance, unremitting pursuit of excellent technology and strict requirements for product quality have become the only way to maintain its brand value forever.

　　 Hermes has been passed down to the sixth generation. It is a French family business integrating independence, craftsmanship, creativity, innovation and responsibility. Hermes inherits and carries forward the spirit of "saddle craftsman", and continues to this day according to manual production. Since the entire production process is completed manually, it takes an average of 25 hours to produce a Kelly bag, and about 18 hours to produce a Birkin bag. A manufacturer can only produce 15 Hermes bags per month. At the same time, Hermes also integrates the construction of corporate culture into internal management, and through initiatives such as launching innovative laboratories and carrying out craftsmanship training, this also explains Hermes' high value from the side.

　　 "We have no image policy, we have product policy". Jean Louis Dumas, CEO, expressed Hermes' cultural concept and brand concept in one word.

Hermes newsstands display and promote "Hermes Global Footprint"

　　 In order to inherit the horse culture, Hermes has hosted the "Jump, Hermes" equestrian obstacle race since 2010, and invited the world's top riders to participate in the annual event of the equestrian world every year. During the activity, Hermes products were also displayed, and a special area for parent-child theme activities was provided, thus expanding the connotation and extension of brand culture and enhancing the value of brand culture.

　　 Through the establishment of Hermes newsstands in major cities around the world, its corporate culture achievements are displayed. In September 2024, Hermes newsstands will appear in the Shanghai Bund Museum Square. The newsstand is open to the public, and each reader can deeply understand the long history and brand spirit of Hermes from the text, pictures and promotional videos of "Hermes Global Footprint" corporate social responsibility series, which has achieved good results.

　　 The corporate cultural value of the "2024 Top 50 Global High end and Luxury Brand Values" list released by British brand evaluation agency Brand Finance helps Hermes maintain brand value forever. Brand Finance, a British brand evaluation agency, released the ranking of "2024 Top 50 Global Luxury and Luxury Brand Values" (Luxury&Premium 50 2024). Hermes ranks the fourth in the global luxury goods list with a brand value of 16.676 billion US dollars and an annual growth rate of 7.7%.