Internationalization Strategy Of Textile And Garment Enterprises

< p > > in the industry communication session of the strategic exchange conference, six entrepreneurs, Chen Jiangang, vice president of the red bean group, have introduced their respective international paths and practical experience of "going out".

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< p > < strong > vice president Chen Jiangang of the red bean group: create an international Park < /strong > /p >

Under the guidance of the "going global" strategy, the red bean group opened a 11.13 square kilometers economic Park in the West Port of Kampuchea Special Administrative Region (P). On the one hand, it set up an export production base for the whole group, and at the same time created a seamless platform for China's SMEs to "go out".

In the future, there will be 300 enterprises in the park to solve the problem of employing 8-10 workers in Kampuchea.

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< p > investment in Kampuchea has several major investment advantages.

First, stable and reliable Sino Cambodian relations.

Second, foreign exchange freedom. Kampuchea has no foreign exchange control.

Third, Kampuchea is relatively close to China and the trade environment is very loose.

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< p > we must build a good western port: first, we must operate legally and abide by the local laws and regulations; second, the park also establishes a risk prevention mechanism; third, establish a sense of service.

Fourth, in the whole process of the park construction, we should actively fulfill our social responsibilities and actively integrate into the local culture and realize the sustainable development of the park.

Fifth, actively reserve talents.

Sixth, bilateral government promotion is a powerful guarantee for the success of the whole park.

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< p > < strong > Ding Jianxin, vice president of Bosideng group: implementation of the international development strategy < /strong > < /p >

< p > "going out" must have a solid foundation and steady rear, and the pace of development is steady and solid.

In 2012, Bosideng achieved sales income of 22 billion 800 million yuan, and handed in a tax of 1 billion 360 million yuan.

While consolidating the domestic market, we turn our attention to a broader and more intense international market.

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< p > "going out" should learn to borrow arrows from grass boats, be good at learning and learn from others' advanced experience, and adapt to the "going out" market environment as soon as possible.

In the process of "Nike, Adidas" and other world famous brand subcontracting, the company learned their successful experience in design, production and marketing, adjusted their business models, continuously improved production management and production processes, and accumulated experience for their "going out" experience.

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< p > "going out" must have its own brand.

In 1992, when Bosideng trademark was registered in China, it also registered in the United States, Canada, Switzerland and other countries and regions.

In March 2007, she was invited to perform in the a href= "//www.sjfzxm.com/news/index_c.asp" Fashion Week < /a >, showing her own brand.

In the past two years, branches have been established in the United States, Canada and the United Kingdom.

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< p > "going out" should be good at borrowing the "external brain".

Bosideng has established long-term cooperative relationship with overseas famous institutions, and has significantly improved product style positioning and style design.

We also invite internationally known "a target=" _blank "href=" //www.sjfzxm.com/ "designer" /a "to do research guidance to enterprises to help enterprises enhance their international perspective.

In July 26, 2002, Bosideng flagship store opened in the bustling commercial street of England.

In the 80 chain stores, the company only sent 3 top managers with foreign education background, and the rest of them were recruited in the UK. Thus, all aspects of design, production, marketing and sales were focused on the market and closely linked to the needs of local customers.

Our next goal is to launch website sales and merchandise sales to other European countries.

At the same time, we will discuss with Germany's European Group and use their huge resources to promote Bosideng's own brand.

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< p > < strong > Tianhong < /strong > < a target= "_blank" href= "//www.sjfzxm.com/" > strong > textile > /strong > < /a > > /strong > group president Hong Tianzhu: the layout is global >

< p > 2007, Tianhong textile group began to invest in Vietnam. Up to now, it has completed the investment of 600 million dollars.

At present, Tianhong has 750 thousand spindles in Vietnam and 1 million 200 thousand spindles in the country. In July, a 250 thousand spindles factory will be launched in northern Vietnam.

We expect to expand overseas expansion in the first half of next year and plan to expand the capacity of 1 million spindles.

In recent months, we have opened production bases in Turkey and Uruguay respectively, and are expected to be fully commissioned by the end of next year.

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In the process of global layout, we will continue to search for areas with low cost, or P with barriers to trade.

We will continue to see where the world can build a href= "//www.sjfzxm.com/news/" > cotton mill "/a", West Africa, Burma and even the United States.

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< p > Chinese enterprises are going to go abroad at the present stage. They may be mainly CEM and ODM. In the future, they hope to be more like the internationalization of enterprises in Europe, America, Japan and Korea. They will export more brand technology, management mode and international perspective.

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< p > < strong > Qi Jianer, chairman of the company, "solve the problem of raw material matching through M & a" /strong > /p >

"P" extension production base, the total assets of the group reached 13 billion yuan, has been focused on < a href= "//www.sjfzxm.com/news/" > textile industry < /a >, the main industries are fiber, weaving, printing and dyeing.

Over the past five years, the scale of the group has expanded rapidly, and the contradiction between supply of raw materials has become a primary problem.

The purpose of our "going global" is very clear. It is to seek resources mergers and acquisitions, further improve the industrial chain, reduce operational risks, reduce production costs, and enhance our initiative and competitiveness.

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"P >, after careful consideration, the company decided to invest in Canada, and worked with the company of New Zealand, and now its annual production capacity reaches 200 thousand tons of fiber.

For overseas mergers and acquisitions, we have the following experience: first, the acquisition of overseas high-quality resource enterprises is an effective way to realize the pformation and upgrading of the industrial chain, and can also share management experience, expand broader development areas, and cultivate internationalized talents.

Two, "going out" requires a clear purpose and needs to be carefully pursued by entities.

Three, we should fully assess the risks of overseas investment, and we should have a comprehensive understanding of the laws, regulations, economy, culture and market conditions of investment countries.

The four is the strong support of government departments at all levels, which is an important factor for the success of overseas investment and acquisition.

The five is equal emphasis on challenge and opportunity. The manufacturing industry, industry and domestic production cost of developed countries are relatively high. They need to learn various ways and means to enhance their international competitiveness at the operational level.

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Wang Cunbo, executive director of Shenzhou International Group Holdings Limited, P: extension of production base < /strong > /p > strong.

"P > Shenzhou International is mainly engaged in the production and sales of < a target=" _blank "href=" //www.sjfzxm.com/ "> clothing < /a >. After more than 20 years of development, it has developed into the leading a a href= //www.sjfzxm.com enterprise.

In November 2005, it was listed on the main board of Hongkong, with a market value of HK $30 billion. Currently, the main production base is located in Ningbo, and Anhui Anqing and Kampuchea Phnom Penh two production bases.

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< p > Kampuchea project was launched in May 2005. It was officially put into operation at the end of 2005. It was mainly engaged in the manufacture of garments. The first phase invested 30 million dollars, and the two phase invested 40 million dollars. Currently, the number of employees in Kampuchea is 7000, and the main selling market is the European Union countries.

The main difficulties encountered by enterprises in the investment process include poor infrastructure and low labor efficiency.

The significance of building Kampuchea project is to deal with trade barriers, decentralize customer risks, enjoy tariff preferences, give full play to cost advantages, hedge exchange rate risks, and accumulate experience for international operation.

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< p > < strong > Jiangsu cloud bat > /strong > < a target= "_blank" href= "//www.sjfzxm.com/" > strong > dress > /strong > /a > < /strong > Limited by Share Ltd President Guo Jian: "going out" to achieve a new leap forward.

< p > Yun bat company mainly made sweaters, built factories in 1977, and exported 100% of its products. Now the main exporting countries are in the United States.

Yun bat company began to do foreign trade in 1989. In the early 90s of last century, it collaborated with China textile company to engage in a href= "//www.sjfzxm.com" > sweater export < /a > base.

In 1993, its products exported to Japan and Europe and opened offices in Germany.

In 2001, it began to enter the US market. In 2008, it bought some brands of small American companies and started its own brand operation. The sales of independent brands this year amounted to about 170 million dollars.

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< p > our deepest experience is localized management.

First of all, the development of the company benefited from the acquisition of Brand Company in the United States and operated by foreign employees.

Second, moving the US management system to China and regionalization application enhanced the management capability of the company.

Without this system, it is impossible for the company to develop rapidly.

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