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A Summary Of The Representatives Of The Textile Industry'S "Going Global" Strategy Conference

2013/6/28 21:18:00 34

Textile Industry Textile Enterprise Textile Pfer

Taiwan's < a target= "_blank" href= "//www.sjfzxm.com/" > textile < /a > industry is very developed in Asia. Taiwan textile industry to the late development is also the way to "go out". They walked earlier than us. Next, let's talk to Mr. Huang Weiji, Secretary General of Taiwan Textile Development Association, and tell us about Taiwan's "going out" situation.

Huang Weiji:

Good morning, everyone! Good morning, everyone! Good morning, P!

here, let's report to you about the ways of Taiwan a href= "//www.sjfzxm.com/news/index_c.asp" > textile > /a > in the past years. I believe it is worth your reference.

The contents of today's report, we all have information, our textile industry for overseas investment context, pnational layout and international management of the status quo experience, and the mainland enterprises to go out strategy to provide a proposal.

the thread of Taiwan's foreign investment in textile industry has developed very early. Since 1960s, there has been a layout of overseas businessmen.

Especially in 1970, especially in 1972, to develop in Southeast Asia.

90 years ago, many factories had no way to make profits, so they had to move their factories out.

The most obvious example is the so-called overseas layout after the mid 90s. The most obvious example is that Taiwan's far east textile industry has brought a new shift in Shanghai and Jiangsu.

After 2000, the textile industry in Hongkong has a step to adjust the pace. Finally, it will not be mentioned in detail.

the development process of Taiwan's textile industry.

1980s, the appreciation of the Taiwan dollar, quota restrictions, minimum wages, soaring land costs, and the shift of garment factories to Philippines, Malaysia, Thailand, South Africa, Saipan, Tongjia and Fiji, which was a very rapid rise in exchange rate.

In 90s, especially in 1994, Canada and the United States signed a North American trade agreement with Mexico. This part led to a new wave of overseas investment. P

At that time, Mr. Jiang Jingguo opened the so-called mainland visit in 1988, so that many of the manufacturers in Taiwan started to distribute the production layout to the mainland coast of China. We started by Guangdong and Fujian. In 90s, some factories found that the wages of Vietnam were very low, so they went to Kampuchea.

the middle and upper reaches of the textile industry. As I mentioned earlier, it is the downstream garment factory. The upstream chemical fiber plant and the cotton mill part of this investment started in 96 years and invested in Shanghai and Jiangsu chemical fiber factory.

There were also some good ideas at that time, but none of them were carried out.

Since 2000, the mainland has implemented the labor contract law, especially the minimum wage, plus the policy of changing the cage to replace birds.

textile industry layout.

In the late 80s, it was the same as the situation on the mainland. Young people are unwilling to go to work, and the garment factories set up factories overseas. P

In this part, the factory in Taiwan was originally a factory of 1000 people and 500 people. After going overseas, it became a factory for 3000 people. The fabric and accessories needed in this industry basically purchased from Taiwan, because the garment factory expanded its multiplier at a time, so that the weaving industry in Taiwan expanded along with the spinning industry.

So in 90s, people were doing high wire drawing on chemical fibers.

The peak of development reached 97 years, and the export amount reached US $16 billion 600 million.

Later, the rise of the textile industry in mainland China has also affected the growth of Taiwan.

In this part of the weaving and dyeing and finishing plant, our shinguang synthetic fiber started investing in Hangzhou and Thailand in 1993.

next, we will report a very successful case of overseas layout.

the central investment and development company affiliated to the Chinese Kuomintang discussed a contract with Vietnam in 1989. The Hu Zhiming municipal government co established the plan to develop southern Xigong and introduced a large number of people to enter.

They are treated by drainage and waste water, which reduces the cost of pollution and the stability of power.

His whole mode is based on the mode of the Kaohsiung processing department in that year to establish the industrial zone of Hu Zhiming, which can be considered as a group way to invest overseas.

second cases, Tainan enterprises.

It mainly invested in subcontracting production with < a target= "_blank" href= "//www.sjfzxm.com/" > clothing < /a >, invested 100 million, and imported SAP enterprise resource planning system (ERP), so that when he was listed on stock market in 2000, the financial benefit reached a very good base.

look at the third case. Taiwan's Xu Rong Group adopts its omnibearing quality and quality management, together with the tailored enterprise resource planning system and perfect customer relationship management, so that Xu Rong group can check its orders overseas, and hundreds of customers can see its orders. In the factory of which Xu Rong is produced, whether the color is right and when it can be shipped, it has established the benefit that he grew from NT $5 billion to NT $ten in ten years.

strategic recommendations for mainland enterprises to go out.

Taiwan enterprises in 2000, for overseas investment layout, the first consideration is what things can be done in Taiwan, what kind of things can not be done in Taiwan, must go overseas.

Part of what P can do in Taiwan is what we call the core energy part of Taiwan, including innovation, R & D, design, financial control and trade.

The so-called overseas stay and overseas layout are collectively referred to as enterprise positioning strategy or product positioning strategy.

After the success of positioning, see where I go to set up factories, what kind of market the market is, if it is for the European market, we must consider the southern part of Africa, or Kampuchea, for the sake of the US market, then we need to consider whether it is in Mexico or in the area south of Sahara. We can entrust him to produce and entrust him to buy on behalf of him. He has already accepted the approval of social responsibility.

second parts, human resources.

Labor relations are very important in P.

Although Vietnam and Kampuchea are relatively low developed countries, they have legitimate strikes, and how to deal with illegal strikes. We follow local police and central public security.

There is also Vietnam's problem. We need to consider it carefully. Weaving Vietnamese yarn into cloth is zero tariff on the other side. We must carefully consider how to master your investment country and its future economic development prospects.

I am very much in favor of the way of the group and the way of the Development Zone mentioned by Minister Chen Jianchen, so that many enterprises do not have to go abroad alone to exert their collective strength.

Take Jiangsu as an example, if we circle a larger area, the upstream and downstream can integrate resources together. At that time, they did not adopt it. If adopted, a href= "//www.sjfzxm.com" > Taiwan textile industry < /a > in mainland Jiangsu can not be developed anywhere else.

thank you!

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Zhang Yankai:

next, there are six enterprises to speak. Through different international paths, they should be the best in our implementation of the "going global" strategy.

They are willing to share their experience with us today.

So we asked Chen Jiangang, vice president of the red bean group, to tell us about the implementation of the internationalization strategy and the experience of creating an international park. We welcome it.

(implementing international strategy, creating an international Park -- Vice President of Chen Jiangang red bean group)

Chen Jiangang:

"P", distinguished president Wang, distinguished guests, I am very grateful to China Textile Union for providing such an opportunity for me to share the experience and experience of the construction Park.

I will introduce the situation from three parts.

First of all, introduce the situation of our group, and report on the development status and experience of Kampuchea West Port.

as a group of red beans, we sold 40 billion 200 million last year. We are mainly composed of textiles and garments, rubber tires and real estate.

there are a few points for you to say.

first, break through the bottleneck of labor force, create two enterprises, develop brand enterprises, and strengthen the product research and development at the same time by strengthening the two ends of smiling curves.

break through the environmental bottleneck, invest in planting < a href= "//www.sjfzxm.com" > Red Bean > /a > artificial planting and development and utilization of Chinese fir.

This is already stationed in the garden fair and Universiade.

breaking through the bottleneck of capital, we mainly distribute our bonds on the platform of listed companies and financial companies, and accelerate the acquisition of foreign brands.

breaking through the bottleneck of the land, under the strategy of "going global", we opened up a 11.13 square kilometers economic Park in the West Port Region. On the one hand, we set up an export production base for the whole group, and at the same time create a seamless platform for China's SMEs to "go out". We should say that this project has been highly affirmed by the leaders of the two countries.

Below P, we report on the construction of the West Hong Kong Special Administrative Region.

the whole development plan of the West Port region is to build export processing bases and provide a platform for Chinese SMEs to "go out". Its overall development area is 11.13 square kilometers, industrial structure, textile and clothing, hardware machinery and light industrial appliances, and other industrial clusters and export processing bases.

At present, we are still in textile and clothing industry, which is easier to go out, and others are one of our goals.

development vision.

At the same time, with the strong support of the two governments, we hope to build a listed company and build a new modern industrial town.

In the park, there are 300 enterprises entering the park to solve 8-10 workers in Kampuchea.

At present, 3 square kilometers have achieved access, electricity and water.

This is our office building and office.

This is the Kampuchea government in order to promote our park construction, set up a one-stop service, including the Development Council, customs, commodity inspection, Ministry of Commerce, labor bureau has formed a one-stop service to our park office.

Some supporting facilities such as guestrooms, restaurants and other facilities have been introduced to provide dormitories for employees in Kampuchea.

from now on, the pace of development of our park construction is relatively fast. 32 enterprises have settled down, and 7 textile and garment enterprises have settled more than 800 employees in Kampuchea.

, from the experience of the construction of the West Hong Kong Special Zone, I would like to briefly talk about it.

First, first consider the superior environment of investment. First of all, geographical location. Kampuchea is closer to China. From Shanghai to Beijing, there are planes to Phnom Penh. Kampuchea has a relatively small population and low purchasing power, so it is more suitable for the "two out" enterprises to invest and develop in this area, so the park is very superior.

there are several major investment advantages of Kampuchea as a whole.

first, solid and reliable Sino Cambodian relations.

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

Third, the trade environment is very loose.

especially now we have established the "a href=" //www.sjfzxm.com "ASEAN Free Trade Zone < /a >, and to our entire investors, not only through the platform of Kampuchea, we can radiate the ASEAN Free Trade Area, but also enjoy some trade policies of those European and American countries.

at the same time, Kampuchea is a big one, the labor cost is relatively low, the basic wage of our park is about 100 dollars, which is a great profit for a garment enterprise.

of course, the government of Kampuchea is relatively supportive of the park, providing us with 6-9 years' tax exemption. All imports and exports are duty-free.

during our whole construction of the park, we feel that if you want to build a good park, you must first comply with the rules and regulations, and respect the laws and regulations at that time. When we began to take the land in 07 years, we hired local lawyers as our legal advisers. We should follow the local laws in order to ensure our healthy and sustainable operation.

Second, the park has also set up a risk prevention mechanism. It is also a basic guarantee for the healthy development of our park. Under the support of the Ministry of Commerce, we have insured overseas investment insurance and effectively avoided political risks such as state expropriation, war and unrest.

Third, establish a sense of service.

In order to solve problems and solve problems in the enterprises, we are a developer who helps them recruit workers in the whole process of establishing services, and handles one-stop service of business licenses. We serve as a babysitter for the park enterprises.

Fourth, in the whole process of building the park, how to actively fulfill social responsibilities and actively integrate into the local culture is an indispensable factor for the sustainable development of our park.

it is really not easy for us to go outside. You need to integrate not only the laws and regulations, but also the cultural integration, so we have to establish a good relationship with them first.

For example, our park is very large, and it is impossible to build a fence. Just now, a lot of thieves have stolen our building materials, and we don't know.

What do we do? But we have a good relationship with them and invite them to have a meal. They help us to know who knows how to steal things. Then there are no thieves. We can do some useful public works for them. You come and help us to solve the problems. This is not important. We are participating in their charity activities.

fifth, actively reserve talents.

In view of the scarcity of Cambodian language talents in China, Cambodian college classes have been launched in Hong Kong University, and now more than 20 Cambodian students have been sent to the HKSAR.

At the same time, we have trained the children of Kampuchea's senior officials in a two-way way. This picture is the children of some high-ranking officials in Kampuchea. They have been sent to red beans for two years, and now they are back in our garden. I want to cultivate a sense of strength for our West Port in a sense to further support our future development.

At the same time, in the process of training, we focus on the training of skills, and set up a special training center in West Port to provide language training and skills training for employees in the enterprises.

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

Under the leadership of the Ministry of Commerce, China and Kampuchea signed a framework agreement between the two governments to discuss some important issues across the year and across sectors in our park.

overall, our park has achieved good results under the support of leaders from all walks of life. I hope you will have time to visit our park!

thank you!

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Zhang Yankai:

Below P, we have Ding Jianxin, vice president of "a href=" //www.sjfzxm.com "> /a > group, to give us a report on" the exploration of the Boston brand to the world ", welcome.

.

Ding Jianxin:

"P > respected leaders, friends of the business, everybody, because the chairman of the board of directors held the annual meeting of the board of directors in Hongkong, and entrusted me to this conference. First of all, on behalf of the chairman of the president and the company of bostin, I sincerely thank all the leaders and entrepreneurs for their care and support for many years."

I would like to report on some of the ideas and practices of Boston in the implementation of the international development strategy, and ask your leaders and entrepreneurs to criticize them.

Since its establishment in 1976, Bosideng has gone through 36 years of hardship and development. It has gone out of a successful road for private enterprises to implement the brand strategy, and has also made some attempts in implementing the international development strategy.

our experience is:

1. We must lay a solid foundation for going out and go steadily and steadily. We must have a steady rear.

we have established the leading position in the down garment industry through the implementation of the famous brand strategy, gained many honors, and released the fashion trend of cold proof clothing for 17 years, accounting for half of the domestic market.

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

Standing at the first highest point in China, participating in international competition has become an urgent need for Bosideng to further develop. Therefore, while constantly consolidating the domestic market, we have always cast our sights on a broader, competitive and more intense international market.

two, "going out" should learn to borrow arrows from a grass boat, so as to adapt to the "going out" market environment as soon as possible, we must be good at learning and learn from others' advanced experience.

In 1997, Bosideng gained the right of self import and export, and used the down season of down jacket production to make OEM processing for international brands, such as Nike, Adidas and so on. P

We are unwilling to learn from them their successful experience in design, production and marketing, so as to accumulate experience for their "going out".

In the process of OEM, adjust their marketing mode, and constantly improve their production management and production process.

For example, in the past 07 years, we have listed funds in Hongkong to separate brand management, product design and marketing from the original enterprise groups and take the mode of internationally famous clothing brands.

three, "going out" must have its own brand.

Less than P, in China, Bosideng down jacket has become the consumer's recognized brand of winter clothing.

There is still a gap between foreign brands and foreign brands. Their cultural accumulation is deeper than ours. We should not only "go out" but also have a firm foothold after going out.

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

In March, 07, we were invited to perform in the fashion week.

These actions are our propaganda in the international market, or we can test the water in the international tide. Let foreign consumers know that China has a Bosideng, and also pave the way for us to open branches in the United States, Canada and the UK in the past two years, and we also show our own land brand.

four, "going out" must be good at borrowing foreign trade.

(P) Bosideng has established long-term cooperative relations with overseas famous institutions. It has significantly improved product style positioning and design, and continuously improved product style and style.

We invite internationally known "a target=" _blank "href=" //www.sjfzxm.com/ "designer" /a "to do research guidance to enterprises, help enterprises to enhance their international vision, and select excellent ones to study and study in France and Italy, and to feel the international trend and ethnic elements.

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

In the 80 chain stores, our company sent 3 top managers with foreign education background, and the rest of them were recruited in the UK, thus realizing all aspects of design, production, marketing and sales, which revolved around the European market and closely linked to the needs and tastes of local customers.

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

At the same time, we discussed with the European Group in Germany and used their huge resources to promote our own brand.

P, chairman of high school, gave lectures at Harvard University and University of Oxford.

In his two speech, he said that Bosideng had a long and arduous way to open up the international market, but Bosideng would go all the way with enthusiasm and wholeheartedly.

Because we know that this is an accurate direction, and it is also the only way for China to pform from a big clothing country to a strong garment country.

finally, I sincerely thank you for your concern and support for Bosideng. I wish you all good health and good luck. Thank you!

Zhang Yankai:

below, we invite Mr. Hong Tianzhu, President of Tianhong Textile Group, to give us a speech on the status quo and thinking of Tianhong overseas investment.

.

Hong Tianzhu:

distinguished president Wang, leaders, good afternoon, everyone!

I am Hong Tianzhu. Today we share with you three parts, one about the status quo of rainbow, and some of our views on "going out". There are also some local strategies. There is also an international difference, and the opportunities for China.

Tianhong has twenty thousand employees, but there are very clear core values. The core part is our profession and innovation.

The development of in recent years has basically gone through two stages.

When we were founded in 97, we went public for 07 years. 7 years were mainly through mergers and acquisitions of state-owned SMEs.

In the 07 year, Vietnam invested in Vietnam and completed the investment of 600 million dollars.

adhere to the development strategy.

We stick to the strategy of differentiated product structure, which is relatively good in product innovation. Internal management has always adhered to the idea of lean, and our specialization is trying to become one of the largest enterprises in the world.

the current development situation, in fact, Tianhong has changed from 600 thousand spindles to 1 million 200 thousand spindles this year. Last week we just acquired and reorganized the 240 thousand < a href= "//www.sjfzxm.com/news/" > spindles < /a > in Shandong. We also carried out a comprehensive upgrade, and still optimistic about the survival space of the Chinese market and China's cotton mill.

on the other hand, the strategy of cost priority.

This includes local barriers, including our investment in factories in places like Uruguay and Turkey.

At present, we have a deep thought. Our revenue last year was 7 billion 300 million. We should break through 10 billion of revenue this year.

above the threshold of 10 billion, we have a vision of management change, so in recent years we invested about about 40000000 of the ERP system.

So with the tools of information control, we require full authorization.

We hope that all the managers within our group have great potential, especially those at the director level, who need to know how to do business.

But through information management, we should grasp any employee's cash flow or some of the logistics, and realize our effective control.

Although there are differences in the culture of Tianhong, however, many decisions still take place from the board of directors to the president's office, more or less with a strong management style. Dictatorship and autocratic rule naturally come out. We have to pform from bottom to top, and we must complete the full authorization of P.

Some of our managers at the grassroots level can participate in the market competition pattern. They must have great potential to liberate our management and think about the strategic direction. This is our understanding of the status quo.

some of the layout at present are mainly 1 million 200 thousand spindles in China. By the beginning of July, our factories in northern Vietnam were also put into operation, with 70 tens of thousands of spindles.

In Shanghai, we are headquarters and Shanghai is the center. Hongkong mainly manages from the aspect of Finance and financing. Especially in the first 5-10 years, we enjoyed the advantage of exchange rate change.

There are sales centers and purchasing centers in Macao. In recent months, we have opened our production base in Turkey and Uruguay respectively, and are expected to be fully commissioned by the end of next year.

in the process of global layout, we will continue to look for low cost areas or areas with barriers to trade.

We will continue to see where we can build cotton mills around the world, and some colleagues also say that West Africa, or Burma and even the United States, are beginning to investigate.

the scale of production is currently 750 thousand spindles in Vietnam and 1 million 200 thousand spindles in the country. We will also start a 250 thousand spindles factory in northern Vietnam in July.

This is the size of the rainbow now, and we expect the total volume of overseas expansion in the first half of next year, estimated to have 1 million spindles.

in March this year, we also acquired a small a href= "//www.sjfzxm.com/news/" in Taiwan, a cotton mill "/a", more than 60 thousand spindles, and about 500000 spindles in the south. This is our northern plan, which is also about 450 thousand spindles, with 30 air jet spinning scales. This factory will hold a ceremony in July 10th, and it takes a year to build up half of the capacity.

this is the location of Uruguay and Turkey.

We bought 168 hectares of land in Uruguay and bought 20 hectares in Turkey. The size of the plan should be 300 thousand spindles in Turkey, and more than 100 hectares in Uruguay. We can do a lot, but we can't do a lot of work. Maybe two factories are almost the same, because the market is relatively small, mainly for the South American market. These two areas mainly have trade barriers. When many of our products are exported to these two regions, they will levy high tariffs, so we will jump to his place.

In fact, the strategy of "going out" is a very good one. Actually, this topic is very well described today. Especially, the word "go out" has been written in a rather roundabout way, and I believe it is difficult to do so in P.

We still need to reflect on what we want from the inside. We should not simply emphasize that we should go out, or how.

It does not mean that any enterprise can be applied. When you have difficulties in competition and viability in the country, I believe you can not talk about "going out" because he needs cash, needs an international management team, and needs the cooperation of the international market.

And some places are still far away. Like we flew 20 hours in Uruguay, we didn't want to go there once.

> therefore, based on such a market as China, there are still too many things that we haven't done well in our textile industry. We may also face overcapacity, blind expansion, and the scale of such capacity formed in history. In fact, we have to pay the price in the last two or three years and for even more than 35 years.

we have to regress to the essence of our industry. What we should do is to innovate products or expand our capacity and use more capital or loans. We will make 120 million spindles. Maybe we should become 80 million ingots, because we have to pay the price for history. That's my view.

After that, we must see that the survival of the fittest is an inevitable trend. Of course, we can see that the strategy of stimulating domestic demand, especially in our country, has many policies in particular. Now, the leaders are finally seeing how the business is going to be done. What is the economy doing? I have confidence in the future, and the prospect of our industry is very broad. After all, the industry is so large that there are still many opportunities, the market will grow, our total demand will grow, and I believe that the number of enterprises will become smaller. Because we have been busy before, and are fewer enterprises than you? Who are we? We hope that all of us here are the enterprises left behind, and believe that the prospects for the future will be even broader than that of the. <

In addition, we can take a broad view of the world and find some low cost areas and free trade zones. In fact, Mexico is also a highly artificial area. However, because these areas have a zero tariff policy in the South American community, it is a way of thinking for us to choose the layout of the factory.

with the global economic slowdown, in fact, the biggest cost of our textile and clothing is not the cost of production, but the biggest cost is the cost of logistics and survival.

The economy is bad, and all the purchasing retailers are quick to reflect.

If it takes a month to pport garments from China to Europe, it is possible to go there for a discount. I prefer to set up some textile and garment enterprises locally to achieve rapid response.

In particular, e-commerce, in the era of B2C's rapid rise of e-commerce, I believe the localization industry will be a mainstream.

Recently, we have seen a lot of domestic electricity supplier enterprises. Actually, what they want to build is not the website, but more importantly, the logistics system. Because online shopping is too convenient, but at the same time he wants to deliver the goods quickly, so we see Ma Yun now investing in 5 billion registered capital in Shenzhen's vegetable bird network, so we also optimistic about the North American market.

in addition, just now mentioned the problem of returning to the original, every enterprise should have a very clear strategic position.

What you want to do, including the construction of your own team, is actually a very big problem for our Chinese enterprises. If we really want to go out, our country's banking system will not complete its financial support at all.

Our four major commercial banks have finished their business and fattened him up.

Unlike other companies, they enjoy the global financial services, which we can not do.

In addition, there is an international determination that you really want to "go out", what your boss thinks and what your team thinks.

our Chinese enterprises should be internationalized, which is different from those of Europe, America, Japan and Korea. They are more brand technology, management mode and international perspective.

Our Taiwan, Hongkong and China may be dominated by CEM and ODM. This path is bound to go, but we are different, different from the advanced areas, and more different from those in Europe and the US. We need to make some changes.

Here is more to see that the financial support problems, including management team, so we ponder deeply.

is it good to go out? You want it, you have to do it, and you do it very well.

thank you!

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Zhang Yankai:

below, we invite Qi Jianer, chairman of the group, to tell us about the way of overseas acquisitions.

(the way of overseas merger and acquisition of Li Da Li, chairman of Qi Jian Li Da Da group)

Qi Jianer:

respected Minister Wang, leaders, colleagues, Hello, everyone!

today, the implementation of the "going global" strategic exchange conference of China's textile industry is solemnly convened. According to the arrangement of the conference, I represent and report to the group.

Introduction to the basic situation of the group.

Now it belongs to Hangzhou Industrial Park. Through 25 years' efforts, it has made great progress and has a total assets of 13 billion yuan. It has always been focused on the textile industry. Our main industries are fiber, weaving, printing and dyeing.

Second, we are introducing overseas mergers and acquisitions.

our own industrial resources have bottlenecks. The purpose of our going out is mainly to support our own raw materials.

Our company has a company limited, founded in 04, is a professional fiber enterprise, Xinjiang production base of 320 thousand tons, nearly five years rapid expansion of the scale, the price is basically stable, to the enterprise's production and operation has brought great difficulties.

Therefore, in this case, resolving the contradiction of raw material technology has become a primary problem. In view of the positive encouragement of enterprises to "go out" and the limitations of domestic resources, it is difficult to find a relatively matching production base. We have to go abroad to solve it, and become the inevitable road.

we have conducted various researches in Canada, Russia, Brazil, Indonesia, the United States and other regions from the tax policy environment and production capacity.

After careful consideration, he decided to invest in Canada.

In Vancouver Island, Vancouver, Canada, the annual production capacity is 160 thousand tons. After our acquisition, we made some improvements, and now the annual production capacity is 200 thousand tons.

We have done a lot of work before the acquisition of P. In January 2010, we gained the shareholding of the company through value added shares. After participating in the cooperation, we had a deeper understanding of his company. In the same year, we had many negotiations and communication with our shareholders.

In October 8, 2010, the terms and conditions of the merger and acquisition price and the underlying price were identical. The time requirement was very high, and the handover must be completed within three.

Before and after December 2010, we passed the examination and approval from various departments such as district, city and province to the national development and Reform Commission and the Ministry of Commerce. We obtained the approval from the national development and Reform Commission and the Ministry of Commerce, and completed the relevant procedures such as bank loans, bank loans and so on. P

Before and after February 1, 2010, he reached a collaboration with New Zealand, and now more than 90% of his company's production is self supporting.

Although the contradiction between procedure and price is not as intense as before, there are important factors in ensuring the quality of our products.

Third, after the first step of merger and acquisition, enterprise resource integration and operation management are more important. Our operation efficiency before M & A is not ideal, and several years before M & A is in a state of loss, so we have done 5 aspects.

(1) strictly abide by the relevant local laws and regulations and labor system, respect the local corporate culture and social culture, and abide by their labor and employment policies.

(2) according to the market environment, we have effectively adjusted the direction and key points of business development, cancelled the unsuitable products, and adjusted the sales strategy.

(3) to maintain the stability of the team, their company has a long time and has a more standardized, professional and experienced team. We give their managers full trust and retain all the staff of the company. For the first time in a year, they are basically applied to the original management staff. They only set up the financial controller and established the authorization system to ensure the smooth flow of information and the effectiveness of the internal control system.

(4) to establish performance rewards, mobilize the enthusiasm of employees, set up quarterly and annual assessment targets, complete different work objectives, and assign bonus distribution to employees in different proportions, so as to increase the income of employees.

(5) increase the intensity of reform, improve the efficiency of management and management of the market.

Fourth aspects, my own experience.

1. Participating in international activities is the needs of enterprises, especially the acquisition of overseas high-quality resource enterprises, so as to enable enterprises to realize effective pformation and upgrading of industrial chain, share management experience, expand broader development areas, and cultivate talents of internationalized enterprises.

two, "going out" must have a clear purpose and demand. The development of overseas entities must be cautious and must be carried out according to the situation and needs of enterprises.

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.

three, we should fully assess the risks of overseas investment, especially the laws, regulations, economy, culture and market of investment countries.

Canada's economic development is healthy, its natural resources are abundant, its geographical environment is superior, its policies are pparent, and the government's efficiency is high. This is the premise of enterprise acquisition, otherwise the risk of enterprises can not be grasped and the efficiency of enterprises can not be mentioned.

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

It needs to meet a series of regulations of the state, subject to the examination and approval of various departments, and at the same time needs the support of financial institutions to solve the financing problem.

If we want to re understand the use of various qualifications, policies, regulations and legal resources, and fully rely on the support of the China Federation of textile industry, without the support and communication of relevant departments and trade associations, the acquisition will encounter great difficulties.

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

in short, my experience is that the outside world is wonderful, the outside world is also very helpless, both risks and opportunities are equal, and challenges and opportunities are at the same time.

"going out" is not as difficult as we imagine, nor is it as easy as we imagine. To seize the opportunity and find a good project is the key. My report is over.

thank you.

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Zhang Yankai:

below, please invite Wang Cunbo, director of Shenzhou International Group Limited by Share Ltd, to talk about Shenzhou International pnational productivity layout.

(Shenzhou International pnational productivity layout introduction: executive director of Wang Cunbo Shenzhou International Holdings Limited)

Wang Cunbo:

distinguished leaders, distinguished colleagues from all walks of life, distinguished friends, I would like to report to you about the layout of Shenzhou International's overseas productivity.

first briefly introduce Shenzhou International.

It was founded in July 1988, mainly engaged in the production and sale of clothing.

After more than 20 years of development, it has developed into a leading garment enterprise in China.

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

we recently wanted to build fabric factories in Vietnam. The number of employees is about 50 thousand, and the annual garment production is over 200 million.

The Kampuchea project was launched in May 2005. It was 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.

clothing industry is a relatively advantageous industry in China, because the garment industry is a relatively full market competitive industry. China's market share in the world is also relatively high. One of the situations we are facing now is that the environmental pressure of business is larger than that of other countries, including labor costs and the price difference of raw materials, including tax costs.

Our advantages are also obvious. The industry is well matched and well built. The management skills in the industry are better than those in other developing countries.

the significance of establishing the Kampuchea project.

first, in response to trade barriers, Shenzhou has already supplied products to globalized brands in 2005. However, due to quota restrictions or political factors, some of our products can not be exported to specific regions or countries.

At present, the risk of trade barriers still exists, so the scale is not very large at the beginning, and the scale of nearly 2000 people started a few years ago. The speed of expansion in these years has obviously accelerated.

Second, decentralization of customer risk.

In order to reduce the risk of procurement, customers want suppliers to disperse in the layout of production. If we implement the pnational industrial layout, we should say that the main international brands are very supportive.

Third, enjoy tariff preferences.

At present, Kampuchea is mainly aimed at the EU market. The cost of customs duties is equivalent to the sewing processing cost of < a target= "_blank" href= "//www.sjfzxm.com/" > clothing < /a > at present. So for our "going out" enterprises, if the market is predominantly overseas, the factors of trade barriers and the cost of taxation are a great consideration.

Fourth, giving full play to cost advantages.

in recent years, China's labor costs have risen very rapidly, significantly higher than other garment producing countries. Basically, the cost of 3:1 is different now.

At the same time, under the influence of China's population policy, P has gradually entered the aging society, and the advantage of demographic dividend is gradually disappearing.

From now on, the pressure of labor force in China will be bigger and bigger. From the latest demographic data, we can see that the total number of retired labor force will exceed the total number of new labour force in the next five years.

at the same time, employees' sense of employment has changed, and the attraction of employment has been getting smaller and smaller.

In Southeast Asian countries, labor costs are relatively low, and there is still a lack of employment opportunities.

fifth, which is more advantageous to the company, hedging exchange rate risk.

Because our market is mainly in overseas markets, it also uses US dollars as payment currency in Kampuchea, so it will bring many adverse effects.

sixth, international operation, accumulate experience.

After nearly half a year's operation in Kampuchea, we have accumulated valuable experience for the expansion of other bases in the future. Therefore, we will invest in a fabric factory in Vietnam. We should hope to build factories at the end of the year. The scale is relatively large, with 1200 acres of land.

At the same time, relatively small risks in Kampuchea, including political risk, including the industry itself is a relatively encouraging industry.

main difficulties encountered by enterprises in the course of investment,

first, infrastructure is relatively poor, pportation and communications are obviously lagging behind domestic, and the cost is relatively high.

Second, labor efficiency is relatively low.

Because most of the technology is novice, the labour experience is inadequate.

In addition to the garment industry, the whole industry chain in Kampuchea is relatively poor. Although the wage cost is relatively low, the advantages of the combined processing cost are not particularly obvious. Of course, the cost advantage on customs is still very significant.

there is another problem. There are more trade unions in the local area. Strikes and demonstrations are frequent. Improper handling will affect the normal operation of enterprises. Therefore, Shenzhou has made some differences in the choice of investment places. For example, in Kampuchea, we used to make garments in the past, mainly because of labor costs and tariffs.

Below P policy considerations, Vietnam's infrastructure, such as water resources and power suppliers, will have advantages over Kampuchea.

More importantly, the Secretary General of Taiwan mentioned that Vietnam is the largest beneficiary country in the TPP member countries. The rest are either developed countries or less resource-based countries, such as Australia, Singapore and Vietnam, which have the most significant comparative advantages in textile industry pfer.

In the process of overseas investment in Kampuchea, the main management experience of Shenzhou International is that we must pay attention to the localization of management. Of course, the high-level management is sent out by us. P

At that time, we attached great importance to training local staff as the management level of enterprises, and management localization, so that we could better understand employees' ideas. So we did not have any employee strike or stop production projects in Kampuchea. I want to improve the welfare of employees.

For example, in Kampuchea, we also provide free staff work meals. In the development process of enterprises, old employees can share the fruits of enterprises.

At the same time, we really do equal pay for equal work, regardless of national nationality, as long as the responsibilities are the same, the remuneration is also the same.

another point, we attach great importance to the importance of respecting and observing the laws of the host country, especially in terms of labor and environmental protection, as well as the previous ones. This is the most important thing for enterprises to keep on developing outside.

Like Vietnam, our plan for environmental protection is more demanding than domestic demand. We are also willing to spend money in this regard.

thank you very much for having the opportunity to participate in this meeting to communicate. The industry association provides such a good platform for everyone to exchange and exchange information, and truly play the platform effect of an agreement society. The government departments can also get some ideas and information of enterprises through this platform. It is hoped that in the process of "going out" of enterprises in the future, the examination and approval link of our government will be less and less, and the time for examination and approval will be shorter and shorter. I believe that the competitiveness of Chinese textile enterprises in overseas will be continuously strengthened.

thank you!

span lang= "EN-US" lang= "Microsoft";

Zhang Yankai:

below, please invite Jiangsu cloud bat, < a target= "_blank" href= "//www.sjfzxm.com/" > dress < /a > Limited by Share Ltd President Guo Jian to speed up the pace of "going out" and achieve a new leap in development report, welcome!

(speeding up the pace of "going out" to achieve a new leap in development) -- Guo Jian, President of Jiangsu cloud bat dress Limited by Share Ltd (/p).

Guo Jian:

distinguished leaders and colleagues, first of all, I want to thank the industry association and the chamber of Commerce for giving me this opportunity to learn and share with you.

first, I will introduce the general situation of the cloud bat.

Our company mainly made sweaters, opened factories in 1977, and exported 100%, now the main export countries in the United States, the total sales in 2012 probably less than 200 million dollars, the opening order is 1 billion yuan, the interest rate is 200 million or so, so far this year we have increased by 6% or so.

I want to talk about how we do well in the US market.

we are now doing a more professional job. Before, we used to make sweaters and sweaters.

With the problems encountered in China, the rise in labor force, the rise in exchange rates and the environmental requirements of various resources, the same problem is encountered.

How are we going to carry out the pformation and how to make the textile industry continue to do well? The way we actually walk is coming along with the big environment.

"P >" we began to do foreign trade in 1989. Later in 90, we worked with China textile company to produce a sweater export base. In 93 years, we did Japan, exported to Japan, and tried Europe in the later years. We also opened offices in Germany. At that time, our chamber of commerce was good. We began to walk out in 97 years. At the beginning, we went through a process. We were from production enterprises, we talked about 93 years ago, and foreign trade companies did not do it. They made the list of foreigners directly.

At that time, we told the Taiwanese people not to do the list. We had to do most foreigners' lists.

we went to the United States in 2001.

Actually, our real brand is starting from 08 years. It bought some brands of small American companies and began to make its own brand. So far, our own brand has been around 170 million dollars this year, that is to say, we have become some of the direct local brands in the United States.

We also constantly sum up, constantly adjust, and constantly adapt to the US market.

from the middle of the whole process, so far, we are concentrating on logistics.

At the very beginning, we built our own warehouse and started building offices from hundreds of square meters to do logistics.

So far, our warehouse is about more than 25 thousand square meters. Now we have 2500 square meters on the 7 and 8 floors of New York, and now 84 foreigners are working.

In the process of doing the whole thing, the US side is the top design, research and development to logistics, and domestic mainly is proofing, purchasing, logistics, finance and so on.

From the perspective of sweater, we did not expand our production power on a large scale in terms of P.

We have studied our Guangdong model from the very beginning. In fact, we started 4 outgoing departments at the very beginning. So far, our business models are two.

our main function now is to concentrate on proofing.

Now the Department is mainly engaged in quality products, production lines and quick response.

Some of the things that can't be done outside are professionally stronger.

our actual operation mode is 6+1 mode.

The brand we put in every store is its own.

All our raw and auxiliary materials are centralized procurement, so the whole management process is like this. At the most critical point, we have a constantly changing and adaptive process.

now my deepest experience is localized management.

we have benefited from the development and acquired Brand Company from the United States.

We control two things. We must control our finances. The whole production is in China, and all the marketing is done by foreigners.

We also have good talents. They compare the rules of the game. Now all of our CEO is the CEO of the former listed companies in the United States to manage our team, so now the United States is forcing us.

for example, we bought a digital company, his energy is bigger than ours, and our product structure is also adjusting. For example, what is the problem of sweater now, we are not competing with Bangladesh. What do we do now? We are not only doing it in China, but also in India and Vietnam, and China is concentrating on doing it in China.

Second, internal management system.

We now move the American management system to China. The US IBM is the best software in the world. As long as we bring him to the US and apply it locally, we can gradually improve our management ability.

If we do not have this system, we can not be so big. Now the proportion of our sweaters is decreasing, and the development of sweater varieties has been increased. Some of the varieties we developed recently are quite high-end.

In addition, the Ministry is equipped with first-class equipment, first-class talents and first-class figures. The Department can do all the work in this department, and others are eliminated into the Midwest of the country.

another, I think China needs to solve the speed problem.

as long as we actively strive to find ways to "go out" and persist in doing so, we are now doing well in professional clothing and there is still hope for China's textile industry.

from the financial turmoil to the present, our profitability is steady every year. Although your exchange rate is rising, because my mode is changing, I have done the whole retail business, so thanks again to the Industry Association for this opportunity, I hope you can correct me.

thank you!