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How To Transform Domestic Sales Into National Support Policy Escort And Ecological Co Construction
On May 12, China and the United States issued a joint statement on economic and trade talks in Geneva, ushering in a phased easing of the escalating tariff dispute - the United States canceled 91% of the additional tariffs, and China synchronously adjusted its countermeasures. The market responded positively, and the Dow Futures rose in response, indicating investors' expectations for improving the trading environment. However, there are still great changes in international trade policies. The hanging sword of Damocles still threatens the stability of the market.
"Even if the tariff is relaxed, we dare not relax." The head of a clothing foreign trade enterprise admitted that its overseas orders once accounted for 90%, but now, American customers are constantly lowering prices, even tentatively asking: "Do you have plans to build factories overseas?"
This dilemma is not unique. From Dongguan wool textile to Nantong home textile, from Keqiao textile to Wenzhou men's clothing, textile and clothing foreign trade enterprises are facing unprecedented transformation pressure. Faced with the continuous uncertainty of the overseas market, more and more enterprises begin to turn their eyes to the domestic market and try to find new living space.
However, the transition from foreign trade to domestic sales is by no means a simple market switch. How can international standards adapt to local needs? How can OEM enterprises change from "OEM" to "brand creation"? Can e-commerce live broadcast become a powerful tool to break the situation? This article will analyze the transformation practice of many enterprises and explore the feasible way to convert foreign trade into domestic sales.
Life and death leap: OEM enterprises' brand breakthrough
People who have done foreign trade know that after receiving one or two large orders, they have dealt with them in one year. Even the details of the style are provided by the orderer. As time passes, people are kept lazy. Now we are transforming into domestic sales, designing, producing and selling. We have to do everything by ourselves. Naturally, we have all kinds of tastes.
In Dongguan, Guangdong, Hongmin International is a foreign trade shoe company with a history of 30 years. It has been a long-term OEM for international brands such as Givenchy and Lavlauren, with an annual export of 5 million pairs of shoes and an output value of 1 billion yuan. The tariff hike that began in April caused the cost of Hongmin International to rise significantly. In order to reduce the cost, customers either reduce the order quantity or lower the price.
In this regard, Tang Dazhao, as the "second generation of factory", also felt a little powerless: "Because the United States is our main exporter, the impact of the previous tariff war was quite large. First, the original orders in May and June were in the front row, hoping to ship early before the next wave of tax increases; Second, the number of orders has indeed decreased. Some customers who have placed orders before have decided to cancel them temporarily and hold a wait-and-see attitude. "
In recent years, the constant trade friction has led Hongmin International to focus on China. As a shoe manufacturing giant, the company did not cut off the contact with international customers, but adopted the strategy of "walking on two legs" - while maintaining some foreign trade orders, it launched its own brands MUX, a.tesmilan, etc., focusing on the domestic middle and high-end market. "In the past, orders were stable, we only needed to produce according to customer requirements, but now suddenly we have to make our own brand and market, which is a great pressure." Tang Dazhao also said frankly.
The road to brand creation is not smooth. At first, Hongmin International tried to distribute goods offline and settle in Tmall, but the effect was not good. "We are used to the OEM mode and know nothing about brand operation." Tang Dazhao recalled that it was not until 2020 that the company tested the water and created the "shoemaker twin star" IP that it gradually opened its market. Today, the daily average GMV of its live broadcast room exceeds 100000 yuan, and the annual sales in 2024 will exceed 30 million yuan.
In the workshop of Dongguan Songji Knitting Co., Ltd., the computerized flat knitting machine is rapidly weaving sweaters one by one. This Hong Kong funded enterprise with a history of more than 30 years has been OEM wool products for American high-end brands and trendy brands for a long time. As early as in the epidemic period, the company had experienced foreign trade fluctuations. He Jichun, the company's business manager, recalled that "when we were supposed to rush for orders, we were confronted with price cuts from American customers, and even cancelled orders directly."
Songji Knitting was unable to recover a payment of more than 70000 dollars due to the customer's bankruptcy. Fortunately, it recovered a loss of 19000 dollars through export credit insurance. "This money is crucial to us and supports the development of the domestic market." Li Fengfeng, the financial director, said that the company subsequently set up an e-commerce department to operate the 1688 platform, and domestic sales orders also saw a 50% growth.
These cases reveal a cruel reality: although the OEM mode is stable, it is extremely dependent on external orders. Once the international market is turbulent, enterprises will fall into a passive position. Only by creating their own brand can they truly master their destiny.
Supply chain revolution: from "foreign trade thinking" to "flexible production"
The transition from foreign trade to domestic sales is not only a change in sales mode, but also a reshaping of the supply chain.
Mu Long, Director of Jiangsu Huateng's Domestic Business Department, has a deep understanding: "Foreign trade orders usually start with a container, while domestic orders are small batch and multi batch, so we must adjust the production line." In the past, Huateng's production line was designed for large batch orders. Now, the company has invested a large amount of funds to transform the flexible production line to meet the fragmented needs of the domestic market.
The adjustment of supply chain is not only about efficiency, but also about product innovation.
The response of Yantai North Home Textile is intelligent transformation. The company invested 30 million yuan in the intelligent transformation of the sewing workshop. "The four sides of this fully automatic quilt can realize the automation of the whole process from quilting to quilting. Only six people are needed for a production line, which greatly improves the production efficiency." Wang Wendong, the director of the production plant, introduced.
How to adapt to the new changes in the domestic market in the shortest time, enterprises try to break through the tight encirclement. "We classify the products in terms of materials and functions, match consumer demands, develop and produce in more detail, and operate in a more refined way, so as to make the products more expressive and market experience better." Li Hui, the channel sales manager, introduced the most popular "retro flower" kit in the product exhibition hall, "This pattern was selected from 200 design drafts. Once it came into the market, it was very popular with domestic consumers, and 50000 sets have been sold through domestic channels. In the first half of last year, we launched 40 new patterns for such a big hit. North Home Textile has been working overseas for many years, and the design style with an international perspective has become an innovative advantage."
Zhejiang Wanfang Textile chose to cooperate with local enterprises to break through. Change "passive order receiving" to "active demand creation". After Wanfang Textile found that its warp knitted products can accurately match the fabric demand of Anzheng Fashion for the first time, it organized designers from both sides to jointly develop new clothing fabrics and upgrade the warp knitted fabrics to national fashion boutiques. "The transportation cost has decreased, while the added value of products has increased," said the head of the company.
To truly open the domestic market, enterprises must break the inertia of "large order production", shake hands with upstream and downstream to establish a more flexible and closer to consumers supply chain system.
Channel transformation: from foreign trade exhibitions to live broadcast e-commerce
"If there is no live broadcast with goods, we can't digest our inventory at all," said He Yong, General Manager of Times Group Retail. This enterprise, which has been a luxury brand OEM of leather bags for a long time, accounted for 60% of the U.S. order business in 2013. Since the impact of the "tariff war" in 2018, the company has begun to consciously reduce the U.S. market and explore other domestic markets. By the beginning of this year, its U.S. business accounted for only 20%, so the impact of this round of "tariff war" on the company is far less than seven years ago.
At first, the company tried traditional e-commerce channels, but the sales volume was flat. Until 2023, He Yong accidentally found the explosive power of live broadcast with goods, and quickly formed a self broadcast team. Today, Time Group has 20 live broadcast rooms and nearly 100 anchors. In April, the monthly sales exceeded 300 million yuan, and basically digested the products that could not be sold to the United States.
The magic of live broadcast e-commerce lies not only in the flow, but also in the fact that it breaks the dilemma of "not selling" of foreign trade enterprises.
Similar stories were also staged in Wenzhou, Zhejiang Province. Desai Group is an old shoe foreign trade enterprise. After the sharp decline of overseas orders in 2025, the company quickly adjusted its strategy, established a professional e-commerce team, and opened its own broadcast accounts on platforms such as Tiaoyin and JD. "Previously we only knew about production, but now we need to learn to talk directly with consumers," said the person in charge of Desai Group's e-commerce. In just a few months, its domestic sales increased significantly.
Wishing Home Textile (Nantong) Co., Ltd. originally relied on the European and American markets for more than 80% of its orders. The epidemic situation in that year led to the cancellation of a large number of orders. At a critical moment, the company cooperated with Suning to launch "antibacterial quilts". With the help of live broadcast, the single sales volume exceeded 5000 during the "June 18" period, successfully resolving the inventory crisis.
"What foreign trade enterprises lack most is channels," pointed out the person in charge of Jingdong Household Appliance and Life Business Group. In April this year, JD launched a special support plan of 200 billion yuan for export to domestic sales, and specifically docked with Nantong home textile industry belt. "We provide the combination scheme of 'quilt+piece set' to create cost performance ratio through Jingxi's own business, while Jingdong's own business focuses on quality upgrades."
However, not all enterprises can successfully catch the live broadcast express. Guangxi Huangtu Arts&Crafts Co., Ltd. is mainly engaged in hand woven goods, and the proportion of American line business once reached 60%. However, during the transformation of domestic sales, due to the lack of experience in live broadcast operation, the sales volume has always been tepid. "We have good products, but we can't do content dissemination," said Liu Wuhu, the head of the company's e-commerce.
E-commerce enables foreign trade enterprises to see the possibility of rapid domestic sales, but its threshold cannot be ignored - without a mature operation team and accurate flow strategy, even the best products may be submerged in the information flood.
National support: policy escort and ecological co construction
In this wave of transformation, policy support and industrial synergy play a key role.
The export credit insurance compensation case of Dongguan Songji Knitting is thought-provoking. The company recovered a loss of 19000 dollars through the "small and micro special" policy insurance of Dongguan Municipal Bureau of Commerce. "Next, we will increase the insurance limit to 500000 or 1000000 dollars," said Li Fengfeng, the company's financial director. This reminds foreign trade enterprises to make good use of policy tools to prevent risks.
The e-commerce matchmaking meeting organized by Jiaxing Municipal Government has achieved remarkable results. Taotian, Jingdong, Diaoyin and other nine platforms held face-to-face talks with more than 100 foreign trade enterprises. "This timely rain makes us avoid many detours." The participating enterprises said that actively participating in various domestic sales exhibitions is an important way for enterprises to quickly grasp the domestic market situation.
Industrial synergy is also deepening. Nantong International Home Textile Park, together with Jingdong and the Chamber of Commerce, has built a platform to help 8 enterprises with export scale of more than 20 million dollars, such as Ruiji and Yiyuan, transform. Short term inventory digestion and long-term brand sedimentation.
"Rather than sit at home and wait for death, it's better to rush out, maybe be killed, maybe live!" The words of a Zhejiang businessman expressed the aspirations of foreign trade entrepreneurs. There is no way out of this transformation.
The tariff war in 2025 makes Chinese textile and clothing enterprises realize that the era of relying on a single overseas market has ended. Whether it is the difficult brand exploration of OEM enterprises, the new opportunities brought by e-commerce live broadcast, or the flexible transformation of the supply chain, they all point in the same direction - only two legs walk inward to survive, can we stand firm in the foreign trade storm.
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