Jiangsu Textile Enterprises Outside The Factory Is Hard To Say.

< p > "before, foreign countries gave us quotas, and now we limit our quotas.

The original intention of the policy is to protect the interests of domestic cotton farmers, but it has affected the interests of the whole industry.

Xiao Jingyao said frankly, "going out" before breaking international trade barriers is now breaking domestic policy barriers.

< /p >

< p > Dong Du group is Jiangsu's "go out" earlier "a target=" _blank "href=" //www.sjfzxm.com/ "textile" /a "enterprises. Sales and profit margins increased by two figures in the 1-2 months of this year, and the order has been discharged until September.

Xu Weimin, chairman of the board of directors, introduced the sales center to Singapore in 2003, and the financial center has recently passed.

In the survey, many entrepreneurs admitted that the willingness to pfer was very strong. The domestic financing cost was as high as 7%-8%, while the foreign minimum was less than 2%.

< /p >

< p > < strong > overseas factories are hard to say, easy > /strong > /p >

Where does "P go" go? In Kampuchea, Vietnam, Africa and the United States, all these enterprises have different considerations about the frequently mentioned investment hotspots.

Reporters on Huafang, Dong Du, red beans, Wuxi cotton, black peony, Dasheng, Yueda and other 15 key textiles in Jiangsu province < a target= "_blank" href= "//www.sjfzxm.com/" > clothing < /a > Enterprise Statistics found that more than half of the factories have been set up in Kampuchea.

< /p >

< p > Jiangsu Huarui group entered Kampuchea in 1999. Initially it used to take quotas, but now it is a balance risk for overseas processing plants.

"Vietnam's land is private, and our investment in Vietnam is higher than that in Kampuchea. It has doubled in recent four years."

Sun Jiajun, President of group supply chain business department.

Jiangsu A B group, which has two factories in Kampuchea, is visiting Vietnam. Changzhou Black Peony plans to set up factories in Southeast Asia, while Yueda group is building a flower factory in Zimbabwe.

< /p >

< p > will the key enterprises take the lead in "moving the tide"? "Gathering in the low cost region is the instinct of the enterprises. As a whole, the light industry in China has shifted outwards."

Xie Ming, President of Jiangsu Textile Industry Association, compared with electronics and other industries, the product characteristics of labor-intensive industries such as "a target=" _blank "href=" //www.sjfzxm.com/ "shoes" /a "hat, clothing and so on, determined that they had high requirements for ocean pportation and were unlikely to pfer costs to the mainland to reduce costs.

< /p >

< p > however, the industry believes that China still has the advantage of "world factory", and the low end capacity will not be too fast in the short term.

Setting up factories in Southeast Asia and supporting industrial chains are also a major obstacle to the quality of workers.

"At the beginning of this year, there was a strike in Kampuchea, and some Chinese enterprises lost about 2000000 yuan in 1 months. In addition, the local tourism industry developed rapidly, and textile workers were not very good at recruiting.

Although it's hard to say, it's better than being in the country.

Wu Qiping, general manager of Lian FA group cotton spinning company, admitted.

< /p >

< p > < strong > enterprise development must first be self hard < /strong > < /p >

The practice of < p > in recent years has proved that the comparative advantage formed only by cheap labor is not a lasting advantage, and institutional innovation is becoming a new development bonus.

According to the insiders, the textile and garment industry in Jiangsu has a good foundation. The upside down of raw material prices is the biggest factor for enterprises to operate. If we can solve the cotton price differentials and quotas and increase the development of high value-added products, we can still achieve better results.

More importantly, it can co-ordinate the industrial pformation and pfer rhythm of the whole province and avoid the cage of existing industries. The new "birds" have not been nurturing in good time and the real economy is unstable.

< /p >

< p > "market plays a decisive role in the allocation of resources, while the" pre planned economy and post market economy "is not feasible.

Shen Jianhong, chairman of Dasheng group, suggested that the top-level design of cotton policy should be carried out in the top level of the country. From the aspects of planting, storage, and sales, the urgent task is to carry out "price separation" to make domestic cotton prices more close to the price of cotton.

< /p >

< p > "enterprise development must be hard at first".

Li Guangming, the vice chairman of Wuxi's Yangtze River precision textile, thinks that the difference between China and Southeast Asia is only 3-4 times the difference.

If our enterprises are just "migratory birds", they are satisfied with harvesting limited profits in the process of migration and not taking the road of connotative development, and grasp the core competitiveness of the high-end links of the industrial chain, which will be really dangerous in the future.

< /p >

< p > "going out" is worth encouraging. We should do something in the high-end links such as channel construction, marketing mode innovation, product design, research and development, and make full use of international resources.

Dasheng group is considering holding shares or holding an Australian enterprise to build an international platform to integrate into the European and American markets. Bosideng insists on brand internationalization and has opened more than 80 chain stores in the three islands of the UK. Its profit increased by 12.7% last year.

< /p >

< p > < strong > - related links < /strong > < /p >

< p > < strong > Chinese enterprises outbound investment failure ratio exceeds 10% < /strong > < /p >

< p > from 2005 to 2013, Chinese Enterprises Outbound Investment in 984 billion dollars or more pactions, the number of problems or failed pactions amounted to 119, more than 10%.

This is the data disclosed in the first China C G G in March 20th.

< /p >

< p > in recent years, the trend of Chinese enterprises going abroad and cross-border investment has become increasingly evident.

It is predicted that by 2015, China's foreign direct investment will reach US $150 billion, and the amount of foreign direct investment will exceed that of foreign direct investment in China.

< /p >

< p > C G G think-tank experts are from the four most experienced international institutions: CITIC Securities, Xin Yong Zhong accounting firm, Zhonglun law firm and blue cursor communication group.

< /p >

Zhao Wenquan, chairman and C EO P of the blue cursor communication group, said at the forum that when Chinese products went out, they could only be sold at a discount because they were recognized as cheap alternatives to similar international brands, and when Chinese capital went out, they were often bought at a premium only because they were known to be highly risky.

< /p >

< p > "from a number of failed cases, a common mistake of Chinese enterprises in expedition overseas is that they do not have a thorough understanding of international rules and take foreign experience with domestic experience."

Zhang Xuebing, founder partner of Zhong Lun law firm, said.

In fact, quite a number of international professionals say that Chinese enterprises often accept unfavorable terms and conditions in their negotiations on foreign pactions.

< /p >

Zhang Keye, chairman of Xin Yong Zhong accounting firm, believes that the mistakes commonly committed by Chinese enterprises such as "a href=" //www.sjfzxm.com/news/index_c.asp "investment" /a "overseas" include: unclear objectives, blind self-confidence, not relying on professional institutions, ignoring previous consultation and investigation, and misunderstanding in personnel dispatching and control.

He suggested that enterprises should clear their objectives in the process of going out, pay full attention to the preparatory work, set the bottom line, pay attention to the process management and post integration.

< /p >