Why Do Shoemaking Enterprises Not Move Away From China?

The "shortage of migrant workers" and "labor shortage" that had struck the whole country seemed to be solved overnight. Some enterprises associations in the Pearl River Delta think that many factories have saved their personnel and many factories have closed down, resulting in a relaxed environment for employment.

Nowadays, those enterprises that have not failed in the Pearl River Delta and Yangtze River Delta have begun their journey of migration.

But perhaps no one really expected that the solution of these surface problems was solved through the collapse of a large number of enterprises, but only for a short time, how to grow steadily and how to truly find excellent manufacturing is our concern.

The footwear industry is known as the "migratory bird industry", and the global shoe making center has moved from Europe to the United States, to Japan, to Taiwan, China, and then to the coastal areas of China, and now to China's relatively inland areas.

According to the latest industry journal data sponsored by the Asian Footwear Association, about 25% of Guangdong's large and medium-sized footwear enterprises now have factories in Southeast Asia, such as Vietnam, India and Burma. About 50% of them are exported to mainland China, such as Hunan, Jiangxi, Guangxi, Henan and so on. About 25% of the enterprises are still on the sidelines.

In fact, under the pressure of RMB appreciation, tax reform, resource and environment pressure, and the implementation of the new labor contract law, migration can not solve the healthy and sustainable development of China's manufacturing.

We are willing to continue to operate in China. When we analyze rationally, we find that first, China's extensive domestic consumption market needs intensive cultivation. Second, the relocation of factories and the establishment of new supply chains will cost more. Third, the restrictions on capital investment of the country of origin also restrict Chinese enterprises' foreign investment; fourth, we still lack rational and sober understanding of the new business environment; fifth, the political risks and market risks of individual countries can not be changed by an enterprise; sixth, the domestic government is still providing favorable policies to support the development of Chinese enterprises; seventh, the quality of domestic infrastructure and labor resources is rising, and more importantly, we have a stable political environment and strong motherland as the backing. Obviously, the competitiveness of China's manufacturing is weakening. We are losing many competitive advantages, but why?

Some experts even think that China is making a lot of crises. Actually, my colleagues and my colleagues concluded that the world has not really entered the age of Chinese manufacturing. The breakthroughs made in China still have a long way to go. If the former China made today's development at the expense of resources, environment and overdraft, then we must start from our own and enter the era of intellectual pformation.

China's manufacturing industry should enter the era of leading technology and technology and enter the era of brand leadership. From superficial, loose, high consumption and inefficient manufacturing to lean, intensive, low consumption and efficient manufacturing, migration is not a real and lasting solution to the competitive power of enterprises, nor can it continue to increase the competitiveness of enterprises.

In the current environment, China's manufacturing is not pformed.

We must change our thinking, truly innovate from the mind, not only regard running enterprises as business, but should understand and practice excellent manufacturing in China and create new products and services. This is not only the responsibility of an enterprise.

We should adopt a distinctive way of innovation and constantly seek new ways to solve user problems without relying on specialized scientific breakthroughs, so that enterprises can get profits in the process of serving users.

We should concentrate more time on long-term brand building instead of short-term price war and marketing. Overdraft enterprises develop physical strength and sacrifice environment and resources.

Today, large-scale marketing is dead, and we are good at understanding the target market, and it is urgent to win by the strategy of segmentation.

As Wang Yang, Secretary of the Guangdong provincial Party committee, said, "if we do not actively adjust our industrial policies today, we will be adjusted by the industrial structure tomorrow." we will not be pformed today, and tomorrow will be eliminated by the market.

Factory migration is not a solution to the long-term development of Chinese enterprises. I do not support the development of enterprises to stay in factory migration and conflict avoidance. The key is how to start from itself, how to achieve from manufacturing to R & D, from manufacturing to brand, and how to move from the general manufacturing to the more excellent manufacturing.

Why do I not move away, because I love this land.

I believe that Chinese enterprises can only be rooted in their depth.

Although China has lost some advantages, it has not been eliminated. The difficulties ahead are only temporary. The greater difficulties may be behind. This requires us to have a clearer understanding and constantly seek effective solutions, constantly breaking through deadlocks and difficulties, and moving towards Zhuo Yue's made in China.