Forum On "Pformation And Upgrading Of Shoes And Clothing Enterprises" Held In Jinjiang

< p > under the new economic structure, how can enterprises expand the path of innovation and pformation? Recently, a summit forum of "pformation and upgrading of enterprises under the new economic structure" was held at < a href= "//www.sjfzxm.com/news/index_p.asp" > Jinjiang < /a >.

The industry elites of domestic industry such as shoemaking, < a href= "//www.sjfzxm.com/news/index_f.asp" > dress < /a > have started a dialogue around this topic.

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< p > more than one industry elite agreed that in the next ten years, the competition of traditional manufacturing industry will be shifted from the competition of product quality to the competition of service quality. What enterprises should consider more is how to create excellent products so that consumers can get different experience results.

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< p > < strong > successful pformation is not only innovative but also excellent. < /strong > < /p >

< p > host: in the next ten years, there will be new changes in the global economic structure, and the traditional business models will also change.

In this case, how do you understand the pformation and upgrading of enterprises? < /p >

< p > Sun Weimin: in order to adapt to the market oriented pformation, there is no need to "pform for pformation".

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Zhou Shaoxiong P: yesterday's successful experience may be an obstacle to tomorrow's pformation.

This sentence applies to both people and enterprises.

The pformation of enterprises must first change from the mode of thinking and the concept.

For example, from the manufacturing era to the brand age, and then to the retail business era, the thinking mode of the enterprise must change, from the concern of the simple product to the concern of the service, and from how to feel the better fashion experience for the consumers.

Secondly, the pformation of organizational structure is equally important.

Family management may be suitable for the establishment stage of enterprises, but when it develops to a certain stage, family management may bring about bureaucracy and expansion of institutional personnel. The management of corporate system may be more suitable for standardizing the operation of enterprises.

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< p > Ding Shizhong: at present, many business models are constantly changing. In the future, enterprises can no longer rely on such a mode to win.

In the next ten years, it is necessary to upgrade from brand to service stage. Traditional brand enterprises must have the management ability to do retail business, which is a process of making factories, making brands to retail and services.

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< p > < strong > advocator of consumer lifestyle: < /strong > /p >

< p > host: in your opinion, what changes will be made in the industry in the next ten years? How should enterprises pform? < /p >

< p > Ding Shizhong: China will be the ten year of brand merger and acquisition in the next ten years. When participating in overseas mergers and acquisitions, enterprises must conform to the trend of the times.

Prior to this, Anta acquired the international brand Fila (Fiat) in mainland China, Hongkong and Macao.

But buying an international brand with a fashionable design concept does not mean that enterprises can sit back and relax. It is necessary to change management thinking and operate it in an internationalized way, which involves international brand management and product design.

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< p > Zhou Shaoxiong: in the next ten years, < a href= "//www.sjfzxm.com/news/index_x.asp" > shoes and clothing industry < /a > sell not only clothes, but also a way of life. Behind the products are culture, fashion and art.

Enterprises should consider making excellent, efficient and creative costumes to turn them into advocates of consumer lifestyles.

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< p > < strong > can not simply copy "fast fashion" mode < /strong > < /p >.

< p > host: for enterprises, what is the biggest challenge of pformation and how to overcome it? < /p >

< p > Zhou Shaoxiong: the biggest challenge is how to pform the role of the manager from the role of the operator to the helmsman, and cultivate a group of core team members.

And how to train excellent professional managers is the most important part of enterprise pformation.

The training of garment enterprises for employees can not only stay at the theoretical level, but also should penetrate into the cultural and fashion level.

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< p > in addition, the integration of supply chain and business mode is also a major challenge for enterprises to pform.

The success of the global fast fashion brand ZARA is that its keen supply chain system and business model are perfectly integrated, which greatly improves the lead time of ZARA, leading time from design to the time of selling clothes on the counter.

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< p > the current fashion enterprises can no longer copy the ZARA mode simply. Instead, we need to take the "fast fashion" as the foundation, and work hard on the consumer experience such as quality, style matching, follow-up maintenance and so on. At the same time, combining with the reality of the local market, we create a new consumption pattern and habit of consumption, so that consumers can feel yearning for the brand.

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< p > < strong > reporter's notes: < /strong > < /p >

< p > < strong > looking for "20%" /strong < /p > suitable for enterprise pformation.

< p > in the late nineteenth Century and early twentieth Century, the Italy economist baredo put forward the famous "28 rule", that is, in any group of things, the most important and core accounts for only a small part of it, about 20%, while the remaining 80%, though majority, is secondary.

This rule is extended to management, which is usually "80% of the profits of enterprises come from 20% of their projects".

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The relationship between "P" and "innovation" and "creating excellence" also embodies this rule.

"Excellence" is an advantage project that can bring 80% profits to enterprises. It may only account for 20% of the project share, but it needs a lot of energy invested by enterprises to develop it, and even become the benchmark and shining point of the industry.

At present, many Quanzhou enterprises are seeking the path of "pformation and upgrading" urgently. However, this demand should not be plunged into blind impulse to change, to achieve pformation of some kind of pformation. We should soberly observe the challenges faced by enterprises, foster strengths and circumvent weaknesses, dig out the most appropriate breakthrough, and find their own 20% advantage.

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