In 2012, Chinese companies' overseas investment activities became more and more active. According to the latest data from the Ministry of Commerce, in January 2012, domestic investors in China conducted direct investment in 355 overseas companies in 87 countries and regions, and realized non-financial direct foreign investment of US$4.376 billion, an increase of 59.9% year-on-year.
In the "**" held not too long ago, Premier Wen Jiabao explicitly mentioned in the "Government Work Report" the implementation of the "going out" strategy. This is the first time that the government work report has listed "going out" as a national strategy. The positive signal released is exciting.
From the leather industry's point of view, the “going out†boom has begun to take shape, whether it is the acceleration of the distribution of specialty stores or chain stores in foreign countries, or the establishment of its own overseas trading company based on trade, or overseas production and processing. Overseas processing trade, and even foresighted entrepreneurs started to acquire shoes and bags brands overseas, with diversified forms and clearer goals. “China is starting from a big leather country and stepping into the ranks of leather powers. Our enterprises are powerful. Our entrepreneurs are more mature and have a global strategic vision. In a global environment of economic integration, qualified companies should Actively implement the 'go global' strategy, tightly seize the international market and begin to allocate resources and improve production efficiency from a global scale in order to obtain a sustainable competitive advantage. Su Chaoying, chairman of the China Leather Association, explained this tide.
“Departing†Ten years on this side of the landscape. In 2001, when China entered the WTO, Cornell opened its first store in Paris, France. This iconic event inspired the entire industry. Establishing a specialty store or setting up a chain store abroad is a major turning point in the “going out†of Chinese leather companies, which means that Chinese leather enterprises have begun to shift from the output of products to the export of brands. In the past, China's shoe and bag products had long gone through the wholesale market. When they reached the terminal, they went to a storage supermarket or spread goods to the flea market. There was no obvious manifestation of brand value.
Ten years later, Conney's stores have spanned several continents. The United States, Italy, Spain, Germany, the United Kingdom, the Netherlands, Australia, New Zealand, Vietnam and other countries can all see the Cornell store building in the bustling neighborhood. After 10 years of growth, more Chinese leather brands are no longer willing to make only OEMs, and they want to create a wedding dress for others, but to achieve a leap from product export to brand export. The former leads the way, and latecomers are not far behind. The rapid expansion of a number of sports shoe brands abroad is particularly eye-catching.
Anta, Xtep, Peak, Hongxing Erke, Yalide, 361, and so on, have been deployed overseas. Southeast Asia is the main market for the expansion of Anta brand overseas. At present, Anta has stores in the Philippines, Singapore and other places. In the Southeast Asian market, Xtep has made rapid progress. It has opened franchised stores in Malaysia, Thailand, and Singapore, and has developed brand advertising programs in Malaysia and other countries. This year, Xtep will increase its brand promotion work in Singapore, London, New York and other places, and encourage powerful distributors to go abroad. As one of the strategic companies that initiated the “brand internationalization†earlier in the country, Peak had sponsored the European Basketball League and the Australian Basketball Team earlier. According to the person in charge, Peak has basically completed the network laying of major markets in Asia, Europe, South America, and Oceania.
The overseas processing trade engaged in production and processing abroad has also become the mainstream method for overseas investment of leather enterprises. Most investment companies adopt all forms of economic and trade cooperation, including external or end-to-end and out-of-pocket investment, and establish overseas processing plants that are compatible with local industries. External resources can be used and trade barriers can be circumvented.
“For shoe companies in China, setting up factories overseas can realize the global allocation of resources and avoid trade barriers.†Wang Jianping, boss of Wenzhou Hashan Footwear Co., Ltd., said: “The first step in going out is very difficult, but Without going out, in the era of global competition, companies will certainly be in a passive situation.†In 2004, Hashan set up shoe factories in Nigeria, Africa. In the same year, Hashan officially acquired a 90% stake in Italian Wilson shoe company.
There are many entrepreneurs who share the same vision and “go global†dreams. In 2006, Kangnai took the lead in forming the Russia-Ussuricsk foreign economic and trade cooperation zone, realizing the transition from "product output" to "capital output", and the products changed from "Made in China" to "Made in the World." In 2011, there were 25 companies that had entered the cooperation zone, completed an investment of 350 million yuan***, set a production value of 300 million U.S. dollars, and paid 20 million U.S. dollars, becoming the largest taxpayer in Russia in Ussuriysk.
The rise in labor costs and raw material costs in China is also an important factor that urges companies to “go globalâ€. Hua Jian Group invests 1 billion in the establishment of a shoemaking base in Ethiopia, Africa, and it can be described as a truly generous one. Huarong Group Chairman Zhang Huarong said: "A company has its own production base and brand incubator in the country. If it has its own production base in other countries, it will help the company's own long-term development. Chinese people do not only create their own domestic GDP, but also a global vision to create gross national product GNP, I think this significance is very important." He thinks that "going out" is not as simple as gold panning, but has far-reaching significance: "Going out to us In terms of significance, first, to strengthen the friendship and cultural exchanges between China and Ethiopia, represent Chinese companies in building a good image, serving as a bridge for communication, bringing about economic cooperation, and promoting Ethiopian economic development. Second, finding more for corporate boards. More development opportunities for better benefits; Third, create more opportunities for growth and development for Chinese employees and Ethiopian employees."
Jinjiang Guohui Footwear set up its factory in Vietnam a few years ago and cooperated with distributors to produce Guohui’s branded shoes. It is understood that Guohui currently has four shoe production lines in Vietnam. Using local cheaper labor and preferential policies supported by the local government to support development, the new production base has a certain cost advantage over the current domestic shoe-making enterprises.
Quanzhou Footwear Footwear Co., Ltd. plans to build factories overseas. It also went to the Philippines, Vietnam and Indonesia last year to inspect. It intends to set up overseas factories in Indonesia.
The “going out†dilemma highlights the urgent need to guide “going out†while it is “good scenery hereâ€, but the problems encountered by companies also follow. The foreign industry protection, the lagging of channel construction, the confusion of cultural integration, the scarcity of international talents, and the disconnection between services and actual needs have all dragged on the “going out†leg.
As the earliest brand to explore the road overseas in the leather industry, Cornell Group has consistently implemented the “going out†strategy. However, the deeper it goes, the greater the resistance encountered. In 2010, the store in Cornell Paris (the first store opened by Cornell in the world) experienced a storm. Talking about this storm, Kangnai Group’s general manager Zhou Jinjian still has a lingering fear: “In 2010, we had a shoe sole with a 'V' shape, a similar type had more than a dozen in France, and finally a French one. The factory said that we invaded their patents, reported to the French bureau, sent a gendarmerie team, closed our warehouses, closed accounts, and moved computers. We never encountered such a situation. However, because there is no such practice in China, even if it is a joint-venture foreign-funded enterprise, it will also sue the court and the Industry and Commerce Bureau will consult with you. However, according to French lawyers, there is no problem in doing so."
Referring to the prevention and boycott of Chinese shoe companies, he also gave an example: “When we opened our first store in Rome in 2010, an article published in a local magazine used two words: vigilance. It was us China. "The wolf is coming," I said. This article is still there."
Industrial protection has poured cold water on the enthusiasm of Chinese entrepreneurs to invest overseas, and the economic losses they bring have made it prohibitive. At the same time, in the process of brand companies testing water in overseas markets, fewer marketing outlets, high logistics costs and difficulties in replenishment often plague businesses, making enterprises “going out†facing many challenges. In the Twelfth Five-Year Plan Guidance Opinion of the Leather Industry released by the China Leather Association in 2011, it is clear that the construction of channels is lagging behind and the lack of an international marketing network is one of the six major issues in the development of the industry.
"The lack of international talent is a big problem. Some composite talents favor emerging industries such as the financial industry and IT industry. They are not willing to enter traditional labor-intensive industries such as shoes. In fact, traditional industries also need High-quality talents are very useful here.†Many professionals in the industry believe that lack of talent is currently the biggest problem for overseas expansion of Chinese leather brands. In addition, how the product adapts to the local market and the “localization†of branding is also a problem.
The ** service that is matched with overseas investment can not keep up with the demand and it is also an important issue reflected by the company. In the course of interviews with reporters, it was learned that the current financial institutions are involved in the scarcity of corporate services, and many key links in corporate transnational operations, such as overseas establishment of factories, mergers and acquisitions of foreign companies, cross-border exchange, domestic settlement, etc., can be obtained. The scarcity of services and the disconnection from actual needs have inhibited the enthusiasm of companies to “go globalâ€.
Pan Jianzhong, general manager of Wenzhou Juyi Company, told reporters that foreign trade companies have only one kind of **loan for many years, that is, “accounts receivable mortgage loanâ€, and the loan amount is 50% to 90% of the face value of accounts receivable. Small and complicated procedures. Moreover, "overnight settlement" can also easily cause the company to suffer losses. Zhang Kangjiu, deputy general manager of Jinjiang Huayi Import & Export Co., Ltd., said that domestic banks can only settle overnight. For example, if a company exports 500,000 U.S. dollars a day, and if it appreciates one point the next day, exchange rate losses will not be small.
The sharp increase in risk can only lead to a more stable 2012. The turbulent international situation and the complex international economic situation have made the risk of “going out†soar. At the beginning of the Year of the Dragon, the turmoil of Chinese employees in Sudan was not suspended. Immediately after that, there were successive deaf incidents in which the Chinese workers were detained. This series of incidents of Chinese overseas workers are all sideways mapping China’s presence in some international regions. The investment risk has been slightly highlighted.
"As we continue to develop, we must clearly see that the implementation of the current 'going out' strategy has entered a new phase. It faces both rare opportunities for development and challenges in terms of security and risks." MOFCOM News Shen Danyang spokesperson pointed out specially.
Recently, the Ministry of Commerce has issued intensive warnings on the risks of overseas investments by Chinese companies. According to overseas media views, China’s rapidly growing overseas investment is likely to encounter obvious and powerful obstacles. Although there is an urgent need for China’s funds overseas, it is also uneasy to face the rush of Chinese funds and calls for urgent funding needs. The European Union has complex political obstacles and the picky about investing in China.
It is reported that in January this year, France established 11 committees to supervise the core industries, including automotive, aerospace, naval and rail transport, luxury goods, consumer industries, technology, medical and renewable energy industries. Italy will also follow the French-style strategy to discuss foreign mergers and acquisitions in industries deemed strategically important, such as energy, telecommunications, technology, defense, and food.
“Going out†was promoted to the level of national strategy. However, how to better provide policy support for this strategy and guide enterprises to “go out†is also a major issue that the government needs to face. "How can companies better 'go out'? I think the first thing the government has to do is to lay a good foundation, and the association must also make a bridge." An entrepreneur said: "Pave the way is not only policy support and protection, but also There is a mechanism for innovation."
In the process of investigation and visits by the China Leather Association, what the entrepreneurs called the strongest is that the government should give more policy support to “going global†enterprises and simplify the outward investment process. Entrepreneurs suggest that the green channels used by companies' overseas mergers and acquisitions should be studied to shorten the time for approval. At the same time, improving the service level of SMEs also has practical value. Some foreign trade companies stated that the current mortgage rate is low, and they hope to increase the amount of loans. At the same time, the difference between Chinese and foreign-funded enterprises in borrowing foreign debt policy should be reduced, allowing various types of Chinese-funded enterprises with borrowing capacity and capital requirements to borrow from abroad to meet their overseas capital needs, and support SMEs in foreign exchange purchases.
Members of the National Committee of the Chinese People's Political Consultative Conference (CPPCC), vice chairman of the All-China Federation of Industry and Commerce, and Liu Zhiqiang, chairman of the Xiangjiang Group, said in an exclusive interview with reporters that the promotion of "going out" by private enterprises requires the joint efforts of relevant state departments and industry associations to jointly build "going out" for private enterprises. Service platform. Speaking of setting up a platform for leather enterprises to “go globalâ€, Su Chaoying, chairman of the China Leather Association, believes that the role of industry associations should not be underestimated. It should give full play to the role of bridges and bridges and create favorable conditions for enterprises to “go globalâ€. He said: “We are a leather enterprise. Most of the leaders are leather signs and leather-leather eco-leather enterprises. In order to expand the influence of the overall brand of the leather-label enterprise group globally and boost the pace of enterprises' 'going out', the China Leather Association started its leather in 2007 as early as in 2007. Signs in English Signage Now, leather sign English signage has been registered in 18 countries and regions, which not only shows our confidence in implementing the 'go global' strategy, but also adds to the company's 'going out' emboldenedness."
In the "**" held not too long ago, Premier Wen Jiabao explicitly mentioned in the "Government Work Report" the implementation of the "going out" strategy. This is the first time that the government work report has listed "going out" as a national strategy. The positive signal released is exciting.
From the leather industry's point of view, the “going out†boom has begun to take shape, whether it is the acceleration of the distribution of specialty stores or chain stores in foreign countries, or the establishment of its own overseas trading company based on trade, or overseas production and processing. Overseas processing trade, and even foresighted entrepreneurs started to acquire shoes and bags brands overseas, with diversified forms and clearer goals. “China is starting from a big leather country and stepping into the ranks of leather powers. Our enterprises are powerful. Our entrepreneurs are more mature and have a global strategic vision. In a global environment of economic integration, qualified companies should Actively implement the 'go global' strategy, tightly seize the international market and begin to allocate resources and improve production efficiency from a global scale in order to obtain a sustainable competitive advantage. Su Chaoying, chairman of the China Leather Association, explained this tide.
“Departing†Ten years on this side of the landscape. In 2001, when China entered the WTO, Cornell opened its first store in Paris, France. This iconic event inspired the entire industry. Establishing a specialty store or setting up a chain store abroad is a major turning point in the “going out†of Chinese leather companies, which means that Chinese leather enterprises have begun to shift from the output of products to the export of brands. In the past, China's shoe and bag products had long gone through the wholesale market. When they reached the terminal, they went to a storage supermarket or spread goods to the flea market. There was no obvious manifestation of brand value.
Ten years later, Conney's stores have spanned several continents. The United States, Italy, Spain, Germany, the United Kingdom, the Netherlands, Australia, New Zealand, Vietnam and other countries can all see the Cornell store building in the bustling neighborhood. After 10 years of growth, more Chinese leather brands are no longer willing to make only OEMs, and they want to create a wedding dress for others, but to achieve a leap from product export to brand export. The former leads the way, and latecomers are not far behind. The rapid expansion of a number of sports shoe brands abroad is particularly eye-catching.
Anta, Xtep, Peak, Hongxing Erke, Yalide, 361, and so on, have been deployed overseas. Southeast Asia is the main market for the expansion of Anta brand overseas. At present, Anta has stores in the Philippines, Singapore and other places. In the Southeast Asian market, Xtep has made rapid progress. It has opened franchised stores in Malaysia, Thailand, and Singapore, and has developed brand advertising programs in Malaysia and other countries. This year, Xtep will increase its brand promotion work in Singapore, London, New York and other places, and encourage powerful distributors to go abroad. As one of the strategic companies that initiated the “brand internationalization†earlier in the country, Peak had sponsored the European Basketball League and the Australian Basketball Team earlier. According to the person in charge, Peak has basically completed the network laying of major markets in Asia, Europe, South America, and Oceania.
The overseas processing trade engaged in production and processing abroad has also become the mainstream method for overseas investment of leather enterprises. Most investment companies adopt all forms of economic and trade cooperation, including external or end-to-end and out-of-pocket investment, and establish overseas processing plants that are compatible with local industries. External resources can be used and trade barriers can be circumvented.
“For shoe companies in China, setting up factories overseas can realize the global allocation of resources and avoid trade barriers.†Wang Jianping, boss of Wenzhou Hashan Footwear Co., Ltd., said: “The first step in going out is very difficult, but Without going out, in the era of global competition, companies will certainly be in a passive situation.†In 2004, Hashan set up shoe factories in Nigeria, Africa. In the same year, Hashan officially acquired a 90% stake in Italian Wilson shoe company.
There are many entrepreneurs who share the same vision and “go global†dreams. In 2006, Kangnai took the lead in forming the Russia-Ussuricsk foreign economic and trade cooperation zone, realizing the transition from "product output" to "capital output", and the products changed from "Made in China" to "Made in the World." In 2011, there were 25 companies that had entered the cooperation zone, completed an investment of 350 million yuan***, set a production value of 300 million U.S. dollars, and paid 20 million U.S. dollars, becoming the largest taxpayer in Russia in Ussuriysk.
The rise in labor costs and raw material costs in China is also an important factor that urges companies to “go globalâ€. Hua Jian Group invests 1 billion in the establishment of a shoemaking base in Ethiopia, Africa, and it can be described as a truly generous one. Huarong Group Chairman Zhang Huarong said: "A company has its own production base and brand incubator in the country. If it has its own production base in other countries, it will help the company's own long-term development. Chinese people do not only create their own domestic GDP, but also a global vision to create gross national product GNP, I think this significance is very important." He thinks that "going out" is not as simple as gold panning, but has far-reaching significance: "Going out to us In terms of significance, first, to strengthen the friendship and cultural exchanges between China and Ethiopia, represent Chinese companies in building a good image, serving as a bridge for communication, bringing about economic cooperation, and promoting Ethiopian economic development. Second, finding more for corporate boards. More development opportunities for better benefits; Third, create more opportunities for growth and development for Chinese employees and Ethiopian employees."
Jinjiang Guohui Footwear set up its factory in Vietnam a few years ago and cooperated with distributors to produce Guohui’s branded shoes. It is understood that Guohui currently has four shoe production lines in Vietnam. Using local cheaper labor and preferential policies supported by the local government to support development, the new production base has a certain cost advantage over the current domestic shoe-making enterprises.
Quanzhou Footwear Footwear Co., Ltd. plans to build factories overseas. It also went to the Philippines, Vietnam and Indonesia last year to inspect. It intends to set up overseas factories in Indonesia.
The “going out†dilemma highlights the urgent need to guide “going out†while it is “good scenery hereâ€, but the problems encountered by companies also follow. The foreign industry protection, the lagging of channel construction, the confusion of cultural integration, the scarcity of international talents, and the disconnection between services and actual needs have all dragged on the “going out†leg.
As the earliest brand to explore the road overseas in the leather industry, Cornell Group has consistently implemented the “going out†strategy. However, the deeper it goes, the greater the resistance encountered. In 2010, the store in Cornell Paris (the first store opened by Cornell in the world) experienced a storm. Talking about this storm, Kangnai Group’s general manager Zhou Jinjian still has a lingering fear: “In 2010, we had a shoe sole with a 'V' shape, a similar type had more than a dozen in France, and finally a French one. The factory said that we invaded their patents, reported to the French bureau, sent a gendarmerie team, closed our warehouses, closed accounts, and moved computers. We never encountered such a situation. However, because there is no such practice in China, even if it is a joint-venture foreign-funded enterprise, it will also sue the court and the Industry and Commerce Bureau will consult with you. However, according to French lawyers, there is no problem in doing so."
Referring to the prevention and boycott of Chinese shoe companies, he also gave an example: “When we opened our first store in Rome in 2010, an article published in a local magazine used two words: vigilance. It was us China. "The wolf is coming," I said. This article is still there."
Industrial protection has poured cold water on the enthusiasm of Chinese entrepreneurs to invest overseas, and the economic losses they bring have made it prohibitive. At the same time, in the process of brand companies testing water in overseas markets, fewer marketing outlets, high logistics costs and difficulties in replenishment often plague businesses, making enterprises “going out†facing many challenges. In the Twelfth Five-Year Plan Guidance Opinion of the Leather Industry released by the China Leather Association in 2011, it is clear that the construction of channels is lagging behind and the lack of an international marketing network is one of the six major issues in the development of the industry.
"The lack of international talent is a big problem. Some composite talents favor emerging industries such as the financial industry and IT industry. They are not willing to enter traditional labor-intensive industries such as shoes. In fact, traditional industries also need High-quality talents are very useful here.†Many professionals in the industry believe that lack of talent is currently the biggest problem for overseas expansion of Chinese leather brands. In addition, how the product adapts to the local market and the “localization†of branding is also a problem.
The ** service that is matched with overseas investment can not keep up with the demand and it is also an important issue reflected by the company. In the course of interviews with reporters, it was learned that the current financial institutions are involved in the scarcity of corporate services, and many key links in corporate transnational operations, such as overseas establishment of factories, mergers and acquisitions of foreign companies, cross-border exchange, domestic settlement, etc., can be obtained. The scarcity of services and the disconnection from actual needs have inhibited the enthusiasm of companies to “go globalâ€.
Pan Jianzhong, general manager of Wenzhou Juyi Company, told reporters that foreign trade companies have only one kind of **loan for many years, that is, “accounts receivable mortgage loanâ€, and the loan amount is 50% to 90% of the face value of accounts receivable. Small and complicated procedures. Moreover, "overnight settlement" can also easily cause the company to suffer losses. Zhang Kangjiu, deputy general manager of Jinjiang Huayi Import & Export Co., Ltd., said that domestic banks can only settle overnight. For example, if a company exports 500,000 U.S. dollars a day, and if it appreciates one point the next day, exchange rate losses will not be small.
The sharp increase in risk can only lead to a more stable 2012. The turbulent international situation and the complex international economic situation have made the risk of “going out†soar. At the beginning of the Year of the Dragon, the turmoil of Chinese employees in Sudan was not suspended. Immediately after that, there were successive deaf incidents in which the Chinese workers were detained. This series of incidents of Chinese overseas workers are all sideways mapping China’s presence in some international regions. The investment risk has been slightly highlighted.
"As we continue to develop, we must clearly see that the implementation of the current 'going out' strategy has entered a new phase. It faces both rare opportunities for development and challenges in terms of security and risks." MOFCOM News Shen Danyang spokesperson pointed out specially.
Recently, the Ministry of Commerce has issued intensive warnings on the risks of overseas investments by Chinese companies. According to overseas media views, China’s rapidly growing overseas investment is likely to encounter obvious and powerful obstacles. Although there is an urgent need for China’s funds overseas, it is also uneasy to face the rush of Chinese funds and calls for urgent funding needs. The European Union has complex political obstacles and the picky about investing in China.
It is reported that in January this year, France established 11 committees to supervise the core industries, including automotive, aerospace, naval and rail transport, luxury goods, consumer industries, technology, medical and renewable energy industries. Italy will also follow the French-style strategy to discuss foreign mergers and acquisitions in industries deemed strategically important, such as energy, telecommunications, technology, defense, and food.
“Going out†was promoted to the level of national strategy. However, how to better provide policy support for this strategy and guide enterprises to “go out†is also a major issue that the government needs to face. "How can companies better 'go out'? I think the first thing the government has to do is to lay a good foundation, and the association must also make a bridge." An entrepreneur said: "Pave the way is not only policy support and protection, but also There is a mechanism for innovation."
In the process of investigation and visits by the China Leather Association, what the entrepreneurs called the strongest is that the government should give more policy support to “going global†enterprises and simplify the outward investment process. Entrepreneurs suggest that the green channels used by companies' overseas mergers and acquisitions should be studied to shorten the time for approval. At the same time, improving the service level of SMEs also has practical value. Some foreign trade companies stated that the current mortgage rate is low, and they hope to increase the amount of loans. At the same time, the difference between Chinese and foreign-funded enterprises in borrowing foreign debt policy should be reduced, allowing various types of Chinese-funded enterprises with borrowing capacity and capital requirements to borrow from abroad to meet their overseas capital needs, and support SMEs in foreign exchange purchases.
Members of the National Committee of the Chinese People's Political Consultative Conference (CPPCC), vice chairman of the All-China Federation of Industry and Commerce, and Liu Zhiqiang, chairman of the Xiangjiang Group, said in an exclusive interview with reporters that the promotion of "going out" by private enterprises requires the joint efforts of relevant state departments and industry associations to jointly build "going out" for private enterprises. Service platform. Speaking of setting up a platform for leather enterprises to “go globalâ€, Su Chaoying, chairman of the China Leather Association, believes that the role of industry associations should not be underestimated. It should give full play to the role of bridges and bridges and create favorable conditions for enterprises to “go globalâ€. He said: “We are a leather enterprise. Most of the leaders are leather signs and leather-leather eco-leather enterprises. In order to expand the influence of the overall brand of the leather-label enterprise group globally and boost the pace of enterprises' 'going out', the China Leather Association started its leather in 2007 as early as in 2007. Signs in English Signage Now, leather sign English signage has been registered in 18 countries and regions, which not only shows our confidence in implementing the 'go global' strategy, but also adds to the company's 'going out' emboldenedness."
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