Where does the domestic textile industry break into the butterfly?

Since the international financial crisis, due to the weakening demand in the international market, the slowdown in the growth of domestic market demand, and the unfavorable factors such as the increase in the cost of raw materials and the appreciation of ***, the operation of the domestic textile industry has shown a downward trend.

With the rapid increase of land, energy and labor costs and the constraints of the ecological environment, the textile and apparel industry in the eastern coastal areas has accelerated the gradient transfer to the central and western regions, greatly optimizing the industrial layout of the textile industry. However, the labor-intensive industries dominated by small and medium-sized enterprises have their own shortcomings. At the Canton Fair last year, Vice Minister of Commerce Fu Ziying proposed the deep disadvantages of China's textile and garment industry: exports are still mainly brand-named, independent brands and independent designs are less than 10% of total exports, and export price advantages are weakening. The demographic dividend is disappearing, and the pressure for appreciation of *** continues to increase. The lack of international marketing channels, lack of control over high value-added links, and lack of international competitiveness.

Today, OEM production is no longer a long-term solution for the development of export processing companies. The party’s report in the communique stated that it is necessary to push forward the strategic adjustment of the economic structure. Actively exerting the creativity and flexibility of small and medium-sized enterprises, and promoting transformation and upgrading have become the inevitable requirements for textile enterprises in the reform phase to actively cope with complex environments and become bigger and stronger.

Since most SMEs operate mainly on low-quality running, they are still at the low end of the industry chain, and it is very important to develop upstream of the industry chain. Through technological innovation and management innovation, we will change the extensive growth mode, increase the efficiency of enterprises, and increase the added value of products. On the one hand, it will carry out technological transformation of equipment, strengthen production process transformation and quality inspection, and highlight cost control and efficiency improvement. On the other hand, it will introduce experienced R&D teams to increase the company's creativity and design capabilities. In particular, enterprises need to focus on the construction of brands and channels, and accelerate the transition from “taking production as the core” to “marketing as the core”, and from simply focusing on product quality to taking into account both brand and image. Through the establishment of a corporate image and the creation of a brand, domestic reputation and market share are increased. The use of a mature e-commerce platform is an active attempt to pave the way for companies to sell channels and reduce promotional costs.

It is difficult for small and medium-sized textile companies to fight alone to meet fierce international competition and high cost challenges. In addition to solidly building internal strength, the establishment of strategic alliances between regions and industries can help companies achieve complementary advantages, risk and cost sharing, and resource sharing, thereby digesting production costs and expanding business scope. Actively connect with the production enterprises in the related fields of the textile industry, reduce intermediate links, and achieve win-win cooperation. Grasp the opportunity of industrial transfer, and gradually form a complete industrial chain of textile and garment accessories.