Management changes the past, innovation drives the future - textile managers talk about innovation management and transformation development

This year, Hengtian Group has made overall plans for the main business of the textile machinery in terms of overall goals, development paths, and safeguard measures, and has actively organized and implemented them. The transformation of traditional industries is reflected in upgrading. The Group’s subordinate subsidiary, Runrun Textiles, cooperates with the General Logistics Department of the Chinese People's Liberation Army to develop waste recycling and recycling projects.

The development of corporate strategy calls for management changes Liu Haitao, President of China Hengtian Group Co., Ltd. In recent years, the severe external environment has made Hengtian Group realize that companies must be bigger and stronger to avoid the strong cyclical risks of the industry, and further in the decentralized competition. To develop, we must take the path of transformation and development. The Hengtian Group will drive basic operations and technological innovation in two-wheel drive to integrate resources from a global perspective, take the path of both connotative and extensional development, promote the rapid development of enterprises, continuously enhance the ability of independent innovation and competitive advantage in the main industry, and enhance the profitability of enterprises. .

This year, Hengtian Group has made overall plans for the main business of the textile machinery in terms of overall goals, development paths, and safeguard measures, and has actively organized and implemented them.

The first is scientific and technological innovation and the development of key core technologies. In 2011, Hengtian Group invested 415 million yuan in R&D in the main textile machinery industry, accounting for 4.6% of its main business income, and the textile machinery business achieved a 20% year-on-year increase in new product sales revenue.

The second is strategic mergers and acquisitions, integrating global quality resources. In the past two years, Hengtian Group has completed overseas mergers and acquisitions of three companies under Hong Kong Ericsson Industrial Co., Ltd. and Oerlikon Nonwovens Mechanical Carding Business, which made up for the shortcomings of the Hengtian Group's dyeing and finishing and non-woven machinery business, effectively consolidating and improving. The influence of Hengtian Group in the global textile machinery industry.

The third is to deepen reforms and implement professional management of the business division. In 2010, Hengtian Group carried out management reforms. The Group's headquarters has optimized its organizational structure and established a specialized management mechanism with the core business division as its core. As a professional management unit for business units, the Business Unit is responsible for the strategic planning, strategic research, and operations management of this unit. It is responsible for coordinating business development resources, optimizing resource allocation, and constantly improving the business unit management system and management model to strengthen the business Basic management.

The fourth is to master the main business and solve the problems left over by history. Since 2002, Hengtian Group has implemented reforms in restructuring and separation between main and auxiliary, leaned in its main business, revitalized its auxiliary businesses, adjusted its asset structure, personnel structure, business structure, and transformation mechanism to accelerate corporate reforms. In the past 10 years, Hengtian Group has completed the restructuring of 17 companies and involved total assets of 1.703 billion yuan. At the same time, Hengtian Group made use of the policy of city transformation and retreat into the park to promote the construction of the new plant area and the development of the stock of land, and provided support for the development of the textile machinery industry and the resolution of historical issues.

Close contact with the essence of foreign companies management Shandong Ruyi Technology Group Co., Ltd. Chairman Qiu Yafu In recent years, in the face of the increasingly complex economic situation, Ruyi continued to promote the transfer of mode, adjust the structure, implement the Group's strategic transformation and industrial upgrading: First, increase technology R&D investment, increase the competitiveness of existing industries and added value of products; secondly, transfer advanced technologies and industries to the central and western regions; third, create a complete high-end industrial chain and create overall competitive advantages; and fourth, from the long-term Considering strategic development, enterprises must focus on the development of both ends of the industry's smile curve. Fifth, with an open attitude, they should increase all-round cooperation in the global capital, technology market, and other factors, integrate global resources, and develop global businesses to make Ruyi a true target. Global business.

2012 is an important year for the Twelfth Five-Year Plan, and it is also a crucial year for Ruyi Group to implement the strategic plan for 2011 to 2020. Ruyi Group will focus on technology, high-end, internationalization, and fashion to promote industrial transformation and Upgrade, cultivate internationally renowned fashion industry groups based on technological innovation, and build a company with sales revenue of 100 billion yuan. We have fully deployed our work in 2012, keeping a close eye on the momentary changes in the external environment, thoroughly analyzing the nature of changes and future trends, and adjusting business strategies in a timely manner so as to avoid risks. The Group has thoroughly studied the management experience of advanced companies such as ITOCHU. Improve the management level and benefit from management; use Itochu and Samsung’s global trade platform to expand sales to increase sales efficiency, and ensure that 2012 sales revenue of 18.4 billion yuan will be achieved.

While deeply understanding the current difficulties, we also fully realized that the current economic downturn is the low point of the current economic cycle and is also the eve of the next round of economic growth. Only with forward prediction, early actions and reverse thinking can we seize the opportunity and win Long-term initiative. Therefore, while we are fully deploying our 2012 business strategy, we will focus on long-term development and seize the current opportunity for development to kick off the next round of development.

Finding Positioning Forces to Promote Brand Re-Upgrading Zhejiang Jieliya Textile Group Co., Ltd. Board of Directors **Shichang Jiajie Liya was formerly a towel factory in Zhuji County and was delayed due to insolvency due to historical reasons. In 1994, we borrowed 4.57 million yuan from the bank, restructured the towel factory, and began a difficult road of brand building. From then on, Jieliya experienced a leap from “collective enterprise” to “group enterprise”.

Facts have proved that because of their own position, Jie Li Ya's road slowly became clear. In particular, with the arrival of the brand era of the Chinese towel industry, we have intensified brand innovation, relying on the towel market in China, and promoting the construction of sales channels to ensure that our brand is firmly positioned in the minds of consumers.

The biggest advantage of Jie Li Ya is the brand advantage. The good brand building is not only reflected in sales, but also in terminal marketing.

In the future, Jieliya will upgrade the brand, expand related derivative products and provide consumers with professional and tailor-made products as the focus of future business development.

Outward development and internal strength ** are indispensable Guangdong Ming Rui (Group) Co., Ltd. Chairman Cai Minqiang Ming Rui Group was established in the 1970s, has gone through more than 30 years of development, detours have also gone a lot, but Ming Rui Relying on brand advantages and innovation advantages, it continues to grow.

When the domestic brand designers are still staring at the design of the international masters to continue learning and imitating, Mingrui has begun to fashion and lead the fashion. In the development process of Mingrui Group, we did not rely on “old craftsmanship”. We deeply realized that there is no international market for old-fashioned embroidery, and innovation will give life to the embroidery, and high-tech can provide acceleration for the embroidery. . Therefore, we let innovation, high-tech and "Ming Rui" blend. At present, Mingrui’s position in the international wedding evening dress market is increasing.

In the next step, our reform and adjustment will not only start with science and technology, mechanisms, and sales, but also be promoted in terms of the application of the Internet and the enhancement of various skills.

Personalization and differentiation are inseparable from management innovation. Chang Lei, Chairman of Qingdao Hong Ling Group Co., Ltd. Tailored to be a differentiated and individualized concept, how to differentiate and personalize to better serve the industrialization, this is a very Big problem. After years of efforts, the Red Collar Group has been able to industrialize the production of personalized and differentiated products. The goal of the Red Collar Group is to produce more than 95% of personalized products by 2015. Why should we go personal? Because individuality and differentiation have stable profits and market demands, garment companies should make great efforts on the road to innovation. The main sales market for our products is in New York, USA. We must accurately capture customer demand, innovate business models, and innovate management. It is the top priority of modern enterprise management.

In the short term, the quality and performance of products determine the competitiveness of products, but in the long run, brands are the labels in the market development. Red-collar people realize that a brand must be bigger and stronger in the fierce market competition, and independent innovation is the focus of building a brand, developing a company, and building the core competitiveness of a product. By adopting marketing promotion models such as multi-industry alliances and experience halls, we launched tailor-made businesses, breaking the traditional store sales model, and achieving effective docking from the factory directly to the customer (FtoC).

Our Red-collar Group differentiates products or services provided by enterprises through continuous independent innovation, establishes uniqueness in the entire industry, seizes the market sensitively and accurately, and satisfies customers' personalization and fashion to the greatest extent. demand.

Actively develop the textile industry service Tanya Yam, president of Guangzhou Textile Industry and Trade Group Co., Ltd. The integration of Guangzhou Textile Industry and Trade Group Co., Ltd. has undergone a painful process for more than 10 years. The next step is how the enterprise group will survive in the more severe external environment. ? Through investigations and deep reflections, we concluded that we must transform and upgrade and actively develop textile industry services.

After so many years of hard work, we have made some progress in the creative industry, and we have also received affirmation from all sides. In addition to cultural and creative development, the transformation of Guangzhou Textile Industry and Trade in other areas has also been gradually advancing. We have made full use of the advantages of state-owned enterprises in land resources, and have done some work in enterprise transformation and upgrading projects and textile industry services. At present, we are making efforts. To promote the construction of the TIT Creative Industrial Park project, and strive to build a textile and apparel business headquarters and modern service center.

From the financial crisis in 2008, it can be said that Guangzhou's textile industry and trade develop relatively quickly. Last year, the import revenue increased by 30%, and the main business income also exceeded 30%.

I think that innovation in the future for textile companies needs to continue to advance. At present, the innovative thinking of many companies is worth our reference to the textile industry. These innovative ideas can enable our companies to continuously enhance their competitiveness and enhance their brand's expansion capabilities in the future transformation and upgrading.

Transformation and transformation is the pursuit of the enterprise itself He Haiqing, deputy general manager of Furun Holding Group Co., Ltd. is in transition and upgrading. We often say that today we will not adjust the industrial structure and tomorrow will be adjusted by the industrial structure. In terms of transformation and upgrading, our Furun Holding Group does not depend on it, and it has taken the initiative to implement the transformation by consolidating and upgrading its advantageous industries, transforming and upgrading traditional industries, and expanding other industrial fields. In respect of the promotion of advantageous industries, the Group's Furun Printing and Dyeing Company depreciates nearly 30 million yuan of fixed assets annually for technological transformation, eliminates outdated equipment and production capacity, and introduces advanced technologies and equipment at home and abroad, which greatly increases production. Capacity and product development capabilities, while paying great attention to environmental protection and skills reduction, thus effectively reducing energy consumption and production costs.

The transformation of traditional industries is reflected in upgrading. The Group’s subordinate subsidiary, Runrun Textiles, cooperates with the General Logistics Department of the Chinese People's Liberation Army to develop waste recycling and recycling projects. In terms of expanding into other industrial fields, Fu Runyi responded to the call of the State to promote cultural development and prosperity and the provincial and provincial governments to build a culturally strong province, and set foot in the cultural industry. Second, it involved in the financial services industry, investing in shares in commercial banks, Rural cooperative banks, small amount companies, guarantee companies, etc.

Since the 1990s, Furun Holding Group has established the guiding ideology of “soft landing, gentle turn”. State-owned and collective-owned enterprises have replaced their status as workers and have gone through a smooth transition before gradually replacing property rights with progressive reforms.

On December 22, 2011, Furun completed the restructuring of the assets division and changed from a wholly state-owned enterprise to a limited liability company with 81% of shares and 19% of shares held by Zhuji Huifeng Investment Co., Ltd. and SASAC held by employees and management team. Completed the "double replacement" and "three thorough" requirements of enterprise restructuring. Summing up the restructuring work, the Furun Holding Group has a few sentiments: First, the management team has clearly defined its position in the process of restructuring, “not to be out of position, not missing”. Each stage of the Group's reforms has been decided by the extended meeting of the Standing Committee of the Zhuji Municipal Party Committee and the municipal government's executive meeting. The restructuring steering group in charge of the deputy mayor led the Group to organize and guide the reform. The second is to strictly follow the norms and sunlight operation. According to the reform of the system, the group includes the restructuring of the state-owned property rights holders of the reformed enterprises, the production of nuclear assets, financial audits, asset assessments, expert assessments, transaction management, and the protection of creditors’ interests according to law. The third is to give full consideration to the interests of employees and safeguard their legitimate rights and interests. In particular, the results of reforms are shared by all employees, and the legitimate rights and interests of employees are fully protected. The participation of employees in the company’s shareholding arrangements will be absorbed in an equal manner. There will be no cap on the number of employees’ shares in principle, and equal opportunity reflects the most important for employees. Fair.

Promoting industrial transformation with innovations Long Yunze, general manager of Beijing Textile Holdings Co., Ltd. The Beijing textile industry clearly stated that during the “Twelfth Five Year Plan” period, it is necessary to adhere to the development strategy of fashion textile, science and technology textile, and service textile, and put forward specific reforms, adjustments, and open cooperation. Based on this idea, Beijing Textile Control has specifically implemented two two-wheel-drive strategies driven by innovation in science and technology innovation and innovation in the cultural and creative industries, and clearly stated that in the “Twelfth Five-Year Plan” period, it will focus on two aspects in terms of transformation and upgrading: One aspect is to promote the modern textile manufacturing industry in the capital with scientific and technological innovation. Our modern textile manufacturing industry accounts for more than 65% of total revenue. Last year, our textile manufacturing industry achieved sales revenue of 2.2 billion yuan, and foreign exchange earned through exports reached US$320 million. More than 65% of the total income, centering on the fashion textile and urban service industries, we first focused on technological innovation in the modern manufacturing industry, and promoted the industrial and product structure. Beijing Textile Control decided to focus on 10 during the “12th Five-Year Plan” period. a technological innovation project and 6 management innovation projects through these projects, "10 Five "during which we will invest 820 million yuan, sales income of 2.2 billion yuan to implement further capital formation textile specialty products by improving several aspects.

During the "12th Five-Year Plan" period, we must focus on the development of industrial textiles. In 2010, we docked with the relevant departments of the Beijing Municipal Party Committee and the municipal government to serve urban facilities, provide emergency city risk aversion services, and give full play to the characteristics and role of industrial textiles. These two projects have been listed as development supported by Beijing Municipality and the State-owned Assets Supervision and Administration Commission. The project, through technological innovation, promotes the industrial transformation and product upgrading of Capital Textiles, which is the focus of transformation and promotes the transformation through science and technology. Another transformation is to create a demonstration park for the cultural and creative industries based on the new changes in the development of the capital. Beijing proposed to vigorously develop the cultural and creative industries. We are also accelerating the transformation in this area and giving full play to our existing textile assets. We made the transformation and adjustment of the old Jingmian No. 2 Factory last year, and Beijing Guotong Asset Management Co., Ltd. Cooperation to create a demonstration park for creative industries, and 100% industrial park management. Through the introduction of creative industries, there will be nearly 10 billion yuan in revenue each year in Chaoyang District. At the same time, it will also promote and drive the development of high-end creative enterprises in the industrial park. In the next step, we will upgrade assets according to the capital city's construction requirements and form new highlights for the development of the capital.

The Three Key Points of Transformation and Innovation Including Management Improvement Xi Shiping, Chairman of Shanghai Textile Holdings (Group) Company In recent years, Shanghai Textile Holdings has done a lot of work in reform and innovation, mainly in three aspects:

In the first aspect, Shanghai Textile Holdings actively promoted high-end textiles and focused on the development of industrial textiles. It has been successfully embedded in the development industry chain of China's entire vehicle industry in recent years. We have seized the opportunity of the rapid development of the Chinese car industry in recent years. , We must step up our efforts to expand throughout the country. At present, 20 companies have been established and put into operation throughout the country. We actively cultivate a variety of new functional fibers, breaking the international high-performance fiber, green environmental protection lyocell monopoly.

In the second aspect, we extend the manufacturing industry to the production-oriented service industry and develop international trade. We have now become China's largest exporter of textile and apparel products. Last year, the total value of imports and exports reached US$5.1 billion. At present, the entire international trade is facing the predicament of the sluggish foreign market and the rising cost of raw materials for domestic labor. Since the original extensive export has not adapted to the current industry situation, we have accelerated the strategic transformation of international trading companies and improved their R&D and brand design. And the ability to respond quickly, although the entire international environment is not very good in recent years, but our international trade is still growing at an annual rate of 20%, from 4.1 billion US dollars in 2010 to 5.1 billion US dollars last year; continue to develop brand marketing , Our group of traditional ethnic textile brands continue to maintain a high market share in the country; we have created a number of bright and creative fashion parks. Relying on the existing fashion resources and industrial real estate resources, the park will exert its industrial effect and create regional advantages, and actively develop the development path that combines the fashion industry with the creative park as a carrier and the modern textile industry.

The third aspect is to accelerate the integration of the entire company and the transformation of the headquarters to improve our management. The first is to strengthen the transformation of the headquarters, build a public service platform, and provide business support for the development of the company; second, build an internal industrial chain to enhance the core competitiveness of the entire product; third, continue to strengthen management to improve the management level.

Through three aspects of work, the overall economic indicators of Shanghai Textiles have grown steadily. The scale of operations, foreign exchange earnings from exports, and total export and profit levels have grown by more than 20% from 2010 levels. At present, the entire group is operating in a healthy development trend, but the development of the entire textile industry is in accordance with the “Twelfth Five-Year Plan”. The task of transformation and innovation is still very onerous. We only have constant innovation to adapt our operating model to the economic development of the entire country. In order to make their own business better development.