Talent Is The Foundation &Nbsp; Layout Is The Key.

Recently, the China clothing association announced the "guiding opinions on the establishment of a strong program for the development of China's clothing power" (discussion draft) (hereinafter referred to as "the outline of the great power").

In order to extensively solicit the true view of the enterprise, the textile and clothing Weekly has launched a series of hot reports on "the outline of the great power", and welcome the domestic textile and garment enterprises to speak freely.

This magazine publishes 4 entrepreneurs' views for readers.

The lack of talent in twenty-first Century is talent

In the draft of the outline of the great power, we should have a group of high-end talents, such as design, R & D, technology, technology, equipment, marketing management, logistics information, market analysis, financial economy and so on.

Yuan Wenhe, chairman of Shandong Ya Li clothing and apparel Co., Ltd.: learn how to select, employ and retain people.

At present, most textile and garment enterprises have a large number of brain drain. Especially the loss of marketing talents seriously restricts the development of enterprises.

In fact, throughout China's clothing enterprises, most of them are family based management.

The disadvantage of family management is that excellent talents may be affected by family influence, which is an important reason for the loss of management personnel in garment enterprises.

The loss of front-line staff is mainly caused by the welfare benefits and working environment of enterprises.

For elya, we have been insisting on the following three aspects: improving the employment mechanism, shaping corporate culture and planning career.

First of all, enterprises must establish a sound employment mechanism to truly attract people, put people in practice, and rely on the system to retain people.

Secondly, I find that many garment enterprises take profits as the center and do not establish and create a people-oriented corporate culture. Even if they are established, they will only remain on slogans without much practical effect.

To truly establish a dynamic corporate culture, we need capital input, such as holding various activities.

Finally, if an enterprise can plan a career vision for everyone, it will change the employee's mind.

Everyone is not a participant in the identity of an outsider, but a community of fate between himself and the enterprise, and the idea of factory as home is set up.

Gu Zhenhua, chairman of the board of directors of Yalu group: the key is talent strategy.

For any brand, the implementation of brand strategy is inseparable from an elite team, and team building is the most critical talent.

Over the years, we have kept the talent pool. The concept of talent selection in Yalu is: to take small steps, not to stop, and to make progress every year.

To this end, Yalu group will continue to implement Yalu talent "1000 students introduction project" and "100 managers introduction project" this year.

This year, Yalu co sponsored the "hundred Cup" Jiangsu province.

In fact, developing vocational education is a kind of operation mechanism guided by market and social needs. It focuses on cultivating students' comprehensive quality and practical ability, and uses the two different educational environments and teaching resources of colleges and enterprises to train applied skilled talents.

Its basic form is the combination of production and learning, and the participation of both sides. The goal is to comprehensively improve the comprehensive quality of students and meet the needs of social and economic development for skilled personnel.

Take advantage of yourself as a breakthrough point

The three aspects of "breakthrough strategy" - market structure, regional pattern, enterprise structure, or will undergo profound changes in the future.

For the topic of "breaking the two yuan market structure in urban and rural areas", "breaking the two yuan regional structure of the inland and coastal areas" and "diversification of enterprise formats" and so on,

Ye Liang, Secretary General of Anhui clothing trade association: two or three tier city consumption pattern

Before the outbreak of the financial crisis, the main foreign trade manufacturing enterprises in the domestic clothing industry were distributed in coastal developed areas such as Jiangsu and Zhejiang. After the crisis struck, they were influenced by many factors.

For Anhui, their difficulties at this time mean our opportunities.

In a sense, the financial crisis has directly promoted the pfer of China's garment manufacturing base and gradually expanded from coastal areas to the central and western regions.

After more than a year of adjustment and pformation, the current industrial situation of textile and garment industry is represented by the gradual pfer of production from Shanghai, Jiangsu and Zhejiang to the central and western provinces and cities such as Anhui, forming a manufacturing base mainly centered on the central and western regions.

Judging from the production status of Anhui in 2009~2010, the pressure of manufacturing in Anhui is increasing. This also shows some changes after the gradual pfer of industry.

From the change of market structure and regional pattern, Anhui did not form a planned professional market.

But now that there has been a change, Anhui has formed a professional clothing market, which is headed by "Anhui dress first street" in Hefei.

Looking at the current situation of the domestic clothing market, the mature clothing market can be said to be dominated by high-end brands.

Let's take a look at the second tier market. Although it is the largest market in terms of population and quantity, the market potential is huge, but its disadvantages are as obvious as its distribution is relatively loose.

In contrast, the consumption potential of the three line or three line market, including the rural market, is rising. The income of consumers in these markets has increased a lot than in the past. They will play a great role in changing the pattern of the entire Chinese garment market in the future.

In future, these

Zhou Zhihong, CEO of Brad Group Co., Ltd.: brand collectivization is inevitable.

When a company develops to a certain stage, it must go towards collectivization.

In 2002, China has just experienced the test of the Asian financial turmoil.

After full market research and feasibility analysis, we are aiming at the field of children in children's clothing. At that time, domestic was basically blank in this field. We defined it as "juvenile clothing" and created the "Keshu tree" brand.

In March this year, "ketree" was selected by the China clothing association as the ten largest children's clothing in the country, and it is the only juvenile clothing brand.

At present, some new brands are joining the ranks of Junior Apparel, which shows that our first step brand strategy has been recognized by the market and industry.

Brand collectivization should pay attention to the way of operation. First of all, the sub brand must be an extension of the parent brand, not too large, otherwise it can not give full play to its resources and advantages; secondly, the brand can not overlap or overlap, otherwise it will cause duplication of construction and waste resources; third, every brand should have its own operation system to form its own style and characteristics.

In our plan, the third brands of the group will be launched at the right time.