Fujian Shoe Enterprises Train Hard Work And Foster Internationalized Talents To Take The Road Of Internationalization

October 20th, a few days ago, at the Min business forum of the Yangtze River alumni lecture hall, Fujian

Enterprises have been practicing internal strength to internationalize.

Jinjiang Economic Daily: how should Fujian enterprises go global?

Zhou Shaoxiong: manufacturing is a kind of internationalization for export, but now how to make a brand and how to internationalize it? I think we should start from internal management.

We need to introduce more foreign consulting companies and management experience, and at the same time, we need to internationalize our talents.

All of our management modules now have international talent to participate in the construction. We also introduced Oracle, IBM and other foreign consulting companies to help build seven wolves.

In order to internationalize the management and management level of international operation, we must first internationalize our ideology and management system.

Integrating the vision of global resources and building a system of integrating global resources, the internationalization process can be constructed step by step.

Ding Shizhong: internationalization is made, not shouted.

Anta from regional brands to national brands, from tens of thousands of yuan sales to become the leading enterprises in the country, looking back is also full of challenges.

In my opinion, internationalization is not simply a listing of Hongkong and an international spokesperson. We once did a survey of Chinese brands entering the US market and found it very difficult.

Many brands that do well in China are hard to internationalize.

Therefore, internationalization should take practical actions, and we should know how far our management is from international advanced enterprises and whether the management team can be internationalized.

The internationalization of Anta starts from three aspects: clear strategy, professionalism and systematization.

Only when the national culture is recognized, the internationalization of enterprises will have opportunities. For this reason, we are confident that in the future, domestic brands will surely be accepted internationally.

Xu Zhihua: it is affirmative to do well in internal work.

However, we are also thinking about whether we should first improve our internal strength and then internationalize ourselves, or as well as internationalize and practise our internal strength to complement each other.

China has been integrated into the world, and the Chinese market is an inalienable part of the international market.

The first thing to do in the face of international challenges is a breakthrough in concept.

There are many uncertain factors in internationalization, including culture, strength and so on. The risks of internationalization are very great, but there are some things we can do to find that there is no big barrier.

The internationalization of our past is in the manufacturing industry. As our culture becomes more and more powerful, the export of national brands is becoming more and more urgent. We cooperate with the world-class organizations in R & D, production and manufacture, and the results are very good. We have been making progress.

Let's take an example: in 2002, we participated in the exhibition in the United States, a pair of shoes sold for 18 dollars, and the next businesses sold for 8 US dollars, so we didn't sell the products at that time, but now we can sell a pair of shoes for 80 dollars in our retail business.

Mergers and acquisitions need corresponding management team.

Jinjiang Economic Daily: do you think merging foreign brands is a way for domestic brands to internationalize?

Zhou Shaoxiong: there are two aspects to consider when merging foreign brands.

One is talent. Do we have enough talents to support our M & A? Are there intermediaries to help us integrate the management tools of the other side? Another is cultural, different brands have different inheritance, different development trajectories will bring different points. We have to consider whether the Chinese management mode and mode of thinking can be integrated with it.

Recently, several foreign brands have asked us whether we want to join the stock market, but we will still consider many factors.

Ding Shizhong: I am deeply aware of the acquisition of FILA. Our acquisition of international brands requires our internal team to have the corresponding capabilities. It is very important for future teams to have the ability to pick up their classes.

When the brand of an enterprise can not be internationalized, it is a way to achieve internationalization through the acquisition of international brands, but if it does not have enough strength, it will be a great challenge.

Xu Zhihua: acquisition is a good way to expand enterprises, but it needs to consider whether there is enough capacity to integrate.

I think there are two elements, one is whether the object of purchase is in line with the strategy of its own enterprise, and the other is whether its own business can digest such a thing.