It Is Not Fashionable To Interpret Hengda By Pmutation.

How to grasp the wisdom of pmutation, how to acquire the right to compete and survive in the future with brand and technology and continuous innovation and wisdom, and how to efficiently carry out the global resource allocation? Chinese enterprises are entering the most difficult and turbulent period of change and closing tide after rapid growth.

25 years ago, Wang Jiwan would not have thought of the subtlety of the term "pmutation". He might not even have time or chance to look up Xinhua dictionary.

25 years ago, a sewing machine, more than ten employees, 860 yuan family, Wang Jiwan led Hengda to start. 25 years later, Hengda became China's well-known trademark, China's famous brand products, China's ten big leather shoes king, one of China's largest footwear industry group.

After 30 years of reform and opening up, China can be seen as an ebb tide. As the first batch of private enterprises to eat crabs, Hengda has been encountering rapids.

Their footprints, every sweat, record the initiation, development and quest of private enterprises.

"A history of the development of Hengda reproduces the three stages of the development of China's private enterprises, from product management stage to operation brand to capital operation.

In this historical evolution, we also record the course of the first generation of entrepreneurs in reform and opening up.

Wang Ji Wan heartily regrets.

It is not fashionable to interpret Hengda by pmutation.

Transmutation: metamorphosis; pformation of an element through nuclear reaction into another element; radical change; evolution.

This is the explanation in the dictionary, and from the point of view of business, I think that the evolution of Hengda is based on the pformation of thinking innovation, mode innovation, marketing innovation, technological innovation, brand innovation, and strategic innovation, but the genes in the bones have not changed with the changes of the outside world. That is the commercial ideal of Wang Jiwan and Hengda: good shoes, good shoes to wear, respectable products, and making the soul and making the quality.

"Han Shu Lu Li Zhi Xia" said: Yao changed to the world.

In the past 25 years, Hengda has been innovating and developing the shoe industry one after another, achieving its continuity and harmony today.

In the context of global prices of raw materials, rising labor costs, increased pressure on environmental protection, export antidumping and trade barriers, fierce market competition and diversification of customer demand, how to grasp the wisdom of evolution, how to acquire the right to compete and survive in the future with brand and technology and continuous innovation and wisdom, and how to efficiently carry out global resource allocation? Chinese enterprises are entering the most difficult and turbulent period of change and closing tide after rapid growth.

Chinese enterprises are already standing on the cusp of the global market. What will they do to develop themselves?

Cunning.

Plan and move, lose strategy, and lose everything.

Self brand + international brand names, integrate and integrate global resources, seek international cooperation and global development. This is precisely the essence of Hengda brand international operation, and is also a strategy for its brand development and brand winning.

The story about the brand, Hengda and French love is thought-provoking.

In 2003, Hengda prospectively threw off the OEM and low price battles of domestic competitors, and courageously took the lead in going abroad to reach a strategic cooperative relationship with the French international brand group.

At that time, Wang Jiwan deeply felt that the core competitiveness of the brand is not advertising, nor is it simply technology. It is the large multinational enterprise group specializing in leather clothing, R & D, design, brand operation and production and operation.

First class international human resources, market channel resources, brand differentiated resources and the most advanced technology and equipment, and even the dominant resources of globalization are what Hengda pays much attention to.

For a time, hundreds of top designers from the United States, France, the United Kingdom, Italy, Australia, Israel, Japan and Hongkong of China gathered together, forming the "brain" and "heart" of the world's top decision making, design and development.

Through the strategic cooperation of complementary and complementary advantages, Wang Jiwan not only successfully ran the international brands such as "Adi Lina" and "dynamic foot", but also borrowed the advantage of the French international brand group in the global market and channel resources, exerting the advantages of "the world's top decision-making, designing and developing the brain and heart", integrating and integrating the superior resources from the world for our own use, and finally succeeded in pushing the independent brand "Hengda leather shoes" into the center of the world market stage.

If a cooperation can not prove the vision of Hengda's "standing on the moon to see the earth", then establishing the "Hengda international marketing network" is a classic case of Chinese enterprises' international competition.

The steady establishment of the international marketing network has enabled Hengda Group to extend its market tentacles to every corner of the world market: the establishment of "Hengda (Russia) Trading Co., Ltd." in Russia, and its booming international reputation.

Hengda Group has established branches or offices in more than 20 countries and regions, including France, Italy, the United States, Japan, China, Hongkong and the Middle East.

With these touching market demand and popular frontier nerve endings, Hengda harvested and activated the effective growth of the whole group's performance. Since its export to the international market in 2000, the export volume of Hengda has increased at an annual rate of 30%-40%, and has become a new economic growth point for enterprises. It not only evaded strict trade barriers, but also made Hengda a truly international enterprise.

Brand is the engine of an enterprise's sustainable development. Behind a great brand, it must be based on great products.

China's reform and opening up to 30th anniversary this year, in this short period of time to build first-class international brand, in itself is a difficult task, behind the brand is the customer's trust in product quality sales system and service system.

What Chinese enterprises must do at present is to accumulate trust by bit by bit, whether they go out or concentrate on intensive farming in the domestic market, pay every effort to every product, and sincerely treat every customer for every market opportunity.

Brand strategy operation has made Hengda truly surpass its value and quality. At present, Hengda is also benefiting from its valuable achievements after hard work.

Henry Ford, the founder of Ford automobile driven by thinking, said: "no innovation, we will perish."

The key to innovation is the innovation of thinking mode.

Chinese enterprises are always talking about all kinds of innovations, but in the final analysis, they are the innovation of thinking.

I have always believed that China is a big shoemaking country, but it is by no means a powerful shoemaking power.

With the rapid development of China's economy and the rising cost of labor and land resources, the whole industry of China's footwear industry is in urgent need of industrial upgrading and structural adjustment. The earlier the pformation of intelligence, the healthier and more sustainable development of the whole industry.

In the early years, the Silicon Valley created by the United States was located in San Francisco, California, a narrow strip which was nearly 50 kilometers from Santa Clara to San Jose. Later, it became an important electronic industrial base in the United States and became the most famous electronic industry in the world.

It was formed with the rapid development of microelectronic technology since the middle of 1960s.

Its characteristics are based on some world-famous universities, such as Standford, Berkeley and California Polytechnic University, which have strong scientific research strength. They are based on high-tech small and medium-sized companies, and have large companies such as CISCO, Intel, HP, Lucent, apple and so on, integrating science, technology and production into one.

After 80s, research institutes of new technologies such as biology, space, ocean, communication, energy and materials appeared. The area has become the cradle of American high technology objectively. Now Silicon Valley has become the pronoun of the semiconductor industry gathering area in the world.

Silicon Valley, as the focus of American high-tech talent, is also the focus of the information industry in the United States. At present, Silicon Valley has gathered more than 1 million scientific and technological personnel in the United States and around the world. The American Academy of Sciences has nearly 1000 people in Silicon Valley, and more than 30 scientists have won the Nobel prize.

Silicon Valley is a sacred place for young people in the United States. It is also the arena and gold rush for international students from all over the world.

Since 1980s, there are quite a few developed regions in the world. In order to promote the local economy faster, Boston has tried to establish its own Silicon Valley, such as the "second Silicon Valley", "Japan Silicon Valley" and "South Korea".

China is no exception. There are Beijing Zhongguancun Silicon Valley, Shanghai Pudong Silicon Valley and Guangdong Shenzhen Silicon Valley. Hangzhou has a "paradise Silicon Valley".

To become a powerful shoe making country, China must support the emergence of an endless stream of shoemaking enterprises. It is also urgent to establish a new economic belt similar to that of the US Silicon Valley and integrate global resources.

Wang Ji did not rest in honor such as "China famous trademark", "China famous brand product", "national inspection free product", "China genuine leather shoes king" and so on. It is not only satisfied with the development of individual enterprises themselves, but will play the leading role of Hengda Group, drive the whole industry to take off, and create a heavy shoe making power as the mission of its future development.

Hengda is now practicing the strategy of "focusing on Huai valley construction, focusing on target management and detail management", and has begun to lend its capital to the group's overall listing.

Based on Hengda International Digital Industrial Park, the footwear industry as the carrier, the creative industry and software industry as the core, the service economy as the guidance, and the innovation and integration of the international frontier information, R & D, operation, human capital, knowledge economy and capital operation mode, we can truly lead the modern "Silicon Valley" type "Hui Valley" that China and the world shoe industry develop, create and meet the domestic and international market demand. This requires not only a more efficient and efficient global resource allocation, but also a strategy system that is bold and innovative to win in order to protect and support its sustained and healthy development in the future.

The proposal and implementation of the innovation strategy of Hengda Hui Valley is an intelligent strategic plan that Hengda Group summarizes and takes the lead in the development of the international footwear industry, and actively explores and implements the upgrading and structural adjustment of China's footwear industry.

Its implementation not only presupposes the leapfrog Lean Development of Hengda Group, but also the milestone of the pformation from traditional type to intelligence type.

Some experts predict that "Hengda Huigu" will become the "Silicon Valley" of China's footwear industry in the future. In order to complete this pmutation beyond the individual and even the entire footwear industry, Hengda has a long way to go, and the twists and turns that Chinese footwear industry is going to experience is inevitable. But I am more reasonable to expect the Chinese enterprises to achieve a new and more brilliant rise in the next ten or thirty years.