Overseas Acquisitions Of Chinese Fabric Enterprises Need To Be Gradual

< p > > a href= "http:// www.91se91.com/news/index_f.asp" > Ruyi group < /a > by buying the issue of additional shares, it has been the 33 million 330 thousand largest shareholder of Japan's first largest clothing brand operator RENOWN company, and the Italy Hua CTC group has acquired the CTC leather brand. But successful acquisition is only the first step in the Long March, and how to make reasonable use of the resources of both sides and balance their rights and interests is the key to decide whether or not to achieve a win-win situation. < /p >
< p > in recent years, Chinese enterprises have made attempts in the "a href=" http:// www.91se91.com/news/index_f.asp "overseas acquisition" /a "M & A, but combined with their respective characteristics, they have different strengths in the acquisition. Among them, there are concentrated firepower in R & D centers, and some have taken a fancy to the brand value of the acquired enterprises. The successful completion of overseas acquisitions of Chinese fabric enterprises, after years of hardship, although there are many cases of "success", but many are blindly follow suit. < /p >
< p > from the current development of the industry, stronger fabric weaving enterprises have begun to expand the brand clothing links to the terminal. These enterprises have some advantages in production and design experience and capabilities, but these enterprises are often struggling or failing in the process of downstream development, mainly due to lack of relevant experience and talents in channel development and brand operation. < /p >
< p > indeed, China's a href= "http:// www.91se91.com/news/index_f.asp" > fabric enterprise < /a > go out has no specific pattern or specific routines to follow. The emphasis should be on the objective estimation of the enterprise's own capabilities and the accurate positioning and effective implementation of the M & A purposes and M & a strategy. < /p >
< p > although there is no ruler to measure success, the lessons of failure are not difficult to sum up. First of all, Chinese fabric enterprises should avoid "eating into a fat person" because they often lead to indigestion, that is to say, they are bad or even out of control. Overseas acquisitions should be gradual, more research and less aggressive. < /p >
< p > purchasers may consider holding a minority stake in the takeover target, taking this opportunity to learn more about overseas markets and investment environment, policies and other knowledge and accumulate experience. Secondly, "at home, thousands of days are good to go out for a while", and with the ambition and courage to go out, Chinese investors need to estimate more and more complicated difficulties in overseas acquisitions, objectively analyze their abilities, and avoid being confused by the acquisition targets that are "beautiful looking" and "real dangerous". < /p >
< p > China has an old saying: "buy without selling essence." From this sentence, we can see that once China's traditional business concept was to place buyers and sellers on both sides of the opposite side. But with the development of the times, the business model is no longer simply "you lose me to make money", but to "Hello, I am good, win-win cooperation" mode. < /p >
< p > when confirming the successful increase of capital and shares, all discussions on whether the advantages outweigh the disadvantages or the disadvantages outweigh the advantages are no longer meaningful. How to find out its own characteristics and achieve win-win cooperation as soon as possible is the most important thing. < /p >