Leading Enterprises Strengthen Their Competitive Advantages, And The Value Of Shell Resources Becomes More Prominent.

< p > according to the new theory of sustainable development of textile manufacturing industry (proposed by PeterKilduff2003, Professor of North Carolina University), the development of textile industry can be divided into five stages, each stage has its unique industrial characteristics and competitive advantages.

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< p > we think that the technology upgrading of the middle and high end production capacity and the pfer of low end capacity to Southeast Asian countries are the specific paths to upgrade the industry. The integration of the industrial chain is mainly represented by the outward pfer of low-end manufacturing links, and the pfer of resources to the enterprises that manufacture high value-added products. After repeated rounds of elimination, the industry /p

< p > the sharp increase in labor cost in domestic manufacturing began to become apparent after 2009. In 2011, the labor cost of leading enterprises increased by more than 15%. In addition, with the continuous standardization of labor laws and the rising labor costs, hidden costs such as five risks and one gold, the operating costs of staff community facilities (canteens, health rooms, dormitories, cinemas, kindergartens, etc.) aggravated the labor costs of enterprises. Since 2013, the industry has generally judged that the average annual increase in labor costs in the future is still around 10%.

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< p > the rise of labor cost is closely related to < a href= "http:// www.91se91.com/news/index_c.asp" > population structure < /a >, and is also related to the new generation of labor life style.

In the short term, enterprises can only improve their manual efficiency through technological pformation. In the long run, leading enterprises will inevitably shift part of the cost pressure through continuous upgrading of products, while vulnerable enterprises are facing increasingly severe pressure of survival.

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< p > at present, China's "a href=" http:// "www.91se91.com/news/index_c.asp" > textile industry < /a > is accelerating upgrading. At the same time, the middle and low end production capacity is accelerating to Southeast Asian countries. At the same time, resources are gradually gathering to leading enterprises, and textile enterprises are accelerating pformation and entering the stage of pluralistic development.

Some leading enterprises strengthened their competitive advantages and embedded resources and capabilities into the whole process of textile production, including downstream spinning, weaving, dyeing and garment manufacturing. Some other leading enterprises shifted from market to non-woven industries, and entered new fields such as high speed development, < a href= "http:// www.91se91.com/news/index_c.asp" > demand less than /a, such as photovoltaic, lithium batteries, medical devices and so on, while disadvantaged enterprises faced more and more severe production pressure under the continuous rising cost environment.

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< p > in the medium to long term, we are concerned about the two leading textile enterprises: one is the world-renowned brand, the future will continue to consolidate the competitive advantage of the ruthai A, Bailong Oriental, Huafu color spinning, and the other is the regional textile leader, with the potential of diversified development; in the short term, since 2014, overseas demand has continued to recover, the market share of indirect positive leading enterprises in the industry integration, and the difference between domestic and foreign cotton prices tends to be reasonable, and the RMB appreciation cycle is over. It is estimated that the performance of leading enterprises in 2015 will be better.

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< p > the business risk of the disadvantaged enterprises is increasing continuously. Besides the cost rising and directly engulfing profits, the increase of operational risk will lead to a gradual decline in the competitiveness of enterprises' orders. Customers are more inclined to concentrate their orders on large enterprises, resources will gradually be concentrated on leading enterprises, weak enterprises will be more difficult, or fail, or switch to new industries or reorganization, and pformation will become inevitable.

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< p > at the industrial level, disadvantaged enterprises try to make up for the losses caused by backward technology in the market competition through the diversified operation, and will accelerate the entry into the industry which is profitable or in a period of rapid development.

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< p > at the asset market level, with the help of the platform resources of the capital market, the value of shell resources of the disadvantaged enterprises is becoming more and more prominent. Since the second half of 2013, reorganization events have emerged one after another. We predict that in the coming year, restructuring is still the mainstream capital operation mode of the disadvantaged enterprises.

Pay attention to the theme investment opportunities brought by the pformation power of the weak textile enterprises.

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