Looking Back 2014: Facing Multiple Pressures To Achieve Steady Growth

A set of important economic data indicators reflects the steady development of China's leather industry this year.

From January 2014 to October, the sales revenue, profit and export growth rate of the main leather industry in China were 9.66%, 11.91% and 9.7%, respectively.

The seventh place, the total profit margin occupies sixth light industries. In addition to the slight decline of light leather production, the output of leather clothing, fur clothing and leather shoes has increased.

Data show that in the first half of October this year, China's main leather industry enterprises completed sales revenue of 10336 billion yuan, an increase of 9.66% over the same period, the growth rate increased by 0.79 percentage points, accounting for 5.81% of the total sales revenue of light industry, ranking seventh in the light industry sector.

Over the same period, the gross profit of leather industry was 63 billion 719 million yuan, an increase of 11.91% over the same period last year, and the growth rate dropped by 2.33 percentage points, accounting for 6.26% of the total profit of light industry and sixth of the light industry.

In summing up the overall development in 2014, Su Chaoying said that during this year, the economic situation at home and abroad was complicated. Under the pressure of economic downfall, China's leather industry has gone through an unusual year. Pressure and power are in the same place. Challenges and opportunities coexist, and the industry as a whole remains stable and healthy.

From slogan to real action.

Su Chaoying believes that looking back at the development path of China Leather Industry in 2014, pragmatic innovation and stride are its distinctive characteristics.

Environmental protection became the most popular keyword in China Leather Industry in 2014.

Facing more and more environmental pressures, more and more enterprises have been actively adjusting and actively seeking environmental protection this year.

Take Haining as an example, after several years of environmental protection, Haining tannery enterprises have been reduced from 38 to 8, and the number has decreased by more than 70%, but the scale efficiency has been highlighted.

Data show that the output value of leather industry in Haining increased from 3 billion 72 million yuan in 2010 to 5 billion 370 million yuan in 2013, ahead of schedule and exceeding the estimated target of 5 billion yuan in 2015.

The tanning industry in Xinji has completely closed down the tannery road. With the acceptance of the sewage treatment facilities reaching the standard, 6 tanning enterprises have resumed production in Xinji after 23 months' zero production due to environmental protection.

Break the inherent thinking and take the road of quality innovation and development.

China's leather industry is a traditional labor-intensive industry. In recent years, the pressure of high cost of raw materials, labor and environmental protection is obvious, and has continued to increase. Icebreaking is pressing.

Under such circumstances, only by breaking the traditional thinking mode and stepping out of the road of quality and benefit growth can enterprises develop effectively.

Su Chaoying, for example, said that enterprises such as Zhejiang and Fujian, which have developed rapidly, have taken the first step, or replaced the labor force with large machines, tried intelligent production, balanced the relationship between efficiency and scale, or implemented individualized production to meet the individual needs of consumers, giving consideration to the balance between quality and efficiency.

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Enterprises' introduction and going out have been fruitful, overseas investment has made progress, and enterprises have taken diversified innovation steps.

Su Chaoying said that in the increasingly fierce market competition, some enterprises began to plan for leather production and processing in central and Eastern Europe. Local production, local sales, and opening up new overseas investment and sales channels; some enterprises made full use of international cooperation to acquire overseas brands, and sought to expand domestic consumption and innovation by international brands.

For example, Huajian set up a large-scale shoemaking factory in Ethiopia, making full use of local labor force to make the foundation for China's 1/6 and become a model for Chinese enterprises to go out.