Where Are The Main Areas Of Investment In Leather Goods In Hong Kong And Mainland China?

Shoe factories which go to factories in Africa and Vietnam have a good or bad business performance.

The pfer to foreign countries is mainly European and American orders, especially in Vietnam.

Effective, Vietnam and some countries and the United States trade basic zero tariff, can save a lot of cost, in the domestic export to the United States, there is no such a discount.

In addition, labor and rentals are relatively low.

However, there is a drawback to relocating overseas. The industrial chain in the mainland of Guangdong is relatively perfect. The material materials needed to purchase during the production are basically derived from the domestic market.

As a labor-intensive enterprise, leather products industry has experienced 97 years of Asian financial turmoil and 08 years of financial tsunami.

Subsequently, the shrinkage of orders, the thinning of profits and the sharp rise in costs prompted many relocation of Hong Kong enterprises.

According to Zhang Weijie, President of Hongkong footwear industry association, 08 years ago, 90% Hong Kong shoe factories were concentrated in Guangdong, and only 40% remained.

These leather enterprises rely on export market pformation, and the production of high value-added products to withstand high costs.

As the first merchandiser in Jiangmen District of Guangdong, Lisa spent the best time in Jiangmen Wansheng leather products Co., Ltd.

She also remembered that when the Asian financial turmoil happened in 1997, the company even paid wages on time, but the boss faced a guilty conscience and postponed the payment.

In that year, the company began to shift from the European market to the new American market.

In just a year, orders have been restored to their original level, even larger than before.

General manager, Jiangmen Wansheng leather products Co., Ltd.

It is said that after adjusting to the US market, Wansheng will have a peak from 2000 to 2008. The busiest time is 24 hours, and the staff will have only one day off a month.

Although everything is going well, management has been worried about the Asian financial crisis for 97 years, and has actively researched and explored the mainland market.

At that time, the foreign trade situation was flourishing, and the enterprises considering pformation and upgrading were rare.

In the past 08 years, the financial tsunami swept the world. Wansheng not only held 5% domestic sales rights, but also developed independent brands and fist products through many years of research and development. Although the US orders were under some impact, compared with 97 years' passive situation, it was a big step.

Due to the huge differences between the north and the south, the understanding of the trend elements is quite different from two or three years.

09 years later, Wansheng once set up a store in the national shop. At that time, Cui Luqin was once more complained by dealers outside Guangdong that leather clothing was "out of date".

After two years, the products of warehouse bottom products were looted. It was not that products were obsolete.

From now on, Wansheng will expand the scale to shrink, and now only one exhibition platform of Wansheng Pavilion will be combined with industrial tourism to drive the development of the domestic market.

In order to better expand the domestic market, pforming from the OEM OEM mode to the launch of its own brand ODM is the most sticking to the choice of Hong Kong enterprises, and the Hong Kong shoe industry is also one of them.

In the early 80s, when the workers in Hongkong were still wearing white shoes, commonly known as "white rice fish", the Hong Kong footwear industry entered into the industrial footwear market that few people were interested in by producing cheap safety shoes.

In the past 06 years, Hong Kong has set foot in the domestic market, established a sales network in the Pearl River Delta, invested twenty million yuan in the 08 year, and set up a R & D center in Dongguan to launch a series of new products every year.

Zhang Hewei, director of the Technology Development Department of the Hong Kong footwear industry for 25 years, told reporters that the company worked with the Spanish team to launch 100 new models and 400 new products a year, 2 times the average shoe factory.

Although the cost of developing new technology is high, the profit per pair of shoes is 5 percentage points higher than that of ordinary footwear.

"60% left in Guangdong

About 40% of Hong Kong businessmen are determined to stick to the pformation and upgrading.

Zhang Weijie, managing director of Hong Kong shoe industry, congratulated himself on his choice.

Many of the Hong Kong enterprises moved to Southeast Asia and still rely on the supply chain operation of the Pearl River Delta shoe industry, and the comprehensive cost of human rents decreased.

In the future, Zhang Weijie will stick to the Pearl River Delta, pform his own brand high-end production line products and strengthen R & D, and reduce the sensitivity to rising costs.

Fang Zhiwei, general manager of Dongguan Jiasheng shoe factory, admitted that he chose to stay at home instead of moving to Southeast Asia.

Dongsheng shoe factory has nearly 200 employees, and it belongs to small and medium-sized port enterprises.

"Mainland equipment and technology have been updated very rapidly in recent years. If they move out of the industrial chain, they will probably not keep up with the trend of the mainland."

He also pointed out that in recent years, the cost of manpower has risen, and the choice of staying behind must be carried out in a small scale.

At present, there are 3 production lines in his factory.

Zhang Weijie did not plan to evacuate. He analyzed how many factors such as how long the foreign and inland low cost "golden period" could last, political change and exchange rate fluctuation, and so on. It was better to do a good job in the pformation of domestic brands, and increase the development of the mainland market.