A Truly International Shoe Business Operator Should Be The Organizer Of The Value Chain.

May 25th hearing

It is probably the essential difference between high level international operation and low level internationalized operators to simply sell products abroad, or to choose different optimal resources under the international perspective. Some experts have pointed out that the real international operation should be the organizers of value chains.

Harvard Business School has a classic case, which is worth learning from Shishi brand. A Hongkong clothing company called "global think Jie" is headquartered in Hongkong, Kowloon. But this down garment enterprise integrates the global system. It quickly combines Malaysia's rubber, European design, Chinese labor and Korean fabrics into the best quality and cheapest price, and then makes the most suitable distribution.

Looking at the industry, China's local sports giant Lining has been adhering to this brand idea.

The survey shows that "Lining" is trying to use many resources of internationalization for himself, and the direct goal of its international operation is not the European and American markets. It is the domestic market. The big brand "Shanshan" Western-style clothing in Zhejiang has already been at the forefront of the Chinese industry. But the main market of Chinese fir is in China. Many overseas shoppers have found that the Chinese made sports shoes sold in supermarkets in Europe and America are cheaper than those in the Chinese mainland.

The same shoe production costs are the same, from the entire distribution system to the retail shop system, including the tax system is more complex, the cost is relatively high, so the final accumulation of goods prices also rise.

China has become an important force in the world economy.

In the international perspective, it is already internationalized to do well in the Chinese market with multinational corporations.