There are three changes in innovation. The first is the individual-to-system innovation change; the second is the change from closed to open innovation; the third is the shift from the emphasis on the development and innovation of tangible products to the emphasis on intangible innovation. Sequel innovation is transformed into orderly innovation.
The current severe economic situation has caused great pressure on the textile industry and the entire industry has slowed down. This slowdown is reflected in the slowdown in the external market, especially the deteriorating economic conditions in the European Union, which have slowed down the growth of the textile industry. It is expected that this slowdown will not be fundamentally changed in the next 1-2 years.
When it comes to transformation, we need to explore innovation. There are also three changes in innovation. The first is the transformation of individuals and systems. Competition in the future is definitely not the competition of a single company. It is the competition between supply chain and supply chain. It is a competition between a cooperation system and another cooperation system, and is a competition between centralized innovation and centralized innovation.
The second is the transformation from closed to open innovation. In the past, companies were boring to develop, and this closed model has lagged behind. Now, the IT industry is popular with several operating systems. Among them, the biggest advantage of the Android system is that it has opened its own platform and has attracted the entire community to participate in the development. We textile companies must also establish this open model.
The third is to shift from the development and innovation of tangible products in the past to the focus on intangible innovation, from disordered innovation to orderly innovation.
Discovering demand
Constructing a strong textile country is an objective requirement for us to build a well-off society in an all-round way, and creating demand is the basic point for building a strong textile nation. How to create demand? How to find demand?
First of all, we must look at the consumption premise of our country. At present, in China's textile industry, the proportion of domestically-produced companies above designated size accounts for nearly 83%, which fully reflects the domestic market is the most important and most concerned market in the future.
When China's resident consumption was in 2001, the per capita GDP was 8,622 yuan. According to international cases, this speed marked a rapid growth. By 2010, the per capita GDP reached 19,922 yuan, or 4,430 US dollars. According to the forecast of the consulting company, there are 5,400 families in China's first- and second-tier cities, and their total revenue is expected to reach 2 trillion; the number of third- and fourth-tier families is 160 million, and their total revenue is also more than 1 trillion. The average annual growth rate of China's GDP is estimated by a relatively conservative 7.5%. In the next 10 to 20 years, the proportion of China's consumption in GDP will increase from 47.4% to more than 62% in 2020. However, compared with the average consumption rate of 67% in the international middle-income countries, we still lag behind. Therefore, the rational consumption rate of a market economy structure should be aligned with the level of middle-income countries in the world.
In terms of clothing consumption, the clothing and clothing consumption per capita of urban residents in China was 777.4 yuan last year, and the per capita clothing of rural residents spent 341 yuan last year. We expect that by 2020, urban residents’ clothing expenditure per capita will reach 12.5%. The increase in clothing consumption shows that our living standards have improved and our consumption has increased.
Secondly, with the change of lifestyle, the quality has gradually improved, and people have a higher aesthetic pursuit of the subdivision of quality. This puts higher demands on our textile industry, but it also creates a potential market.
In addition, in recent years, the use of industrial textiles has become more widespread and growth has been the fastest one. In 2000, the use of industrial fibers was 1.74 million tons, which exceeded 9 million tons last year. It is estimated that by 2020, industrial fibers will account for 27% of all fiber consumption, and by 2050, the proportion will increase to 67%. , which is to occupy 2/3 of the market share.
From the macro level, we have confidence in this potential demand growth.
Integration of resources
The biggest feature of the textile industry is the length of the industry chain, and there is also an important contradiction that the slow cycle is fast fashion. The textile industry is a vertical industry chain with a long production cycle, but the downstream directly faces consumers and needs to face the demands of consumers' fast fashion.
To solve this contradiction, as the upstream of the industrial chain, it is necessary to establish a production mode of planned economy, that is, to establish production plans by establishing large-scale production, large-scale inventory, and large-scale sales system. The so-called PTS model. Since the downstream clothing segment is closer to the market, it should establish a rapid response mechanism for orders.
Whether upstream or downstream, we all have a problem of how to integrate the resources of the industry chain. There are many successful cases at home and abroad. DuPont Lycra reversely integrates the resources of the industrial chain. Lenzing allocates fiber indicators to its downstream customers each year, and completes the development of specific products together with downstream customers. At the terminal of the entire market, DuPont and Lenzing carry out large-scale operations. Brand advertising, establishing consumer loyalty to the brand, reversed the integration of the entire industry chain.
There are also successful cases in China. Taking Haixing Enterprise as an example, it cooperated with DuPont to develop organic PTT using corn as raw material, and Haixing is currently the exclusive authorized partner of DuPont in China. It is important to develop a good fiber, but more importantly, the echo and cooperation of the downstream of the industrial chain can quickly turn the new fiber into a product and quickly be accepted by the market. Suzhou Zhixiang also has a unique integration model. It combines a group of companies, cooperates with competent upstream companies, and cooperates with downstream companies to jointly create hangtags.
Orderly innovation
From disorder to order, industrial transfer must be orderly, social construction must be orderly, and innovation must be orderly.
At present, there are five companies in the textile industry that have exceeded 50 billion, and Jiangsu Hengli is one of the five companies. In the aspect of product development, Jiangsu Hengli has established a unique development model: a scaled product development model and a profitable product development model. It has also established a different innovation team around product development, and established a science and technology innovation center, a trend research center. , Quality Management Center, Rapid Response Center.
Jiangsu Hengli has made product development and innovation very orderly. It is a living example for many companies.
The current severe economic situation has caused great pressure on the textile industry and the entire industry has slowed down. This slowdown is reflected in the slowdown in the external market, especially the deteriorating economic conditions in the European Union, which have slowed down the growth of the textile industry. It is expected that this slowdown will not be fundamentally changed in the next 1-2 years.
When it comes to transformation, we need to explore innovation. There are also three changes in innovation. The first is the transformation of individuals and systems. Competition in the future is definitely not the competition of a single company. It is the competition between supply chain and supply chain. It is a competition between a cooperation system and another cooperation system, and is a competition between centralized innovation and centralized innovation.
The second is the transformation from closed to open innovation. In the past, companies were boring to develop, and this closed model has lagged behind. Now, the IT industry is popular with several operating systems. Among them, the biggest advantage of the Android system is that it has opened its own platform and has attracted the entire community to participate in the development. We textile companies must also establish this open model.
The third is to shift from the development and innovation of tangible products in the past to the focus on intangible innovation, from disordered innovation to orderly innovation.
Discovering demand
Constructing a strong textile country is an objective requirement for us to build a well-off society in an all-round way, and creating demand is the basic point for building a strong textile nation. How to create demand? How to find demand?
First of all, we must look at the consumption premise of our country. At present, in China's textile industry, the proportion of domestically-produced companies above designated size accounts for nearly 83%, which fully reflects the domestic market is the most important and most concerned market in the future.
When China's resident consumption was in 2001, the per capita GDP was 8,622 yuan. According to international cases, this speed marked a rapid growth. By 2010, the per capita GDP reached 19,922 yuan, or 4,430 US dollars. According to the forecast of the consulting company, there are 5,400 families in China's first- and second-tier cities, and their total revenue is expected to reach 2 trillion; the number of third- and fourth-tier families is 160 million, and their total revenue is also more than 1 trillion. The average annual growth rate of China's GDP is estimated by a relatively conservative 7.5%. In the next 10 to 20 years, the proportion of China's consumption in GDP will increase from 47.4% to more than 62% in 2020. However, compared with the average consumption rate of 67% in the international middle-income countries, we still lag behind. Therefore, the rational consumption rate of a market economy structure should be aligned with the level of middle-income countries in the world.
In terms of clothing consumption, the clothing and clothing consumption per capita of urban residents in China was 777.4 yuan last year, and the per capita clothing of rural residents spent 341 yuan last year. We expect that by 2020, urban residents’ clothing expenditure per capita will reach 12.5%. The increase in clothing consumption shows that our living standards have improved and our consumption has increased.
Secondly, with the change of lifestyle, the quality has gradually improved, and people have a higher aesthetic pursuit of the subdivision of quality. This puts higher demands on our textile industry, but it also creates a potential market.
In addition, in recent years, the use of industrial textiles has become more widespread and growth has been the fastest one. In 2000, the use of industrial fibers was 1.74 million tons, which exceeded 9 million tons last year. It is estimated that by 2020, industrial fibers will account for 27% of all fiber consumption, and by 2050, the proportion will increase to 67%. , which is to occupy 2/3 of the market share.
From the macro level, we have confidence in this potential demand growth.
Integration of resources
The biggest feature of the textile industry is the length of the industry chain, and there is also an important contradiction that the slow cycle is fast fashion. The textile industry is a vertical industry chain with a long production cycle, but the downstream directly faces consumers and needs to face the demands of consumers' fast fashion.
To solve this contradiction, as the upstream of the industrial chain, it is necessary to establish a production mode of planned economy, that is, to establish production plans by establishing large-scale production, large-scale inventory, and large-scale sales system. The so-called PTS model. Since the downstream clothing segment is closer to the market, it should establish a rapid response mechanism for orders.
Whether upstream or downstream, we all have a problem of how to integrate the resources of the industry chain. There are many successful cases at home and abroad. DuPont Lycra reversely integrates the resources of the industrial chain. Lenzing allocates fiber indicators to its downstream customers each year, and completes the development of specific products together with downstream customers. At the terminal of the entire market, DuPont and Lenzing carry out large-scale operations. Brand advertising, establishing consumer loyalty to the brand, reversed the integration of the entire industry chain.
There are also successful cases in China. Taking Haixing Enterprise as an example, it cooperated with DuPont to develop organic PTT using corn as raw material, and Haixing is currently the exclusive authorized partner of DuPont in China. It is important to develop a good fiber, but more importantly, the echo and cooperation of the downstream of the industrial chain can quickly turn the new fiber into a product and quickly be accepted by the market. Suzhou Zhixiang also has a unique integration model. It combines a group of companies, cooperates with competent upstream companies, and cooperates with downstream companies to jointly create hangtags.
Orderly innovation
From disorder to order, industrial transfer must be orderly, social construction must be orderly, and innovation must be orderly.
At present, there are five companies in the textile industry that have exceeded 50 billion, and Jiangsu Hengli is one of the five companies. In the aspect of product development, Jiangsu Hengli has established a unique development model: a scaled product development model and a profitable product development model. It has also established a different innovation team around product development, and established a science and technology innovation center, a trend research center. , Quality Management Center, Rapid Response Center.
Jiangsu Hengli has made product development and innovation very orderly. It is a living example for many companies.
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