Japan'S Large Sports Apparel Enterprises Try To Fight Outside The New Sea

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Three years ago, MIZUNO Japan began to study the textile and garment producing countries and their market share in the Japanese market.

The results show that by 2013, the market share of "made in China" will be reduced from more than half to 37%, and that of local manufacturing in Japan will drop from 21% to 14%, from 6% to 20% in India and 10% in Thailand to 14%.

Thyssen (Design) also said that the market share of ASEAN countries in Japan and Europe will rise.

Japan's famous sports shoes brand ASICS also chose Indonesia, Thailand and Vietnam as production and processing sites.

Because of the Japanese market for product processing technology and

Compared with vigorously developing new production resources, MIZUNO pays more attention to improving the capacity of the year-round cooperative factories.

In Indonesia, MIZUNO has 15 years of cooperation in production resources. In Thailand, MIZUNO joined the local enterprises 20 years ago to set up Thailand sportswear company.

In order to find local enterprises that can cooperate for a long time, ASICS develops new production resources through Japan fiber trading company, and explores various ways of cooperation for cooperative ventures.

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The production strategy of "where to produce" has a very close relationship with the sales strategy of "where to expand the market".

ASICS predicts that by 2015, the company's sales abroad (including footwear) will reach 70% of total sales.

In addition to footwear and other core business products, ASICS also plans to expand the apparel products market.

In April this year, the company set up ASICS Hongkong apparel company (AHA), mainly engaged in clothing product development, production, brand management and sewing processing business.

Today, its overseas sales companies in Europe and the United States have their own authorized processing enterprises, and the raw materials needed by enterprises are independent procurement.

In the future, the company will solve regional obstacles and manage product variety, fabric and processing area to achieve efficient operation.

AHA's executive director, Ikeda, said that these measures are crucial to the growth of overseas apparel enterprises, so the reaction speed must be fast.

The company also said that Hongkong has a relatively large number of talented people gathered in China, and is generally able to communicate in English, so it still has an advantage over the mainland and Southeast Asia.

Obviously, the understanding and demand of quality between Japanese and overseas sales companies are completely different. It is better for local enterprises to communicate directly with each other instead of controlling their values through the control of the head office.

Therefore, under the premise of understanding this particularity, it is very necessary for Japanese enterprises to carry out global strategic planning.

Design, which is constantly expanding its Asian market, has recently launched the development policy of "direct sale place of production land", so as to shorten the logistics time.

For example, when the usual product is delivered to the Japanese warehouse and then depart from the warehouse, it is possible to build a set of process system that does not go through Japan, and directly includes quality inspection in China.

At the same time, the raw materials of the company mainly come from Japanese domestic enterprises or Japanese enterprises in China, and basically do not use local raw materials. Therefore, enterprises not only have to bear the cost of materials themselves, but also undertake various surcharges generated by logistics.

By setting up this mechanism, the above cost will be greatly reduced.