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Export business of domestic transformation of the six errors
PAGE \* MERGEFORMAT 18
Export business of domestic transformation of the six errors
I recently served some domestic export-oriented enterprises make a transition in the case of the domestic market and found that prevalence of these companies ‘for-vest’ mentality, which is some mixed feelings, so export-oriented enterprises would like to make a transition in the domestic market subject to talk about a few knowledge and ideas.
Ever since China’s accession to WTO, many export-oriented enterprises generally felt that a lot of pressure to survive, living space seems smaller and smaller, resulting in this situation are many reasons: the government policy of preferential export tax rebate reduction in appreciation of the renminbi competitive advantage resulting weakened, rising raw material costs, international trade protectionism and so on. In so many internal and external environment pressure, fought in the domestic market to seek new living space and profit growth has become export-oriented business transformation of the initial motivation. An overview of these export-oriented enterprise development background is clear commonality --
1) the development of export business for at least a decade, businesses have a certain size, and accumulated a certain amount of funds;
2) The production and management are mostly OEM OEM production, almost no own proprietary brands;
3) The technology of their products is essential for the standardization of operations, products, processes and quality assurance;
4) Long-term production value chain in the downstream production processes, and lack of market segments right to speak;
5) The business model in order to sell orders mainly to production management-based management model, the internal organizational structure is also closely around the two core points, and erected.
It is precisely because such a development background, and it led export-oriented enterprises in the domestic market to make a transition time, resulting in
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