Robroad.net

江苏，浙江鞋对中国鞋地区企业是一个重要的群体，特别是其国际业务独特，最引人注目：康奈集团温州人民与海外的合作，以品牌专卖店，主要是在发达国家的大城市出售;奥康店直接集团之后，故障模式，意大利GEOX的豪华品牌，通过在国外销售其产品在全球鞋类销售渠道的战略联盟;哈杉鞋业，是投资建厂，通过在尼日利亚意大利公司收购，如威尔逊，整合了相应的资源运作，而东由边境贸易企业开发了一种艺术，主要是在贸易和营销方式出口的国际业务，促进，通过典型的跨国经营，浙江好兄弟省，中国作了充分利用半制成品的生产成本优势，有效地降低了运营成本，同时避免了反倾销的麻烦。

康奈：以海外商店世界

一九七九年，当郑秀康33岁已作出决定：学习做的鞋。尽管许多人认为这一决定是不恰当的，但在9月28日或郑秀康使他们的第一双鞋。 3个月的学徒，他创办了自己的鞋。 8年

发生的第8天，在杭州武林广场的大门“低质量的温州皮鞋火”事件，温州鞋企业1987顷一个“转折点”。上海中郑秀康无奈只好借用一个小鞋品牌鞋的工厂生产。

3个月的许可证，也反映了郑秀康和未来3个月寻找。思考的结果是：要学习先进企业和技术，否则工厂的生存。思考在1989年后，立即行动，中国郑秀康首创的先进制鞋基地—广州，然后到世界著名的制鞋基地—意大利研究先进的制鞋技术和工艺。作为一个学徒郑秀康创业成功，为外地和国外先进技术的研究，以便进入一个新阶段的事业鞋郑秀康。

出来，使郑秀康研究确认，品牌的支持，质量和必要的先进设备和技术的好坏。特别是1991年访问郑秀康东莞台商工厂看到，与先进水平的差距，毅然决定投资来自台湾，意大利先进的制鞋一百二十万美元制造设备和技术，在温州鞋业界的生产首次实现机械化。 1990年，该集团的组织形式康奈改变公司制，改为“大鞋”的名字，“康奈”的生产方式从手工生产到机械化生产，注册品牌。

1996年，国内鞋业市场的变化，逐步退出康奈在国内市场批发销售渠道链的垄断。

2000多年，康奈正式成为世界领先的鞋类专业认证机构英国公共政策中心组织的第一个中国成员公司所采用的方式，建立以实现世界著名品牌的目标商店，使得进入国际舞台上的行动了。

至2005年，康奈海外的100多个连锁店，其中包括9个意大利城市已17。已基本完成了“15年的”规划目标。

根据最新报告，在“十一五”期间的目标，康奈集团是海外商店的数量将达到1000。同时，还建议进入国外主流销售渠道，新方式。 2005年12月，与法国百货连锁康奈先进第六仕昂签订了合作协议：在未来5年将进入康奈皮鞋在200高档商场欧盟。这表明，康奈将在欧洲和零售的同时批发系统，康奈集团的国际化面临新的挑战。

康奈集团的国际化战略，是制鞋业从价值链的下游销售地域市场—开始是从法国，美国，意大利等发达国家的大都市国家开始扩大市场是国内生产，出口目标国，然后由对外销售的康奈品牌专卖店，由当地华人华侨，主要是为了运行温州人品牌专卖店。

建立海外品牌，通过由中国国内生产的产品，制鞋企业在中国商店出售，康奈集团是第一个，也是到2005年底规模达到100多个，也是最大的数量的。康奈集团在“十一五”期间的计划，1000年为目标品牌专卖店，它肯定是这样。值得指出的是，康奈集团国际化战略目标，除了国际品牌之外的记录，即在商店品牌。我们认为，在当今康奈集团应重新审视目标系统的存储国际化战略，品牌的人数不应作为一项战略目标，这容易导致建立建店单店行为，创造国际品牌，必须以贯彻详细和量化，制定具体指标，以支持国际品牌的最终目标的创造者。

奥康：一个新的模型，探讨国际

一九八八年，300.00万元王振滔开始从鞋，开始进入制鞋业，在家乡创办永嘉奥林鞋，奥康集团。 2005年，工业销售奥康集团，通过第一次突破200亿，产值，成为温州制鞋业9个多亿的企业业务的唯一超过两亿元的人民币。

二○○三年，奥康集团与意大利GEOX的正式签署的领域，如销售和生产进行的国际勘探开始新一轮的全面合作。这种合作一直是上海交通大学副教授丰押嗯所谓的“第三中外合作的典范。”前两个模型是贴牌(OEM)模式的合作和中外合资企业的商业模式。如果从国际角度来看发展，奥康集团与GEOX的合作，企业之间的合作是一个典型的战略联盟。国际发展作为一个发达国家的企业，因为从战略联盟的广泛使用20世纪末，而中国企业较少使用。奥康集团，在中国制鞋业是第一个战略联盟，以便进行国际业务，而且是一个创新，是在全球化条件下，在中国国内的探索国际化的新模式为基础。

“我们的标准是55开，一个双赢的局面。它从中国市场，生产转移到我们收到的部分做代工获得的低成本生产商，而我们的技术，设计，工艺，如以及市场网络。无论从哪个角度看问题，我们都赢了。“在2003年，王振滔说。

从两国认为，双方合作的力量，意大利是欧洲第一个GEOX的，世界上的第四个高档品牌鞋制造企业，奥康集团是中国三大制鞋企业中，虽然实力相差很大，但比较本地市场而言，可以说，力量基本上是“门当户对”。正因为如此，才选择奥康集团企业GEOX的合作伙伴。但双方充分利用其他共同之间的能力差距较大的资源提供合作，即GEOX的公司“的”奥康集团“道”是远远强于以奥康集团的能力“的”公司GEOX的“道”的能力，这与双方的实力差距将导致不同的效果的合作。

认识到这个问题的存在并不是否认，相反这样的战略联盟，它是认识到问题，解决问题，使所有充分发挥作用的合作。
尽管从规模和实力
的外观，奥康集团在中国的鞋类行业的领先地位，但是从国际发展的角度来看，奥康集团是一个后来者，即在奥康集团国际开始， 1998年之前，中国制鞋企业已经开始国际化。创新，其前身是有区别的战略迟到形成的基本规则。奥康集团的经验也证明了这一点，才刚刚开始，奥康集团已通过了国际通用的方式，如OEM，代理商和海外店，但成效一般，特别是海外商店全部撤出。战略联盟在2003 —国际化的方式是一个创新的(在中国鞋的框架内，制造工业)，它是适合奥康集团的规模和实力的国际勘探。 06.8.4

Chinese shoes enterprises “going out” the situation of an exclusive research (1)

Jiangsu, Zhejiang region of China shoe shoe enterprises are an important group, especially their international operations is unique, the most eye-catching: Kangnai Group Wenzhou People with overseas cooperation in order to brand stores mainly in the large cities of developed countries for sale; Aokang Shop Direct Group after the failure mode, and the Italian luxury brand GEOX a strategic alliance through foreign sales channels in the global footwear sales of their products; Kazakhstan Sequoia Shoes is to invest and build factories in Nigeria, through the acquisition of Italian companies such as Wilson, integrated the operation of the corresponding resources; while the East is an art developed by the border trade business, its international operations mainly in exports of trade and marketing approaches to promote ; good brother through a typical cross-border operation, Zhejiang Province, China made full use of semi-finished production cost advantage, effectively reduces the operating costs, while avoiding the anti-dumping trouble.

Kangnai: to take the world of overseas stores

1979 years, when郑秀康33-year-old has made a decision: Learning to do shoes. While many people think this decision is not appropriate, but in September 28 or郑秀康made their first pair of shoes. 3 months of apprenticeship, he started his own shoe. Eight years

1987 happened on day 8 in Hangzhou Wulin Square door “low-quality leather shoes in Wenzhou fire” incident, Wenzhou shoe enterprises are an “inflection point.” Helplessness among郑秀康Shanghai had no choice but to borrow a small shoe factory production of brand shoes.

licenses by three months, is also a reflection郑秀康and the future looking for 3 months. Reflections on the results are: It is necessary to study advanced enterprise and technology, otherwise the plant to survive. Thoughts immediately after operation in 1989 to China郑秀康first advanced shoe-making base — Canton and then to the world-famous shoe-making base — Italian study advanced shoe-making technology and processes. As an apprentice郑秀康entrepreneurial success, as the field and study of foreign advanced technology so that cause shoe郑秀康into a new stage.

out to make郑秀康study recognizes that brand depends on the quality of support and the quality of necessary advanced equipment and technology. Especially the 1991 Taiwanese factories in Dongguan trip郑秀康see the difference with the advanced level, resolutely decided to invest 1.2 million U.S. dollars from Taiwan, Italy’s advanced shoe-making equipment and technology, in Wenzhou shoe industry’s first realization of the mechanization of production . In 1990, the Group’s organizational form Kangnai change to the corporate system, the name changed to “Great Shoes”, the brand registered as “Kangnai” modes of production from artisanal production to mechanized production.

1996, the domestic shoe market changes, Kangnai gradually exit the wholesale channel chain monopoly in the domestic market sales.

2000 years, Kangnai officially become the world’s leading professional certification body for footwear British SATRA organizations first Chinese member companies to establish a store identified ways to achieve the goal of a world famous brand, making it into the operation of the international stage.

to 2005, Kangnai overseas more than 100 chain stores, including nine cities in Italy had 17. Has basically completed its year of “15″ planning objectives.

according to the latest reports, Kangnai Group in the “Eleventh Five-Year” period goal is the number of overseas stores to reach 1000. At the same time, also proposed to enter the mainstream sales channels abroad, new ways. December 2005, with the French department store chain Kangnai ADVANCED VI-SION signing of cooperation agreements: Kangnai shoes in the next 5 years will enter the EU in 200 high-end stores. This indicates that the Kangnai will retail in Europe and the wholesale system at the same time, the internationalization of Kangnai Group facing new challenges.

Kangnai Group’s internationalization strategy is the footwear industry value chain from downstream sales — began geographic market are from France, the United States, Italy and other developed countries of the metropolis began to expand market is domestic production, export to the target country, and then by the external sales Kangnai brand stores, brand stores by the local Chinese and overseas Chinese, mainly to run the Wenzhou People.

established overseas brands, sold through the store by China’s domestically manufactured products, shoe-making enterprises in China, Kangnai Group is the first, but also to the size of the end of 2005 has reached more than 100, is also the largest quantity of. Kangnai Group plans in the “Eleventh Five-Year” period, the 1000 brand stores as a target, it is affirmed in this way. It is worth noting that the internationalization of Kangnai Group strategic objectives, in addition to international brands outside the record, that is, the number of store brands. We believe that in today Kangnai Group should re-examine the internationalization strategy of the target system stores the number of brands should not be alone as a strategic goal, which easily lead to build shops built shops behavior; create international brands must aim to carry out detailed and quantify, to develop specific indicators to support the creators of the ultimate goal of international brands.

Aokang: a new model to explore the internationalization of

1988 years, 3 million yuan王振滔to start, from the shoe has started to enter the footwear industry, founded in homeland Yongjia shoe Olin, Aokang Group now. In 2005, industrial sales output value of Aokang Group, the first time breaking through the 20 billion, to become the footwear industry in Wenzhou nine more than one billion yuan of the only enterprise business more than two billion yuan.

2003 years, Aokang GEOX Group and Italy formally signed, in areas such as marketing and production to carry out comprehensive cooperation in the beginning of a new round of international exploration. This collaboration has been an associate professor of Shanghai Jiaotong University Feng Yan called “the third Sino-foreign cooperative model.” The first two models are OEM (OEM)model of cooperation and Sino-foreign joint venture business model. If the development from an international point of view, Aokang GEOX Group and co-operation between companies is a typical strategic alliances. International development as a way of enterprises of developed countries since the end of the 20th century from the extensive use of strategic alliances, while Chinese enterprises are less used. Aokang Group, the footwear industry in China is the first strategic alliance in order to conduct international operations, and is an innovation, are in the globalization conditions, based on China’s domestic A new model of the internationalization of exploration.

“Our standards are 55 open, a win-win situation. it received from the Chinese market, part of the transfer of production to us to do foundry obtained are low-cost production suppliers; and our technical, design , crafts, as well as market network. no matter from which perspective, we all win. “In 2003,王振滔said.

strength from the cooperation between the two sides of view, Italy is Europe’s first GEOX, the world’s fourth of the premium brand of shoe-making enterprises, Aokang Group is China’s top three shoe-making enterprises, although the strength varies considerably But compared to the local market is concerned, it can be said that the strength is basically “门当户对.” Precisely because of this, GEOX companies before choosing Aokang Group partners. But the two sides make full use of the other co-operation provided by a larger gap between the capacity of resources, that is to say GEOX company “by” Aokang Group “Road” is far stronger than the ability to Aokang Group “by” GEOX company “Road” capability, which capabilities gap between the two sides will lead to different effects of co-operation.

recognized that the existence of this problem is not to deny such a strategic alliance, on the contrary, it is recognized that the problem then solve the problem, making the cooperation of all the effects into full play.

Despite the size and strength from the look, Aokang Group in China the top position of the footwear industry, but from the perspective of international development, Aokang Group is a late comer, that is to say, in the Aokang Group International start of 1998 before the Chinese shoe-making enterprises have already started internationalization. Innovation, and its forerunner the formation of a differentiated strategy latecomers are the basic rules. Aokang Group’s experience also confirms this point, has just begun, Aokang Group has adopted a generalized way of internationalization, such as OEM, agents and overseas stores, but the effectiveness of the general, especially the full withdrawal of overseas stores. Strategic alliance in 2003 — the way of internationalization is an innovative (in the framework of China’s shoe-making industry), it is suitable Aokang Group size and strength of an international exploration. (06-8-4)

Tags: aokang, group, kangnai, shoe