Kangnai: One Domestic &Nbsp; One Foot Abroad

Transformation background: 30 years to create a pair of boutique shoes

30 years ago, Zheng Xiukang began his career as a shoemaker and founded the prototype of Kangnai group.

20 years ago,

10 years ago, Kangnai took the lead in the Chinese footwear industry to launch the strategy of "brand going out" and move towards Kangnai in the world.

Today, the Kangnai group, which is still headquartered in Wenzhou, has an annual output of nearly 10 million pairs of high-grade leather shoes. It has not only set up more than 2600 stores in the whole country, but also has opened nearly 300 overseas stores in France, the United States, Italy, Spain, Germany, Greece, Vietnam, Australia and other countries.

In 2006, with the approval of the Ministry of Commerce, Kangnai group took the lead in establishing the usurusk economic and trade cooperation zone in Russia.

The cooperative area covers an area of 2 square kilometers, with production and processing zones, business areas, logistics storage areas and life service areas.

We plan to introduce 60 Chinese light industry enterprises, such as footwear, clothing and home appliances, with a total investment of RMB 2 billion yuan.

The start of the cooperation zone not only made Kangnai realize the leap from "made in China" to "world manufacturing", but also from "product output" to "capital output", and provided a good platform for Chinese enterprises to "go out" rationally, centrally and orderly.

As the old saying goes, ten years of grinding a sword.

Kangnai took 30 years to build its core competitiveness in the footwear industry.

The pformation process:

Innovation is vitality.

Zheng Xiukang has a rather complicated theory about the development of footwear industry.

He said that although the footwear industry is a traditional industry, it is a unique advantageous industry for China. For Wenzhou, it is a pillar industry of steady growth. For the future, it is a sunrise industry that will never decline.

Of course, this is also a competitive industry.

In order to survive and live better, Zheng Xiukang said that there is only one thing, innovation and continuous innovation, which is the vitality of enterprises.

Kangnai group has summarized the innovation of the group into five aspects: brand, technology, manufacturing, marketing and management.

Seemingly complete, actually rings are closely linked and self chain.

Zheng Xiukang believes that brand is the green card that leads to the soul of customers. The competition of modern enterprises is the contest of brands.

For example, compared with the world footwear industry, the shoe industry in China has a number of times or even tens of times higher than that of the Chinese brand when the shoes produced by the same Chinese shoe manufacturer are labeled with world famous brands.

"Without a brand, it's like pulling a scooter for others, always in a passive position.

Kangnai wants to be a Mercedes Benz.

Therefore, even in the financial crisis, Zheng Xiukang changed the slogan from "Kangnai to comfort" to "create myself", thus subliming from the functional level of the product to the spiritual and cultural level.

Kangnai's passion for technology can be seen from Zheng Xiukang.

The book "modern viscose leather craft", which he presided over, has more than 90 words, which fills many gaps in the theoretical field of shoemaking industry in China.

Kangnai group has also participated in the formulation of many international and domestic leather shoes standards.

Kangnai group accommodates the luxurious design lineup of top designers in China, Italy, Spain and many other countries.

After analyzing the structure of the international footwear industry, Kangnai group found that many international brands were produced in China, such as Nike, ECCO and so on. This shows that Chinese shoe enterprises are fully capable of building world-class products.

In view of this, we should pay more attention to manufacturing advantages, and constantly consolidate and enhance. On this basis, we will further enhance the "soft power" of product technology and cultural connotations, so that we can gradually move closer to high-end brands.

This is also the background of Kangnai's strategy of implementing the "high-end manufacturing" strategy, and the plan of action has been finely defined.

At present, Kangnai has become a number of high-end retail organizations such as Martha, TMW, and dozens of world famous brand manufacturers.

Kangnai regards marketing as "nose", and channel terminal is compared to "stomata".

Zheng Xiukang also suggested that "the terminal should be raised like a panda".

It is worth mentioning that Kangnai's marketing network has opened more than 300 overseas stores and dozens of shopping malls in more than 20 countries in the world since it opened the first overseas Chinese shoe business in Paris, France in 2001. Only in the fashion capital of Paris, it has more than 40 stores and more than 10 mainstream shopping malls.

Even under the influence of the global macro-economy, some shops are closing up. Kangnai not only insists on not giving any discount, but also maintains the speed of opening a new store in 45 days.

Zheng Xiukang believes that pformation and upgrading must have a strong leadership team and a set of effective management methods.

To this end, pformation and upgrading at present, Zheng Xiukang proposed that top leaders should "rely on former commanding", and senior leaders are also rushing to the most sensitive enterprises "nerve endings".

Through the "preceding command", Kangnai executives have mastered a large number of first-hand information that has an important impact on the marketing market and the whole industry chain, and provide a reliable basis for formulating various strategies.

While improving the corporate governance structure, Kangnai group also introduced excellent management in 2001, and won the "Zhejiang Provincial Quality Award".

Entrepreneurs:

Transformation is not a simple pfer.

Over the past 20 years, the focus of shoe manufacturing has shifted from Europe and North America to Japan, South Korea and other places in the Far East, and then pferred to mainland China.

In recent years, it has gradually shifted to China's Midwest and India, Pakistan, Thailand, Vietnam and other places.

Zheng Xiukang believes that "pformation" can not be merely "pferred", "pferred" or "pferred".

We should pay attention to two points in the process of "moving east shoes to the west" and "moving out of the middle shoes".

First, what is pferred and what is left behind?

From the historical experience and lessons, Italy, Spain and the United States, such as the powerful footwear industry, are moving out of the low profit and high energy consuming manufacturing sectors, leaving behind the technology of high profit, high efficiency technology, brand and marketing.

Among them, another important industry is easy to be ignored by us, that is, shoe machine equipment.

Europe's advanced shoe machine almost monopolizes the high-end footwear industry in the world, while shoes and machinery have high added value and profit margins. This is a tempting cake.

Therefore, the shoe industry in China can not expect to shift the manufacturing sector to the best of everything, but must innovate and upgrade technology, brand, marketing and management, so as to achieve sustained development.

The two is whether pfer will copy the extensive management mode, or implement lean management such as intensive and environmental protection.

If high energy consumption, low efficiency and even environmental protection and ecological manufacturing links are pferred to the central and western regions without filtering, not only will it be expedient to alleviate the cost pressure, but will also seriously damage the ecology and waste resources.

Therefore, Chinese shoe enterprises should upgrade and pursue low carbon, environmental protection, fine, efficient and high-quality development mode while shifting.

Zheng Xiukang said that the pformation and upgrading of the industry is the optimization and upgrading of the entire industrial chain. We need to set up systematic thinking and take into account the interests of interested parties.

Otherwise, the pressure and cost of pfer will bring short-term and surface prosperity. However, the same will not affect the harmonious cooperation and efficient operation of the industrial chain.

Therefore, the pformation and upgrading of enterprises can not be built on the basis of sacrificing the interests of interested parties, but at the core of brand interests, forming strategic alliances with upstream and downstream manufacturers, promoting mechanism innovation, and integrating all the advantageous resources, so as to achieve win-win cooperation and common development.