| Along with the technology innovation, the design, production, sales and other linked activities of all kinds of products are not limited to the interior of one enterprise any longer. All these segments can be distributed to all over the world in accordance with the comparative advantage. In the background of economic globalization, some dominant manufacturing enterprises in the world are increasingly focusing on R&D, marketing and other high value-added segments, and transfer the low value-added segment of production off-shored to the countries and regions with low labor costs. These leading enterprises integrate resources in the global scope and bring the suppliers of each segment into the Global Value Chain which is under the control of the leading enterprises.The Global Value Chain (GVC) theory is an emerging theory, and mainly researches the formation mechanism of the value chain, internal structure, division of labor, coordination, value distribution and its change. Its research content mainly includes the driving force, governance and upgrading these three aspects in the global value chain. The governance of global value chain research how to coordinate the value chain structure, power distribution and the relationship between each segments; The GVC upgrading research behavior of subjects in the value chain and how to improve the ability of the enterprise and the status in the value chain.Traditional textile and apparel industry is a typical labor-intensive industries. In developed countries, the high labor costs have become the bottleneck to make profit, so, leading enterprises of textile and apparel industry in the developed countries transfer production processing segments to developing countries and regions, and they themselves are mainly engaged in R&D and design, brand marketing segments to obtain higher profits. Global value chain of Textile and clothing have formed in the1960s, and as countries factor endowments such as labor costs changes in the conditions of comparative advantage the production base dynamically transfer from Europe and America, the first, then transferred to Japan, then from Japan transferred to China’s Hong Kong, Taiwan and South Korea and other emerging economies. Since the1990s, the world’s main textile clothing production base transfer to China and Southeast Asian countries, and some countries in South America.Since the1990s, as the deepening of the level of China’s opening policy, relying on cheap labor and good manufacturing base, a lot of Chinese enterprises in the form of OEM (original equipment manufacturer) embed into low-end manufacturing segments of the global value chain.The current global value chain is dominated by international buyers or multinational companies of developed countries. They are in the position of rulers, market access rules formulated, setting up barriers to entry, determine what shall " be produced and how to produce and by who to produce, how to distribute the interests. Upgrading of the enterprises who embedded the global value chain by low-end depends not only on their willingness and ability, to a great extent, subject to its position in the value chain governance mode. Therefore, the relations between value chain, governance and the upgrading of enterprises have important practical significance.China’s textile clothing enterprise faces initiative upgrade pressure based on improving competitiveness themselves and the passive upgrade pressure based on external competitive pressure. And restricting Chinese textile clothing enterprise upgrading existing deficiencies of factors, such as equipment backward, labor productivity is not high, lack of technical innovation ability, the scale of the enterprise has generally small, lack of well-known brand, and to meet global quality, social and environmental standards, also has the very big disparity From leadership governance obstacles, such as the leading enterprise control value chain in every link of the qualifications, lock moved the profit space for the company OEM, restrain the China textile and clothing enterprises’independent innovation ability cultivation, control enterprise upgrade process.The article thinks that our country textile clothing enterprise functional upgrading goal is high value added ends of brand marketing, fashion design and development of new fabrics such links extensions. The high-end link analysis of these value chain, it is easy to see why they require enterprise have excellent technical ability or market ability. Follow such thinking, the article propose three upgrading paths:based on the marketing ability to upgrade (method1), based on technical ability to upgrade (method2) and based on market capacity and technical ability combination of two-way upgrade (method3), and points out the application condition and applicable objects of the three upgrade way.Based on the analysis of the above, the article respectively uses the two cases of LOFTES home textile and Youngor Group, and point out that the LOFTES "going out" strategy is based on market ability to upgrade, Youngor vertical integration and brand marketing strategy is based on market capability and technical ability of two-way upgrade way combined. The article also discusses the upgrading method for medium and small-sized textile clothing enterprise, and point out the multi-level global value chain pattern in China actually provides a good upgrade opportunities for medium and small-sized textile clothing enterprise, such as in class1and2kinds of value chain of technology and experience obtained inside not only can help enterprises to realize process and products upgrades in the chain inside, but also may help enterprises obtained function upgrades in class3value chain. Finally, it presents a our country textile clothing enterprise upgrade:attention to developing countries, explore the domestic market in high-end market; Strengthening self-directed innovation consciousness, actively cultivate advanced elements; Training large enterprise group, construct a kind of local value chain. |
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