| With the acceleration process of economic globalization,many foreign clothing companies have settled in China,the competition in the domestic apparel industry has become more intense.The competition between enterprises has changed from single product competition to profit model competition.Whether a company can survive and expand in the market depends on whether it has found a profit model that suits itself.The value chain can be said to be a value creation system combined with the enterprise profit model.The value chain structure matching the enterprise profit model can create more profits for it.In recent years,with the declining industry profits,some domestic garment enterprises have begun to try to shift from the traditional“heavy asset”manufacturing industry to the“light assets”sustainable profit model.However,in the process of implementing the light asset profit model,some companies rely on this model to obtain high profits but there are also many companies that fail to conduct reasonable and effective management and cause losses.This paper selects the representative enterprise of domestic light-asset profit model---HLA as a case,using literature analysis,case study and comparative analysis as research methods,this paper analyzes the operation mode of HLA’s light-asset profit model from the perspective of value chain,combining the operation and financial status of its light-asset profit model,to explore the advantages and problems of HLA’s light-asset profit model.In order to make the results of the financial status analysis of HLA’s light-asset profit model more objective and persuasive,this paper compares the financial indicators of HLA with the overall situation of the apparel industry.Through the research in this paper,I hope to provide direction for the future development of HLA,it also provides much reference for other traditional “heavy asset” garment enterprises in China to transform and upgrade“light assets”and the problems in the operation of garment enterprises using light asset profit model and corresponding strategies. |
