Investigation and research is the foundation and basis of the association's work, and it is also the premise and guarantee for the association to carry out various activities. In 20 12, in order to know the actual situation of production and operation of enterprises, the secretariat of the association began to carry out special research activities on member enterprises in the form of questionnaire in March ("20 12"), involving more than 60 well-known brands/kloc-0, more than 400 demonstration stores and 40 AAA credit enterprises. During the investigation, the association also sent special personnel to visit Shenzhen, Guangzhou, Shanghai, Zhejiang, Jiangsu, Shandong, Liaoning, Yunnan and other places to understand and master the actual situation in the development of the industry to a certain extent. The investigation is now analyzed as follows.

1.20 12 analysis of jewelry processing and retail industry

This survey investigates the output value, processing capacity and net profit rate of processing enterprises from 20 1 1 to 20 12, as well as six indicators of retail sales, sales volume and net profit rate. From the data point of view, although the ratio of 20 12 is different, it still belongs to the growth trend as a whole. See table 1 for specific data.

Table 1 20 12 Table of Increase and Decrease Ratio of Processing and Retail Indicators of Jewelry Enterprises

As can be seen from the table 1, the output value of 24% processing enterprises has shrunk, but the output value of 74% enterprises has still increased. Although the output value does not directly represent the operating conditions and economic benefits, it can also reflect the total production results as a whole. Accordingly, the processing capacity of 20.93% processing enterprises decreased, that is, the order decreased, the processing capacity decreased, and the processing capacity of 74.42% processing enterprises increased.

For retail enterprises, the change of sales depends on the quantity of sales and the thickness of profits, and the reduction of sales will inevitably lead to the decline of sales. From the table 1, it can be seen that 24.47% of enterprises' sales volume decreased, which led to 22.86% of enterprises' sales volume decreased, but 74.47% and 75.24% of enterprises' sales volume and sales volume increased simultaneously.

At the same time, the decline in sales also leads to the reduction of orders in the cycle of order-purchase-sales. From the table 1, we can also confirm this phenomenon, that is, 24.47% of the sales volume decline led to 20.93% of the processing enterprises' processing capacity decline.

In order to maintain normal production and operation, enterprises have to cut profits. From the net profit rate of processing and sales, it can be seen that although only a quarter of enterprises' processing capacity and sales volume have not increased, the profits of processing or sales enterprises of 43.9 1% and 5 1. 19% have decreased, 17.07% and 65438. It can be seen that the profit of the jewelry industry is getting thinner and thinner.

2. Analysis of sales model

Judging from the sales model in recent years, it can be divided into two categories, one is self-employment and the other is joining. These two categories have their own advantages and disadvantages in channel expansion, brand building and profitability.

2. 1 Franchised Store

Self-operated stores are mainly divided into in-store stores and independent stores. In 20 1 1 year, the proportion of in-store stores and independent stores was roughly 1.8 1: 1, and by 20 12 years, the proportion dropped to 1.76: 60. In 20 12, 73.96% of enterprises chose to operate both in-store and independent stores, 16.67% chose to open only independent stores, while only 9.38% opened only stores (as shown in figure 1), which shows that enterprises not only opened up new sales channels and situations, but also paid more attention to them in the process of brand building.

According to the survey data, 63.492% of the jewelry industry adopts the management mode of self-operated and joint operation, of which 60% are franchised stores and 40% are self-operated, accounting for 38. 10% and 25.40% respectively. However, some enterprises adopt the mode of self-management or joining, accounting for 34.92% and 1.587% respectively (Figure 2).

Figure 1 Proportion of self-operated stores, in-store stores and independent stores.

Figure 2 Proportion of self-operated and franchise modes in total sales mode.

The main advantage of the self-operated mode is that it has complete control over the store and a high degree of control over the store management and goods management. But also help the company to maintain its brand image and provide good after-sales service. By the end of 20 12, enterprises with less than 100 self-operated stores accounted for almost 90% of the total (see table 2 for details), indicating that in the process of enterprise development, it is a slow process from independent opening to gradual expansion, which requires enterprises to pay a lot of manpower, material resources, financial resources and energy; Self-operated enterprises 1000 are rare, accounting for only 0.8 1% of the total (see table 2 for details). The transformation from 100 to 1000 needs more support and maintenance from brand strategy, cultural strategy and management strategy, and also shows strong brand strength.

Table 2 Number and proportion of self-operated stores

2.2 Franchisee

The advantages of joining mode, as far as the head office is concerned, do not need store location, lease decoration, recruitment and other procedures. And the initial capital investment is small, so the expansion speed is much faster than the self-operated model. In addition, because dealers and franchisees are familiar with local consumption habits, the probability of successful store expansion is relatively high. The disadvantage is that the company's control over stores is weak, so the brand maintenance cost is high, and rapid expansion may lead to lagging management. As can be seen from Table 2, the number of enterprises with 50 franchise stores accounts for 50% of the total number, and the growth rate of continuing to open stores also exceeds 100% (see Table 3 for details).

Table 3 Number and proportion of franchisees opening stores

Comparing the proportion of self-operated stores and franchised stores, it can be seen that the proportion of self-operated stores is higher than that of franchised stores on the order of magnitude below 100, and conversely, the proportion of franchised stores is higher than that of franchised stores with more than 100 (see table 3 for details). It shows that in the early stage of enterprise development, it is best to practice internal strength, master the management of shops, goods and personnel, and then gradually expand the franchise chain channels in order to win steadily. At the same time, by comparison, the ratio of franchised stores to self-operated stores of 20 1 1 is 2.54: 1, and 20 12 is reduced to 2.45: 1, which also shows that brand enterprises are paying more and more attention to the development of self-operated business. Although the franchise model has many advantages, the self-operated model is still the mainstream trend in the future.

Table 4 Proportion of self-operated stores and franchised stores

In addition, among the interviewed enterprises, the number of franchised stores decreased by 3.66% and the number of self-operated stores decreased by 8.87% in 20 12 compared with 20 12, which also confirmed the fact that the performance of some processing and sales enterprises in jewelry industry declined in 2012, but the overall performance of processing and sales enterprises declined.

2.3 area

In terms of geographical choice, many national brands have opened stores in important cities, and brands in Beijing, Shanghai, Jiangsu, Zhejiang, Guangdong and other regions have high saturation and fierce competition; Secondly, Tianjin, Liaoning, Hebei, Shandong, Shanxi, Anhui, Fujian, Henan and other municipalities and provincial capitals are almost all occupied by well-known jewelry brands. Although there are not many brand enterprises in other provinces, with the rapid economic growth in recent years, it also shows great purchasing potential, which is bound to become a blessed place for major brands to compete for opening stores in the next round.

3.R&D situation analysis

In recent years, with the transformation and upgrading of jewelry industry, more and more enterprises realize that technological innovation is the core strategy of enterprise development and the fundamental way to enhance brand value. Through a series of technological transformation and product research and development, a large number of brand enterprises have always been at the forefront of the industry.

In the past few years, foreign designers and craftsmen have been heavily hired to innovate technology and design style. Now, we pay attention to scientific and technological innovation, increase R&D efforts, set up R&D teams, explore and cultivate outstanding national designers and craftsmen in China, and make the Chinese jewelry industry achieve good results in jewelry design and technological transformation. Many enterprises' products have won numerous awards in various jewelry design competitions at home and abroad, and a number of environmentally-friendly jewelry processing equipment have been put into use, greatly improving the overall environment of enterprises.

According to the survey data, in 20 1 1 year, there were11patent under application and approval, and in 20 12 year, there were 1234 patents, 20/. Although the number of R&D team only accounts for about 3% of the total number of employees, the R&D team is also growing and the number of personnel is increasing year by year. Thirty percent of brand enterprises have invested more than100000 yuan in R&D, some enterprises have invested as much as 45 million yuan in R&D, and the total investment of interviewed enterprises in R&D is 589.02 million yuan, with an average investment of nearly 5 million yuan per enterprise.

4. Personnel structure analysis

For enterprises, talent is the most precious resource, and market competition is talent competition in the final analysis. Therefore, enterprises will put the construction of human resources in an important position of development, strengthen the reform and innovation of management concepts and models, build a scientific and efficient human resources system, and build a solid talent support for the rapid and stable development of enterprises.

4. 1 job title ratio

In the employee structure of jewelry processing and retail enterprises, the proportion of junior workers is 2 1.44%, the proportion of intermediate workers is 12.88%, and the proportion of senior workers is 5.57%. The proportion of technicians gradually decreased to 3.6 1%, while only those with senior technician titles accounted for 1.6 1%. It can be seen that the proportion of mature middle and senior workers needs to be improved.

Figure 3 Scale diagram of enterprise name

4.2 personnel turnover rate

In addition, the current turnover rate of jewelry industry is around 9.79%. There are 7. 1% enterprises whose staff turnover rate is over 30%, 7 1.4% brand enterprises whose labor turnover rate can be controlled within 10%, and 42.86% brand enterprises whose labor turnover rate can be controlled within 5%. Generally speaking, the turnover rate of retail enterprises is slightly higher than that of processing enterprises.

In order to alleviate the great pressure and loss caused by brain drain, large and medium-sized enterprises in jewelry industry pay more and more attention to the vocational training of employees. Some enterprises have their own training departments, and some enterprises employ experts to comprehensively train salespeople from top to front. Whether it is academic education, vocational education or skill training, it is increasingly recognized and valued by the industry. For example, the proportion of trained diamond inspectors and jewelry salesmen has increased year by year.

Not only that, but we also know that many enterprises, especially brand enterprises, pay more attention to improving the level and intensity of scientific management, retain talents with humanized management, improve employees' sense of belonging, identity and happiness, and enhance team cohesion and combat effectiveness, which are effective methods and guarantee conditions for promoting development and building brands.

4.3 Certificate mount guard rate

According to this survey, 38.54% of enterprises have a certificate of 1.000%, and 79.2% have a certificate. Only 1.6% of enterprises have a certificate of less than a quarter, which shows that the whole industry has made gratifying achievements in building a training system.

5. Research conclusions

(1) In 2012 years, the processing capacity of some enterprises in the jewelry industry decreased, but the overall processing capacity still increased slightly compared with 20 1 1 year. Although the sales volume and sales volume of jewelry retail enterprises fluctuated or slowed down, they maintained an overall growth trend.

(2) Jewelry sales channels are more diverse, and self-operated stores and franchise stores are still the main modes; Shops are more widely distributed, and third-and fourth-tier cities have great potential in regional selection.

(3) Jewelry enterprises' awareness of R&D is constantly improving, and their investment and projects in R&D are increasing year by year, and the strength of independent R&D is gradually strengthened.

(4) Team building has achieved remarkable results, and the quality of industry personnel has been continuously improved.