First, there is a geopolitical "sheepfold dilemma" in China, and the terrain of China looks like a sheep from the air. China has Himalayas and Tanggula Mountains in the southwest, Kunlun Mountains and Tianshan Mountains in the northwest, which are like natural fences to separate China from Eurasia. There are Qilian Mountains and the yinshan mountains in the north of China, but these natural fences are relatively short, so Qin Shihuang and Ming Chengzu successively built the Great Wall of Wan Li and turned it into an "artificial fence". These constitute the geographical "sheepfold characteristics" of China. China has Bohai Sea, Yellow Sea and East China Sea in the east and South China Sea in the south. Although he could go to sea, the Ming and Qing emperors with strong farming civilization closed their doors to the outside world with the policy of "not going to sea". In its heyday, the Qing Dynasty gradually became a sheep trapped in a "sheepfold" in its economic development, and was finally slaughtered by imperialism. The first unequal treaty in China's modern history was the Sino-British Nose-piercing Treaty, and the leader of China was a British lion. However, Britain was not satisfied. It tore up the Treaty of Nose Penetration and forced the Qing government to sign the enhanced treaty of nanking.
Secondly, there is a "sheepfold dilemma" in China culture. China is a rare sheep totem country in the world. Yan Di Shennong, the ancestor of farming culture in China, was born in Changyang Mountain, Shaanxi Province, with sheep totem as the highest totem. There are Wuyang Temple in China, Qingyang Palace in Chengdu, Huayang Palace in Xi and Shenyang Temple in Zhengzhou. This kind of culture is nostalgia for homeland and relocation in different places, unlike the nomadic culture of lion totem in Europe and America (lion is the most important animal totem in Europe and America, and the national emblems of Britain, Holland and Spain all have lion totem), and unlike the nomadic culture of wolf totem in Japan and South Korea (both Japanese and Korean cultures belong to Altai civilization, with wolf totem as the highest totem), they like to explore. Caught in the cultural dilemma of the sheepfold, the Yugur people in China are popular with a kind of wedding "sheepfold mat", which is intriguing. There are well-known clothing companies in Shaanxi Province, such as Qiyang Company, Leading Company and Sheep Boss Company. In 2009, the trademark of Yanghe Company, the largest A-share company in China, was Aries ... China people are very satisfied with this sheepfold culture and sheep totem.
Third, the "sheepfold dilemma" in China traffic. Although, 2000 years ago, Zhang Qian in the Han Dynasty dredged the Silk Road in the Western Regions; 600 years ago, Zheng He took the lead in opening ocean voyage and dredging the Maritime Silk Road in the world, but in the past, China did not go out as a global super enterprise. In modern times, the main channel of foreign trade logistics was monopolized by East India companies in capitalist countries such as Britain, France, Spain, Portugal, the Netherlands and the United States. Fall into the "sheepfold dilemma" of circular economy. The "sheepfold dilemma" points out that China's reform and opening up and its accession to the WTO are to break the sheepfold dilemma and go out. However, for a long time, China's economy has paid more attention to production than circulation, and paid little attention to logistics and circulation industry. This has also caused China's service trade deficit from 1992 to 20 12 for nearly 20 years, with the highest deficit in transportation and logistics. China's logistics channels are monopolized by European, American, Japanese and Korean enterprises. In 20 1 1 year, China became the second largest trading country in the world after the United States, and it is expected to become the largest trading country in the world in 20 13. More than 90% of global trade depends on shipping. If a big trading country loses control of logistics resources, it is often difficult to ensure its own economic security. China has long had two weaknesses in foreign trade logistics:
First, China's shipping market has long been monopolized by Japanese, Korean and Nordic shipping giants, especially in strategic resources such as iron ore, oil and liquefied gas. At present, Mitsui, a Japanese merchant ship, is the world's largest liquefied gas shipping enterprise, and the Japanese mail ship is the world's largest iron ore shipping enterprise and the world's largest automobile shipping enterprise, and monopolizes the relevant market in China. From 1992 to 20 12, China's foreign service trade has been in deficit for nearly 20 years, and the highest deficit is shipping and other transportation logistics service trade.
Secondly, China's maritime transport corridor has long been restricted by the "first island chain" and "second island chain" controlled by the United States, Japan and their strategic allies. Abe's strategy of "encircling" China is also aimed at restarting the Cold War mentality. During the Cold War, the western forces led by the United States put forward an "island chain plan" to block and embargo China, and built a "first island chain" and a "second island chain" from the East China Sea of China to the South China Sea and the Pacific Ocean, thus cutting off China's international maritime logistics channel. Diaoyu Island in China is located near the Miyako Strait in the East China Sea Logistics Corridor in China, while some islands in the South China Sea in China, such as the Philippines and Viet Nam, are located in the South China Sea Logistics Corridor in China, which is the main sea passage to the Straits of Malacca. At the end of 20 12, Shinzo Abe, who returned to the Japanese prime minister's throne, put forward the strategy of containing China, which is to win over the United States, Vietnam, the Philippines, Indonesia and South Korea and build a sheepfold in China.
"The sheepfold dilemma" points out that China needs to solve the problem of short-legged logistics, especially maritime logistics, railway logistics and aviation logistics. Yang Daqing pointed out in "Supply Chain is King" (published by China Development Publishing House) that the development of manufacturing industry in all countries generally goes through four stages: production is king, marketing is king and supply chain is king.
The first stage is "production is king". This stage is a "shortage economy era", and the supply of goods is in short supply, and enterprises often worry about how to produce more. Before 1980s, most industrial enterprises were "production-oriented". "Iron Man" Wang Jinxi and other national model workers are the models of this era, and mass production has promoted the great development of industry. Today, China manufactures more than13 of the world's household appliances, 50% of the world's color TVs, 50% of the world's mobile phones, 70% of the world's air conditioners and nearly 100% of the world's microwave ovens. ...
The second stage is "marketing is king" or "brand is king". With the expansion of production scale and the improvement of production efficiency, social goods are gradually enriched, and enterprises often worry about how to sell more, so "marketing packaging" has become the key. Around the 1990s, He Yangcheng, the "king of creativity" whose creativity can sell for hundreds of thousands of yuan, became the darling of the times, and the "golden idea" won in marketing packaging. Shi Yuzhu's "melatonin" drink and Qin Chi's bid for the title of CCTV are mostly popular through marketing.
The third stage is "channel is king". With the extensive establishment of corporate brand culture, the overall improvement of social commodity quality, more and more homogeneous products, repeated "price wars", profits are diluted, enterprises often worry about how to get more profits, and "channel is king" is popular. Because of this stage, the problem of production and marketing has been solved, and enterprises have entered the channel competition. At the end of last century, whoever mastered the retail channel would have the right to speak. Huang Guangyu, founder of Gome, won the title of "Channel is King" and became the richest man in China. Gree, which occupies 60% of the global air-conditioning market, also relies on Dong Mingzhu's self-operated channels to conquer the world.
The fourth stage is "supply chain is king". This stage is also an "era of surplus economy", and production, marketing and channels are no longer big problems. First of all, the market demand is changing to personalization, and consumption has become the core of the value chain. Secondly, the channels are becoming more and more diversified. It is not traditional retailers who have the right to speak, so The Home Depot, B&Q and Best Buy collapsed in China, while supply chain service providers such as Alibaba and Amazon, which integrate information flow, capital flow, logistics and business flow, gradually rose.
The book Supply Chain is King points out that global industrial competition has entered the era of "supply chain is king". As can be seen from Apple, the company with the largest market value in the world, by 20 12, Apple has ranked first among the top 25 global supply chains for the fifth consecutive year. Although China produces one-third of the world's smartphones, many enterprises are just migrant workers in the downstream supply chain such as Apple and Samsung.
The book points out that in the Internet of Things era, the future channels will focus on mobile terminals such as smart phones, rather than ordinary supermarkets or department stores. Supply chain competition is a comprehensive competition that integrates business flow, logistics, capital flow and information flow. It is difficult for traditional physical retail channels to compete with emerging companies such as Amazon and Alibaba in terms of "four streams" integration ability and response speed. Traditional channels need to be transferred to mobile terminals such as handheld computers and smart phones.
In 20 12, Amazon, the second largest e-commerce company in the world among the top 25 companies in the global supply chain, has entered the smart phone. Google, an American company that acquired Motorola, has entered the e-commerce market, and launched Everyday Express, turning to supply chain service enterprises. South Korea's Samsung, which ranks first among the top enterprises in Asia-Pacific supply chain 15, is already the largest smartphone supplier in the world. In 2009, Samsung and China Unicom joined hands to enter the mobile e-commerce market in China. As the largest e-commerce company in Asia, Alibaba is also seeking to launch smart phones in Alibaba Cloud to seize the handheld e-commerce market. Traditional manufacturers and retailers in China need to change their ideas and jointly develop the handheld device market.