纺织品服装协议与中国纺织品服装贸易

纺织品服装协议(ATC)是乌拉圭回合谈判中,为使纺织品服装贸易回归到关贸总协定的多边自由贸易体制下,由进口纺织品服装的发达国家和出口纺织品服装的发展中国家所达成的发展纺织品服装贸易的一项重要协议。它的实施将正式取代生效二十一年的多种纤维协定(MFA)。     

绿色纺织品的生产发展所带来的机遇和挑战

文章回顾了国内外绿色纺织品的生产发展过程,对国内纺织服装企业开发绿色纺织品服装生产和贸易提出了努力方向。     

欧盟现行纺织品服装进口配额和关税情况

一、纺织品服装进口配额 1、配额的削减:欧盟基本上遵守了其在世贸组织《纺织品与服装协定》(ATC)中的承诺,经过3个阶段一体化的发展,欧盟对来自第三国纺织品服装进口维持的配额逐步削减。从2002年起欧盟尚维持着对20个纺织品服装供应方的319项配额管理,涉及共约70个类别的纺织服装产品(按欧盟分类法)。这些配额将从2005年1月1日起,随着纺织品服装部门的完全一体化被全部取消.在2005年前,如果欧盟与第三国签订了互惠的双边纺织品自由     

我国纺织品服装出口优劣势分析

改革开放以来,我国的对外贸易有了巨大的发展。1996年,我国出口总额在世界各国出口额中的排位上升到了第10位,这与我国纺织品服装的出口密不可分。1995年我国纺织品服装出口额为379.68亿美元,占我国出口总额的25.5％,贸易顺差279亿美元,1996年纺织品服装出口370.95亿美元。辉煌的成就说明了纺织品服装出口在我国的对外贸易中占据着重要的地位,是我国外汇储备的主要来源。然而随着我国纺织品服装出口问题的增多,各国针对我国纺织品服装不断实施各种贸易保护主义措施,使国内人士对纺织品服装的出口前景愈来愈感到渺茫,而新兴的纺织品服装出口国印度、巴基斯坦、孟加拉国等的相继出现,使人感到更是雪上加霜。而从近年来我国纺织品服装的出     

我纺织品出口瑞士仍有潜力

纺织品、服装多年来一直是中国对瑞士出口的主要商品。当前一些欧洲国家要求对中国纺织品服装采取限制的呼声不绝于耳,中国纺织品服装仍能在瑞士偏安一隅,应该说,中国对瑞纺织品服装出口处于稳定、有利的环境。中国纺织品服装产品在瑞士市场上占有率仍较小,这与中国纺织品服装生产大国的地位很不相称。中瑞纺织品服装贸易互补性较强,纺织品服装出口还有潜力可挖。中国对瑞士纺织品服装应致力于提高产品档次和科技含量,创立品牌,提高附加值和竞争力。2004年,瑞士纺织品、服装总进口额为74.75亿瑞郎。其中,纺织品21.31亿瑞郎,服装54.23亿瑞郎…     

乌鲁木齐将建国际纺织品服装商贸中心

今年,新疆维吾尔自治区将在乌鲁木齐建设"国际纺织品服装商贸中心",以此来促进新疆纺织服装工业的发展。新疆纺织"十二五"发展规划明确提出"二城七园一中心"的战略发展布局,为加快推进"一中心"即乌鲁木齐纺织品服装商贸中心的建设,去年新疆维吾尔自治区经信委特邀中国纺织     

产业用:新升级谋划大未来——访中国产业用纺织品行业协会会长李陵申

"产业用纺织品行业转型升级的确不同于传统纺织行业的转型升级概念",中国产业用纺织品行业协会会长李陵申在接受本刊记者采访时首先这样定义行业的转型升级。李陵申指出,产业用纺织品又称技术纺织品,不会再存在转型,它和服装、印染等行业不一样,服装企业可由低端化向品牌化发展,     

复关与我国纺织品进出口贸易

根据关贸总协定公布的资料,1991年世界纺织品及服装的贸易额达2200亿美元,其中纺织品和服装备为1100亿美元。1980～1990年的10年间,服装贸易增长明显快于纺织品,80年代世界纺织品服装贸易额年均增长率为8.8％,其中,纺织品增长率为7％,而服装年平均增长     

推动中欧纺织品服装贸易的良性发展

作为我国传统出口支柱产业的纺织服装行业,面临着国际市场保护贸易抬头、贸易摩擦不断、市场订单锐减的严峻挑战。2010年中国对欧盟纺织品服装进出口额同比上升23.59%,其中纺织品出口同比上升26.23%,服装出口同比上升22.79%,增幅分别比上年扩大了37.08和28.72个百分点,仍保持世界上最大的纺织服装生产大国、世界上最大的纺织服装出口国的地位。在全球金融危机的环境下,"反倾销"仍是中欧纺织品贸易存在的主要问题。我国要抓住纺织服装产业战略调整的机会,努力实施市场多元化战略,积极推动中欧纺织品服装贸易的良性发展。本文从最直观的数字角度,对近年来中国-欧盟纺织品服装进出口贸易进行了分析,研究了中国-欧盟之间纺织品服装贸易的现状及特征。     

2005年后的国际市场与中国纺织业前景

后配额时代对于中国纺织品服装业来说,前景是乐观的,但是必须谨慎地对待出口量激增、价格下降导致总利润下降、更多贸易保护等问题,以获得持续健康的发展。我国纺织品服装出口现状良好从全球范围看,中国目前依然是世界纺织品服装出口的第一大国从国内来说,纺织品服装出口在我国纺织业以及整个国民经济的发展中占有举足轻重的作用。近年纺织品服装在全国货物贸易中所占比重有逐年下降之势,但纺织品服装仍是我国出口创汇的主要来源。今年一季度,在全国货物贸易总体逆差的情况下,纺织品服装顺差仍保持29%的增长,增幅与去年同期持平。对主要市场…     

Commercializing new technologies: consumers' response to a new interface

Successful commercialization of new technologies is the riskiest and most rewarding form of new product development activity. New technologies are often commercialized using innovative interfaces that determine how consumers interact with a new product to obtain its functionality. Consumers' perception of uncertainty about the performance of a novel interface is a key issue in the acceptance of new products involving new interfaces. Specifically, when firms commercialize a new interface, they face two major challenges: First to identify the optimal functionality for the new interface, and second, to effectively communicate with consumers in order to reduce uncertainty about the performance of the new interface and increase adoption intentions. Despite the theoretical and managerial importance of research on consumers' response to a novel interface, very little empirical research has been conducted in this area. Building on prior research on new product development, human‐computer interaction, and consumer decision‐making, this article examines the factors that influence consumers' judgments of uncertainty about the performance of a new interface and consumers' adoption intentions. Specifically, we conducted an experiment to investigate the effect of the newness of the functionality of a new product and the effect of imagery on consumers' uncertainty about the performance of a novel interface and consumers' adoption intentions. Our results show that consumers perceive lower uncertainty about the performance of a new interface and higher intentions to adopt a new product when the new interface is introduced with a new (vs. pre‐existing) functionality. Furthermore, our results suggest that when a new interface is introduced with a new functionality, imagining the product in use increases consumers' uncertainty about the performance of the new interface and decreases their intention to adopt the new product. In contrast, when a new interface is introduced with a pre‐existing functionality, imagining the product in use decreases consumers' uncertainty about the performance of the new interface and increases their intention to adopt the new product. Our findings provide valuable guidelines for marketers in formulating new product development and communication strategies for new products involving a new interface. © 2002 Elsevier Science Inc. All rights reserved.     

New printing technology and pricing

This case study analyzes five Swedish printing houses' pricing with respect to their investments in new printing technology. The new printing technology made it possible for the printing houses to market new products and services to meet the demand for shorter delivery times and full service solutions. Although this demand was apparent, the printing houses' opportunities to capitalize on their investments depended on the characteristics of the market segment that they served. Findings indicate that the new printing technology made it possible to change prices when the new services reduced delivery time and costs, and when there were substantial differences between the new services and available substitutes. Thus, customers accepted new pricing when the utilization of the new technology resulted in financial gains and time reductions.     

The effect of new product development techniques on new product success in Spanish firms

The rate of market and technological changes has accelerated in the last years. This turbulent environment requires new methods and techniques to bring successful new products to the marketplace. Much attention has focused on new development techniques, but little empirical research has been conducted to validate these techniques. In this study, the relationship between popular new development techniques and new product success is examined. Our findings suggest that only a subset of these popular techniques is significantly related with new product success in Spanish firms. The study also identifies the main contributors to new product development (NPD) effectiveness in Spanish firms.     

New product adoption and sales performance from the importer perspective

From an international business setting, this paper investigates how importers determine new product adoptions and how exporters diffuse new products to offshore markets through importers. Using the technology–environment–organization framework, we examine the effect of innovative characteristics of selected new products, importer-specific organizational capability, and exporter-specific environmental factors, on the adoption of new products by importers. Our sample included 585 new products from 152 local import firms nested in 34 foreign export firms. The results indicate that product meaningfulness, product superiority, and customer familiarity facilitate importer success in new product adoption. Importer host-market experience enhances new product adoption and moderates the relationship between adoption and sales performance. Exporter influence of market reputation in the host market and product-innovation capability is beneficial in promoting new products for enhanced sales performance. Instead of a single focus on new product adoption, we used a cross-level model to test the factors that foster new product adoption by importers.     

Steering the Sales Force for New Product Selling: Why Is it Different,and How Can Firms Motivate Different Sales Reps?

This study investigates how to direct and assemble the sales force for new product selling. In a first step, the authors draw on self‐determination theory to explore and empirically test a threefold conceptualization of motivation. Results provide insights into why sales force steering works differently in the new product selling context. Specifically, results show that for new products’ financial performance, internalized new product selling motivation is more important than intrinsic and controlled motivation. In a second step, the authors show how firms can motivate different sales reps to achieve higher financial performance of new products. In doing so, they examine the interaction effects of sales reps’ predispositions and widespread firm‐steering instruments on new products’ financial performance. Results reveal that the new product sales orientation of the bonus strengthens the positive relationship between sales reps’ performance predisposition and new product financial performance but weakens the relationship between sales reps’ learning predisposition and financial new product performance. Moreover, results reveal that the new product sales orientation of the periodic review strengthens the positive relationship between sales reps’ learning predisposition and financial new product performance. A post hoc analysis shows that a differentiated steering approach that matches appropriate steering instruments with sales reps’ varying predispositions substantially enhances reps’ financial new product performance.     

中国新能源上市公司成长性评价研究

发展新能源产业是我国实现能源结构转型和发展低碳经济的重要途径，研究新能源行业上市公司的成长性有助于了解新能源产业的发展态势。本文分析了影响中国新能源上市公司成长性的关键因素，并构建成长性评价指标体系，收集36家新能源上市公司2011～2015年的面板数据，采用因子分析对我国新能源上市公司的成长性进行综合评价，并对不同类型的新能源上市公司成长性进行对比分析。研究表明，我国新能源上市公司整体成长性偏低，多数企业追逐短期盈利，各分项能力发展不均衡；不同类型的新能源上市公司成长性和各分项能力存在较大差异。     

Strategies for improving new product adoption in uncertain environments: A selective review of the literature

The literature on new product development is replete with studies on new product performance and success. But there is not yet a coherent theoretical framework for understanding strategies for increasing new product adoption in uncertain environments. This conceptual paper reviews the findings about new product performance in the literature and conceptualizes a framework and its related propositions for improving new product adoption. The proposed framework integrates the concept of continuous learning to market orientation to enhance upgrading of capabilities for new product development and extensive communications in uncertain environments. It is also suggested that customer commitment offers a new theoretical insight for improving new product adoption from trust in product-user interface and cooperation with internal and external customers in the new product development process. Furthermore, customer commitment provides a long-term perspective for effective targeting of customers that differentiates low and high commitment customers.     

Understanding the trade-off between familiarity and newness in product innovation

Studying the trade-off between developing new products that exploit a focal firm's familiar current knowledge resources and developing new products that explore knowledge resources that are new to the firm, we show that new products perform better when the new products are neither too familiar nor new to the firm, in contrast to the findings reported in prior research indicating that both types of new products are positively related to new product performance. The results were consistent for the familiarity and newness of both technological and market knowledge. In addition, the study revealed that while focal firms' inter-organizational network ties involving their supplier firms attenuated the potential negative impacts of technological familiarity and newness, their inter-organizational network ties involving their buyer firms lessened the potential negative impacts of the familiarity and newness of market knowledge that their new products required.     

How New Product Introductions Affect Sales Management Strategy: The Impact of Type of "Newness" of the New Product

How do firms adjust sales management strategy for new product launch? Does sales management strategy change more radically for different types of new products such as new‐to‐the‐world products versus product revisions? Because firms introducing a new product rely considerably on their sales force in the product launch effort, the types and degree of changes made in managing the selling effort are important issues. Past studies have demonstrated that firms make substantial adjustments in their sales management strategy when they introduce a new product. This study expands on previous investigations by examining whether sales management strategy changes are conditioned by the type of newness of the new product to the market and to the firm. Australian sales managers were asked to respond to a mail questionnaire concerning pre‐ and post‐new product launch sales management activities. Three groups of firms were compared: (1) those with new‐to‐the‐market and new‐to‐the‐firm products (i.e., new‐to‐the‐world products); (2) those with products new to the firm but not new to the market; and (3) those with products that are revisions to the firm and not new to the market. The study finds that firms do not make the most adjustments for products with the greatest degree of market newness—the new‐to‐the‐world types of products—except in the sales management strategy categories of compensation and supervision. In the other sales management strategy categories defined for study—organization, training, quotas and goals, and sales support as well as for all categories in the aggregate—sales management strategy changes were greatest in incidence, as measured both by the percent of firms making changes and the average number of changes per firm, when the new product was new to the firm but not new to the market. These results suggest that, because different types of new products face different competitive environments, there may be greater incentive for a not‐new‐to‐the‐market new‐to‐the‐firm product to make changes in sales strategy. Uncertainties about market size and customer location with new‐to‐the‐world products may limit the understanding of what changes to make in the strategy categories of quotas and territories. Similarly, uncertainties about product use and customer acceptance of new‐to‐the‐world products may limit the development of training and sales support materials by these firms. Instead, these firms may rely more on compensation and supervision to direct sales efforts for new‐to‐the‐world products. However, observing the market experience and performance of the first‐to‐market product can benefit firms launching a not‐new‐to‐market and new‐to‐the‐firm product, allowing them to rely more on strategy changes in training, sales support materials, organizational adjustments such as redeployments, and quotas.     

Innovative versus incremental new business services: Different keys for achieving success

In companies where new product development plays an important strategic role, managers necessarily contend with a portfolio of projects that range from high technology, new‐to‐the‐world, innovations to relatively simple improvements, adaptations, line extensions, or imitations of competitive offerings. Recent studies indicate that achieving successful outcomes for projects that differ radically in terms of innovativeness requires that firms adjust their NPD practices in line with the type of new product project they are developing. Based on a large‐scale survey of managers knowledgeable about new product development in their firm, this study focuses on new business‐to‐business service projects in an attempt to gain insights about the influence of product innovativeness on the factors that are linked to new service success and failure. The research results indicate that there are a small number of “global” success factors which appear to govern the outcome of new service ventures, regardless of their degree of newness. These include: ensuring an excellent customer/need fit, involving expert front line personnel in creating the new service and in helping customers appreciate its distinctiveness and benefits, and implementing a formal and planned launch program for the new service offering. Several other factors, however, were found to play a more distinctive role in the outcome of new service ventures, depending on how really new or innovative the new service was. For low innovativeness new business services, the results suggest that managers can enhance performance by: leveraging the firm's unique competencies, experiences and reputation through the introduction of new services that have a strong corporate fit; installing a formal “stage‐gate” new service development system, particularly at the front‐end and during the design stage of the development process; and ensuring that efforts to differentiate services from competitive or past offerings do not lead to high cost or unnecessarily complex service offerings. For new‐to‐the‐world business services, the primary distinguishing feature impacting performance is the corporate culture of the firm: one that encourages entrepreneurship and creativity, and that actively involves senior managers in the role of visionary and mentor for new service development. In addition, good market potential and marketing tactics that offset the intangibility of “really new” service concepts appear to have a positive performance effect.