Research on Upgrading Model of China's Sports Goods Enterprises——Based on Global Value Chain Perspective Date:2015-11-18 13:13
Research on the Upgrading Model of Sporting Goods Enterprises in China Liu Qiang (Tianjin University of Foreign Languages ​​Sports Department, Tianjin 300204, China) The factors of enterprise upgrading, put forward three models for the upgrading of sporting goods enterprises in China: the model based on market expansion capability; the model based on technological capability upgrade; Market expansion ability and technical ability upgrade two-way combination mode. 1959-), Male, Tianjin City, Associate Professor. China, as a large developing country and the world's largest trading supplier of sporting goods, has encountered various forms of trade and non-trade barriers, domestic industrial restructuring, and increased supply cost constraints. How can we achieve the sporting goods industry in China? Upgrading, thus occupying a high value-added link in the global value chain, is currently a hot issue that is concerned by the sports community and even the community. This research is based on the research framework of the global value chain, and analyzes the constraints and mode choices of the upgrading of sporting goods enterprises in China. 1 The production and business activities of the global value chain of sporting goods companies are essentially dynamic processes of value creation. Each company is a collection of activities in the process of designing, producing, selling, sending, and supporting its products, and all of these activities can be represented by a value chain. In the context of economic globalization, resources are optimally allocated on a global scale, and the production and sales process of the same commodity is fragmented (fragmentation) in a segmental manner and is generally distributed discretely in space. As a result, a multinational production organization system is formed around the production and sales of a certain commodity, and enterprises and institutions of different sizes distributed throughout the world are organized in an integrated production network, thus forming a global value chain (globalvakiechaHGVqm. profit distribution The unevenness is a distinctive feature of the global value chain. At both ends of the global value chain are R&D, design, branding, and marketing. The developed countries are firmly controlled to extract high value-added monopoly profits and economic rents. The least profitable manufacturing and assembly processes are occupied by developing countries, and the profit distribution of global value chains is also vividly called the “smile curve.†Sports goods companies include the production and sales of sports equipment, sportswear, and sports shoes. Companies such as hats, bags, etc., as well as companies that produce and sell other products that consumers need to participate in or watch sports, such as companies that produce licensed merchandise, collectibles, and souvenirs.The global value chain of sporting goods companies includes raw material processing, Product design, manufacturing and sales of sporting goods, etc. 2 China's sporting goods The status quo of the industry in the global value chain The 2008 Beijing Olympics held a steady and rapid increase in the volume of imports and exports of sporting goods. According to statistics from Shenzhen Customs, from January to July 2008, Shenzhen Port imported sports goods worth US$17.99 million, which is the same period of last year. In the same period, the port exported US$5.8 billion worth of sporting goods, a year-on-year increase of 311%. The Olympic Games, the world’s largest event, attracted two thirds of the world’s attention to Beijing and China, so the domestic market has become a major sporting goods company. The focus of competition for industrial resources has become fiercer, and various aspects of the industry value chain have already faced changes. However, in various situations, the global value chain links embedded in China’s sporting goods companies are currently limited to those with low added value. From a profit perspective, the overall profitability of China's sporting goods industry is relatively low, with an average profit rate of only 19.36%, which is 577% lower than that in the United States (25.13% in the United States) and 5 times lower than the world average (world average 24.56%); From the perspective of product structure, competitive sporting goods mostly belong to labor-intensive products, and export products are basically in the country. The lower end of the division of labor and value chain is mainly based on OEM and OEM. About 50% of them belong to processing and 40% belong to general trade. However, it is extremely rare to actually use domestic brands to make investments, but in technology and capital investment. The demand for new types of fibers and fabrics, dyeing and finishing, and environmental protection products are quite different from those of developed countries. For example, most of the raw materials needed for table tennis equipment in China’s world-renowned/double happiness are dependent on imports; from the perspective of growth, Most sporting goods companies follow the extensive growth pattern and mainly rely on price competition. For example, the popular export-oriented sports shoes, sportswear, etc., which have long been exported in China, have an average export price lower than that of similar worlds. With one-tenth of the brand name, Chinese companies only earn a very small amount of processing fees, but in terms of technological innovation, especially in design and research and development capabilities, brand management capabilities and rapid response capacity is weak. Therefore, on the whole, China's sporting goods companies are at the low end of the global value chain, and face fierce market competition, they can only fight for quantity, competitive prices, and grab exports. As a result, they are vulnerable to so-called impoverishment." (Inmiserizing Growth) Or, only moderate-scale production and incremental innovation can yield meagre benefits.3 General theory of enterprise upgrading from the perspective of global value chain In the context of global value chains, upgrading refers to being in the value chain. The enterprises in the process use the value chain to obtain technological progress and market links, thereby enhancing the competitiveness and the dynamic process of shifting economic activities that can bring higher profits. Gereffi believes that: Throughout the value chain activities, The interaction of the value chain leader can accept the spread of the leading company's technology, capital, knowledge and information, and at the same time, the leading company to ensure product differentiation, achieve timely delivery, ensure that products and services meet the requirements of the international market, will supervise and Assisting Canadian companies in investing in advanced equipment, technology, human resources, etc. The industry can optimize the process through the internal process at the value level, reduce costs and increase production efficiency; upgrade products by improving old products and introducing new products to improve product market adaptability; optimize internal activity structure and increase industrial added value (if involved in design , brand building and network marketing function upgrades. From OEM to ODM to OBM conversion is often seen as the upgrade of the upgrade of the road chain, from the original value chain to a new, high value of the relevant value chain. According to common experience, upgrading generally follows a gradual process from process upgrade to product upgrade to functional upgrade and finally to chain upgrade, but it should be pointed out that when technological breakthroughs occur, the upgrade trajectory may break through conventional methods. Analysis of obstacles in the upgrading of sporting goods companies 4.1 The lack of management departments and the standardization of sporting goods need to be strengthened. The related industries are behind China's sporting goods industry. Although they serve sports services, they have complicated affiliation relationships, large industry spans, and fragmentation. Caused the actual lack of competent authorities, lack of First, the development strategy, the problem of low-level redundant construction, and the standardization of the sporting goods industry lags behind. So far, the standardized rate of domestically produced thousands of sporting goods has been less than 10%. 21. Most sporting goods enterprises in China continue to use industries and The internal standards and national standards of enterprises still have problems of low standards, long standard age and international quality standards, and there are lax enforcement standards and large random factors. Some sporting goods companies even imitate and counterfeit world famous brand products. Or the landmark products, the technical standards are even more inconceivable, and a sound related and supporting industry means that the domestic sporting goods industry that they supply can be more easily and cheaper than the foreign competitors. The supply of technology is more advanced, but in China, for example, raw materials supply, raw materials and semi-finished products of traditional sporting goods such as table tennis companies have sufficient supply, and raw materials needed for emerging sporting goods are due to printing and dyeing raw materials and technological reasons. A serious shortage often requires purchasing from overseas. In recent years, although there have been many breakthroughs in the development of new materials in our country, few results have been applied to competitive sports equipment. This has affected the discourse power of China's sporting goods companies in the global value chain and the development of supply of sports materials and raw materials with high profit margins in the upstream of the value chain. 4.2 The company is small in scale, high in cost and poor in quality. After many years of development, China's sporting goods manufacturing industry has experienced a process from scratch, from weak to small. In 2007, there were about 3.08 million sporting goods manufacturers in China, together with upstream component suppliers and downstream product distributors. There are about 4.08 million sporting goods companies in China. However, only sports products with an output value of more than 20 million yuan are available. Of the 17 companies with a taxation of more than 2 million, there are only 15; and the labor force is on a low scale. Most of them are mainly engaged in the labor-intensive manufacturing part of the processing level and the production of products that are price competitive in the mature period; in terms of quality, and foreign In contrast to the large gap, sports equipment is taken as an example. At present, only two kinds of equipment in China's eight projects have been approved by international sports organizations as international sporting goods. This situation is even more obvious in competitive sports. At the Beijing Olympic Games that have just ended in China, bicycles and kayaks that are as large as 100,000 yuan or more, and badminton that is small enough to be used to meet the competition are mostly imported. Therefore, in general, China's sporting goods companies have not been able to form large-scale operations and cannot generate economies of scale. Therefore, high product costs, poor quality, and weak competitiveness are not conducive to the full accumulation of companies in the current global value chain. 4.3 Inadequate R&D Capabilities of Enterprises and Weak Consciousness of Protection of Intellectual Property Rights In recent years, the total export volume of sporting goods in China has maintained an annual growth rate of over 20%. According to China's customs statistics, in 2007 China's export volume of sporting goods was 5097 billion (one thousand kilograms), a year-on-year increase of 1549%; the export amount was 8ft 8100 million U.S. dollars, an increase of 2206% year-on-year. However, most of the sporting goods companies in China rely on processing materials. And imitate, or only pay attention to individual factors of the product, one-sided emphasis on low-cost, ignore the research and development of product technology. There is a technical quality problem in products. Sports products are products with professional characteristics. The development of modern sports technology requires the high-tech content of such products. In China, there are serious shortcomings in the development, development and production of sports equipment such as racing cars, rowing boats, and bowling equipment with high technological content. In terms of intellectual property rights, a considerable number of sporting goods enterprises in China have little knowledge of intellectual property rights, and the phenomena of counterfeiting and counterfeiting of well-known international and domestic products are serious; and some sports goods companies lack awareness of intellectual property protection, such as domestic Double Happiness, Huili, Dawei, etc. Trademarks and brands have already registered in more than 20 countries including Germany, the United States, and Singapore, and in Hong Kong and Taiwan in China. The lack of research and development capabilities and the weak awareness of intellectual property protection have directly affected the competition between China's sporting goods companies in the design and development of high profit margins in the global value chain. 4.4 Low market development, backward marketing methods, and weak brand awareness Due to the long-term impact of the planned economy, the development level of China's sports goods market is relatively low, and the marketing methods of enterprises are relatively backward. Insufficient attention was paid to market research and marketing management, and there was a lack of large-scale, continuous, and scientific market research activities. As a result, the demand for the market was lagging behind. The market-oriented organization was unable to completely design and produce, and the production structure was irrational; Single, relatively large investment in advertising, but in the sponsorship of sports events and the development of public relations activities, the establishment of CIS to establish a corporate image is relatively lacking; in brand building, brand awareness is poor, most brand companies or the direction of the brand The development enterprises are all trying to make a big issue on how to increase brand awareness in order to obtain a sensational effect. Instead, they are unclear in terms of product quality, brand positioning, and consumer market segmentation. They still adopt the “touching the stone†model 110 The lack of market development capacity has led to the lack of competitiveness of China's sporting goods companies in the market construction of another link with a high profit rate in the global value chain. 5 Model selection for upgrading of sporting goods companies in China The most profitable link in global value chains is usually OBM, which requires companies to have both market and technical capabilities. Taking technical capabilities and market capabilities as two dimensions, different quadrants reflect the combination of different technical capabilities and market expansion capabilities. Quadrant I represents a low level of technological capabilities and market expansion capacity, which is the initial position of companies embedded in the global value chain; quadrant I refers to a higher technological capability and market expansion capability, which is the target area for enterprise upgrade. The upgrade model from Quadrant I to Quadrant I can be summarized as follows: Many activities undertaken by OEA and OEM companies are reconfigured to third-party manufacturers located in low-wage countries (or regions), and finished products are obtained from the quota of importing countries. The tripartite country (or region) is directly transported to buyers around the world, which leads to the mastery. In China, sporting goods companies are currently concentrated on OEAs and OEMs, but with the increasing supply constraints (including labor shortages, high wages, and high land prices) of domestic sporting goods manufacturers and external pressures (trade barriers such as tariffs and quotas) increase, Through the global value chain, production is allocated to lower-cost South Asian countries, and they focus on market expansion based on the role of the middlemen. The contents mainly include two aspects: On the one hand, mainly to learn more about foreign consumer sporting goods. Buying preferences, using integrated marketing communication strategies to create world-class sportswear brands; on the other hand, using snowballs or leveraged buyouts to strengthen their own strengths and closely linking the upstream and downstream relationships of sporting goods value chain companies under global value chains. In order to obtain the resources needed for the upgrade 111. 52 based on the ability to upgrade (mode B). The upgrading of technological capabilities can be divided into two phases. The first phase is imitative innovation, and the second phase is independent innovation. That is, when the gap between a country and the world’s leading level is large, through the purchase of foreign technology materials and equipment and imitation innovation, the cost of trial and error at the stage of technological innovation can be greatly reduced, and process upgrading and product upgrading can be promoted; When the technological gap between China and the developed countries is small, the learning effect is declining. When the effect of introduction and imitation is not obvious, technological progress should mainly be through independent innovation. In the upgrading process based on technological capabilities, China’s sporting goods companies should pay attention to increasing the scientific and technological content and technological innovation of sporting goods. In addition to the introduction, digestion and absorption of equipment and production lines, it is necessary to increase investment and gradually narrow the gap with foreign countries. , but also to strengthen the ability of independent innovation of enterprises. It is necessary not only to improve the design quality of sporting goods, but also to extend the upstream raw material links of the sporting goods value chain, and to contribute to the development and application of fibers, the design and processing technology of sports apparel fabrics, and to improve their own design, development capabilities and products. Grade, infiltrate the high-end market and avoid low-end competition. 53 Upgrading based on a two-way combination of market expansion capabilities and technical capabilities (or simply referred to as a combination mode, not shown). From the perspective of global value chain, the selection of upgrading mode of China's sporting goods enterprises can be regarded as the development environment and stage of the market where the enterprise is located, and the combination of the above two modes can be adopted at the same time according to the choice of its own strategic model. It should be pointed out that the upgrading of the global value chain of sporting goods companies in China is a dynamic process of constant adjustment. In a longer period of time, one mode may be adopted, and the other mode may be supplemented. However, in the entire upgrade process, the two modes may also be used in a cross-operative manner. 6 Conclusion Since the reform and opening up, China's sporting goods companies have made remarkable achievements in the global context of industrial restructuring, and have gradually developed into a sports trading center with more than 65% of the global production share. However, most sporting goods companies in China are in the manufacturing and assembly links in the global value chain, and their added value is low. In order to improve the international competitiveness of China's sports goods enterprises and further promote the increase in brand added value of sports goods enterprises in China, this study starts from the current status of China's sports goods companies in the global value chain and points out (down to page 51) blood. Edema, thickening, adjusting the degree of tension around the muscles of the knee, ligaments, fascia, reduce the adhesion of the sacrum and the surrounding tissue, and maintain the mechanical balance of the structure around the sacrum. At the same time, it promotes the blood circulation of local tissues, eliminates the local intra-brachial venous stasis, reduces intra-biliary hypertension, and promotes the absorption of local inflammatory tissues, promotes local venous return, and promotes repair of intra-articular tissue. Balanced physiotherapy techniques to press and hold the key tactics, require slow and infiltration, so that the joints produce acid bloated fever sense is effective, do not use a large amount of movement such as pushing and kneading. In clinical practice, we found that pressing and pushing are more conducive to improving the microstructural disorder of local tissue and promoting microcirculation improvement than pushing and kneading. Unless there is a significant change in the position of the joints and ligaments, it is generally more effective for the joints to take pressure. Significant. Because of the special nature of the athletes, athletes should be able to maintain training while at the same time treating them. On the one hand, this can ensure the sports function of the athletes, and on the other hand it can prevent athletes from stopping the training syndrome. From the above results, the balanced physiotherapy techniques can restore the athletes to training within a short period of time. The clinical symptoms and curative effect are better than that of the sodium hyaluronate injection group. Balanced tendon manipulation to restore the mechanical balance around the humerus is the most important, fundamentally solve the etiology of patella softening, is conducive to the functional recovery of the patella and cartilage repair, in order to achieve a positive clinical effect, it is worth promoting in the clinical application. However, the long-term efficacy of patella softening and the impact on athletes' performance need to be further studied.
Research on the Upgrading Model of Sporting Goods Enterprises in China Liu Qiang (Tianjin University of Foreign Languages ​​Sports Department, Tianjin 300204, China) The factors of enterprise upgrading, put forward three models for the upgrading of sporting goods enterprises in China: the model based on market expansion capability; the model based on technological capability upgrade; Market expansion ability and technical ability upgrade two-way combination mode. 1959-), Male, Tianjin City, Associate Professor. China, as a large developing country and the world's largest trading supplier of sporting goods, has encountered various forms of trade and non-trade barriers, domestic industrial restructuring, and increased supply cost constraints. How can we achieve the sporting goods industry in China? Upgrading, thus occupying a high value-added link in the global value chain, is currently a hot issue that is concerned by the sports community and even the community. This research is based on the research framework of the global value chain, and analyzes the constraints and mode choices of the upgrading of sporting goods enterprises in China. 1 The production and business activities of the global value chain of sporting goods companies are essentially dynamic processes of value creation. Each company is a collection of activities in the process of designing, producing, selling, sending, and supporting its products, and all of these activities can be represented by a value chain. In the context of economic globalization, resources are optimally allocated on a global scale, and the production and sales process of the same commodity is fragmented (fragmentation) in a segmental manner and is generally distributed discretely in space. As a result, a multinational production organization system is formed around the production and sales of a certain commodity, and enterprises and institutions of different sizes distributed throughout the world are organized in an integrated production network, thus forming a global value chain (globalvakiechaHGVqm. profit distribution The unevenness is a distinctive feature of the global value chain. At both ends of the global value chain are R&D, design, branding, and marketing. The developed countries are firmly controlled to extract high value-added monopoly profits and economic rents. The least profitable manufacturing and assembly processes are occupied by developing countries, and the profit distribution of global value chains is also vividly called the “smile curve.†Sports goods companies include the production and sales of sports equipment, sportswear, and sports shoes. Companies such as hats, bags, etc., as well as companies that produce and sell other products that consumers need to participate in or watch sports, such as companies that produce licensed merchandise, collectibles, and souvenirs.The global value chain of sporting goods companies includes raw material processing, Product design, manufacturing and sales of sporting goods, etc. 2 China's sporting goods The status quo of the industry in the global value chain The 2008 Beijing Olympics held a steady and rapid increase in the volume of imports and exports of sporting goods. According to statistics from Shenzhen Customs, from January to July 2008, Shenzhen Port imported sports goods worth US$17.99 million, which is the same period of last year. In the same period, the port exported US$5.8 billion worth of sporting goods, a year-on-year increase of 311%. The Olympic Games, the world’s largest event, attracted two thirds of the world’s attention to Beijing and China, so the domestic market has become a major sporting goods company. The focus of competition for industrial resources has become fiercer, and various aspects of the industry value chain have already faced changes. However, in various situations, the global value chain links embedded in China’s sporting goods companies are currently limited to those with low added value. From a profit perspective, the overall profitability of China's sporting goods industry is relatively low, with an average profit rate of only 19.36%, which is 577% lower than that in the United States (25.13% in the United States) and 5 times lower than the world average (world average 24.56%); From the perspective of product structure, competitive sporting goods mostly belong to labor-intensive products, and export products are basically in the country. The lower end of the division of labor and value chain is mainly based on OEM and OEM. About 50% of them belong to processing and 40% belong to general trade. However, it is extremely rare to actually use domestic brands to make investments, but in technology and capital investment. The demand for new types of fibers and fabrics, dyeing and finishing, and environmental protection products are quite different from those of developed countries. For example, most of the raw materials needed for table tennis equipment in China’s world-renowned/double happiness are dependent on imports; from the perspective of growth, Most sporting goods companies follow the extensive growth pattern and mainly rely on price competition. For example, the popular export-oriented sports shoes, sportswear, etc., which have long been exported in China, have an average export price lower than that of similar worlds. With one-tenth of the brand name, Chinese companies only earn a very small amount of processing fees, but in terms of technological innovation, especially in design and research and development capabilities, brand management capabilities and rapid response capacity is weak. Therefore, on the whole, China's sporting goods companies are at the low end of the global value chain, and face fierce market competition, they can only fight for quantity, competitive prices, and grab exports. As a result, they are vulnerable to so-called impoverishment." (Inmiserizing Growth) Or, only moderate-scale production and incremental innovation can yield meagre benefits.3 General theory of enterprise upgrading from the perspective of global value chain In the context of global value chains, upgrading refers to being in the value chain. The enterprises in the process use the value chain to obtain technological progress and market links, thereby enhancing the competitiveness and the dynamic process of shifting economic activities that can bring higher profits. Gereffi believes that: Throughout the value chain activities, The interaction of the value chain leader can accept the spread of the leading company's technology, capital, knowledge and information, and at the same time, the leading company to ensure product differentiation, achieve timely delivery, ensure that products and services meet the requirements of the international market, will supervise and Assisting Canadian companies in investing in advanced equipment, technology, human resources, etc. The industry can optimize the process through the internal process at the value level, reduce costs and increase production efficiency; upgrade products by improving old products and introducing new products to improve product market adaptability; optimize internal activity structure and increase industrial added value (if involved in design , brand building and network marketing function upgrades. From OEM to ODM to OBM conversion is often seen as the upgrade of the upgrade of the road chain, from the original value chain to a new, high value of the relevant value chain. According to common experience, upgrading generally follows a gradual process from process upgrade to product upgrade to functional upgrade and finally to chain upgrade, but it should be pointed out that when technological breakthroughs occur, the upgrade trajectory may break through conventional methods. Analysis of obstacles in the upgrading of sporting goods companies 4.1 The lack of management departments and the standardization of sporting goods need to be strengthened. The related industries are behind China's sporting goods industry. Although they serve sports services, they have complicated affiliation relationships, large industry spans, and fragmentation. Caused the actual lack of competent authorities, lack of First, the development strategy, the problem of low-level redundant construction, and the standardization of the sporting goods industry lags behind. So far, the standardized rate of domestically produced thousands of sporting goods has been less than 10%. 21. Most sporting goods enterprises in China continue to use industries and The internal standards and national standards of enterprises still have problems of low standards, long standard age and international quality standards, and there are lax enforcement standards and large random factors. Some sporting goods companies even imitate and counterfeit world famous brand products. Or the landmark products, the technical standards are even more inconceivable, and a sound related and supporting industry means that the domestic sporting goods industry that they supply can be more easily and cheaper than the foreign competitors. The supply of technology is more advanced, but in China, for example, raw materials supply, raw materials and semi-finished products of traditional sporting goods such as table tennis companies have sufficient supply, and raw materials needed for emerging sporting goods are due to printing and dyeing raw materials and technological reasons. A serious shortage often requires purchasing from overseas. In recent years, although there have been many breakthroughs in the development of new materials in our country, few results have been applied to competitive sports equipment. This has affected the discourse power of China's sporting goods companies in the global value chain and the development of supply of sports materials and raw materials with high profit margins in the upstream of the value chain. 4.2 The company is small in scale, high in cost and poor in quality. After many years of development, China's sporting goods manufacturing industry has experienced a process from scratch, from weak to small. In 2007, there were about 3.08 million sporting goods manufacturers in China, together with upstream component suppliers and downstream product distributors. There are about 4.08 million sporting goods companies in China. However, only sports products with an output value of more than 20 million yuan are available. Of the 17 companies with a taxation of more than 2 million, there are only 15; and the labor force is on a low scale. Most of them are mainly engaged in the labor-intensive manufacturing part of the processing level and the production of products that are price competitive in the mature period; in terms of quality, and foreign In contrast to the large gap, sports equipment is taken as an example. At present, only two kinds of equipment in China's eight projects have been approved by international sports organizations as international sporting goods. This situation is even more obvious in competitive sports. At the Beijing Olympic Games that have just ended in China, bicycles and kayaks that are as large as 100,000 yuan or more, and badminton that is small enough to be used to meet the competition are mostly imported. Therefore, in general, China's sporting goods companies have not been able to form large-scale operations and cannot generate economies of scale. Therefore, high product costs, poor quality, and weak competitiveness are not conducive to the full accumulation of companies in the current global value chain. 4.3 Inadequate R&D Capabilities of Enterprises and Weak Consciousness of Protection of Intellectual Property Rights In recent years, the total export volume of sporting goods in China has maintained an annual growth rate of over 20%. According to China's customs statistics, in 2007 China's export volume of sporting goods was 5097 billion (one thousand kilograms), a year-on-year increase of 1549%; the export amount was 8ft 8100 million U.S. dollars, an increase of 2206% year-on-year. However, most of the sporting goods companies in China rely on processing materials. And imitate, or only pay attention to individual factors of the product, one-sided emphasis on low-cost, ignore the research and development of product technology. There is a technical quality problem in products. Sports products are products with professional characteristics. The development of modern sports technology requires the high-tech content of such products. In China, there are serious shortcomings in the development, development and production of sports equipment such as racing cars, rowing boats, and bowling equipment with high technological content. In terms of intellectual property rights, a considerable number of sporting goods enterprises in China have little knowledge of intellectual property rights, and the phenomena of counterfeiting and counterfeiting of well-known international and domestic products are serious; and some sports goods companies lack awareness of intellectual property protection, such as domestic Double Happiness, Huili, Dawei, etc. Trademarks and brands have already registered in more than 20 countries including Germany, the United States, and Singapore, and in Hong Kong and Taiwan in China. The lack of research and development capabilities and the weak awareness of intellectual property protection have directly affected the competition between China's sporting goods companies in the design and development of high profit margins in the global value chain. 4.4 Low market development, backward marketing methods, and weak brand awareness Due to the long-term impact of the planned economy, the development level of China's sports goods market is relatively low, and the marketing methods of enterprises are relatively backward. Insufficient attention was paid to market research and marketing management, and there was a lack of large-scale, continuous, and scientific market research activities. As a result, the demand for the market was lagging behind. The market-oriented organization was unable to completely design and produce, and the production structure was irrational; Single, relatively large investment in advertising, but in the sponsorship of sports events and the development of public relations activities, the establishment of CIS to establish a corporate image is relatively lacking; in brand building, brand awareness is poor, most brand companies or the direction of the brand The development enterprises are all trying to make a big issue on how to increase brand awareness in order to obtain a sensational effect. Instead, they are unclear in terms of product quality, brand positioning, and consumer market segmentation. They still adopt the “touching the stone†model 110 The lack of market development capacity has led to the lack of competitiveness of China's sporting goods companies in the market construction of another link with a high profit rate in the global value chain. 5 Model selection for upgrading of sporting goods companies in China The most profitable link in global value chains is usually OBM, which requires companies to have both market and technical capabilities. Taking technical capabilities and market capabilities as two dimensions, different quadrants reflect the combination of different technical capabilities and market expansion capabilities. Quadrant I represents a low level of technological capabilities and market expansion capacity, which is the initial position of companies embedded in the global value chain; quadrant I refers to a higher technological capability and market expansion capability, which is the target area for enterprise upgrade. The upgrade model from Quadrant I to Quadrant I can be summarized as follows: Many activities undertaken by OEA and OEM companies are reconfigured to third-party manufacturers located in low-wage countries (or regions), and finished products are obtained from the quota of importing countries. The tripartite country (or region) is directly transported to buyers around the world, which leads to the mastery. In China, sporting goods companies are currently concentrated on OEAs and OEMs, but with the increasing supply constraints (including labor shortages, high wages, and high land prices) of domestic sporting goods manufacturers and external pressures (trade barriers such as tariffs and quotas) increase, Through the global value chain, production is allocated to lower-cost South Asian countries, and they focus on market expansion based on the role of the middlemen. The contents mainly include two aspects: On the one hand, mainly to learn more about foreign consumer sporting goods. Buying preferences, using integrated marketing communication strategies to create world-class sportswear brands; on the other hand, using snowballs or leveraged buyouts to strengthen their own strengths and closely linking the upstream and downstream relationships of sporting goods value chain companies under global value chains. In order to obtain the resources needed for the upgrade 111. 52 based on the ability to upgrade (mode B). The upgrading of technological capabilities can be divided into two phases. The first phase is imitative innovation, and the second phase is independent innovation. That is, when the gap between a country and the world’s leading level is large, through the purchase of foreign technology materials and equipment and imitation innovation, the cost of trial and error at the stage of technological innovation can be greatly reduced, and process upgrading and product upgrading can be promoted; When the technological gap between China and the developed countries is small, the learning effect is declining. When the effect of introduction and imitation is not obvious, technological progress should mainly be through independent innovation. In the upgrading process based on technological capabilities, China’s sporting goods companies should pay attention to increasing the scientific and technological content and technological innovation of sporting goods. In addition to the introduction, digestion and absorption of equipment and production lines, it is necessary to increase investment and gradually narrow the gap with foreign countries. , but also to strengthen the ability of independent innovation of enterprises. It is necessary not only to improve the design quality of sporting goods, but also to extend the upstream raw material links of the sporting goods value chain, and to contribute to the development and application of fibers, the design and processing technology of sports apparel fabrics, and to improve their own design, development capabilities and products. Grade, infiltrate the high-end market and avoid low-end competition. 53 Upgrading based on a two-way combination of market expansion capabilities and technical capabilities (or simply referred to as a combination mode, not shown). From the perspective of global value chain, the selection of upgrading mode of China's sporting goods enterprises can be regarded as the development environment and stage of the market where the enterprise is located, and the combination of the above two modes can be adopted at the same time according to the choice of its own strategic model. It should be pointed out that the upgrading of the global value chain of sporting goods companies in China is a dynamic process of constant adjustment. In a longer period of time, one mode may be adopted, and the other mode may be supplemented. However, in the entire upgrade process, the two modes may also be used in a cross-operative manner. 6 Conclusion Since the reform and opening up, China's sporting goods companies have made remarkable achievements in the global context of industrial restructuring, and have gradually developed into a sports trading center with more than 65% of the global production share. However, most sporting goods companies in China are in the manufacturing and assembly links in the global value chain, and their added value is low. In order to improve the international competitiveness of China's sports goods enterprises and further promote the increase in brand added value of sports goods enterprises in China, this study starts from the current status of China's sports goods companies in the global value chain and points out (down to page 51) blood. Edema, thickening, adjusting the degree of tension around the muscles of the knee, ligaments, fascia, reduce the adhesion of the sacrum and the surrounding tissue, and maintain the mechanical balance of the structure around the sacrum. At the same time, it promotes the blood circulation of local tissues, eliminates the local intra-brachial venous stasis, reduces intra-biliary hypertension, and promotes the absorption of local inflammatory tissues, promotes local venous return, and promotes repair of intra-articular tissue. Balanced physiotherapy techniques to press and hold the key tactics, require slow and infiltration, so that the joints produce acid bloated fever sense is effective, do not use a large amount of movement such as pushing and kneading. In clinical practice, we found that pressing and pushing are more conducive to improving the microstructural disorder of local tissue and promoting microcirculation improvement than pushing and kneading. Unless there is a significant change in the position of the joints and ligaments, it is generally more effective for the joints to take pressure. Significant. Because of the special nature of the athletes, athletes should be able to maintain training while at the same time treating them. On the one hand, this can ensure the sports function of the athletes, and on the other hand it can prevent athletes from stopping the training syndrome. From the above results, the balanced physiotherapy techniques can restore the athletes to training within a short period of time. The clinical symptoms and curative effect are better than that of the sodium hyaluronate injection group. Balanced tendon manipulation to restore the mechanical balance around the humerus is the most important, fundamentally solve the etiology of patella softening, is conducive to the functional recovery of the patella and cartilage repair, in order to achieve a positive clinical effect, it is worth promoting in the clinical application. However, the long-term efficacy of patella softening and the impact on athletes' performance need to be further studied.
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