Exploration of non-woven / non-woven industry taking sustainable development

China's nonwovens / nonwovens industry has gone through more than ten years of development, and to this day, its production capacity has leapt to the forefront of the world. However, compared with advanced countries in the world, we are still not strong enough, facing the gap, enhancing the sense of innovation, and taking a path of sustainable development is a top priority.
Non-woven / non-woven industry prospects and gaps China's non-woven production capacity reached about 2.1 million tons per year in 2006. Such production capacity is also among the best in the world, and this capacity is still growing. Some experts have suggested that if the per capita non-woven fabrics of European and American countries are 3.5 to 3.8 kg, the population of China ’s 1.3 billion people will be 4.5 million to 5 million tons per year, which shows that China ’s nonwovens The cloth still has huge development potential and good development prospects.
The overall technical level, quality level and competitiveness of China's nonwovens industry are relatively large compared with international developed countries, mainly in the following aspects: First, the repeated expansion of market production capacity. In recent years, the repeated expansion of the production capacity of similar products in nonwoven fabrics has been more serious, leading to increased competition in the traditional established market, which in turn has led to a decline in corporate profits. Second, the industry lacks a clear market segmentation. China's nonwoven fabrics have been applied to various fields such as industry, clothing and decoration. Not only has the market been determined to be expanding, but also some new markets have been developed. However, the overwhelming majority of China's non-woven fabric production capacity is concentrated on a few traditional large-scale goods, such as spray-coated cotton, clothing lining, geotextiles, personal hygiene products, packaging materials, shoe lining, and conventional filter materials. Enterprises do not have a clear market division of labor, often squeezed in the same product field, resulting in the concentration of production capacity and increased competition. Third, the market and product development efforts are not enough. For example, tufted carpet base fabrics have a market of about 150 million square meters. At present, about 30% of them have started to use PET spunbond base fabrics, and their demand is at least 40 million square meters. □□ Imported by Freudenberg, the selling price is more than 3000 USD / ton. Some domestic enterprises have made many attempts to develop this product and market, but so far no product has been available. If such a product is developed, it not only saves a lot of foreign exchange, but also expands the scope of market application. Fourth, the scale of the enterprise is too small and lacks international competitiveness. For example, although the average production capacity of spunbond enterprises reached 4,500 tons per year by 2006, the production capacity of a single production line is still relatively small. Most of the new spunbond production lines have a width of 1.6 meters, and the production capacity is only 1200 to 1500 tons per year. device of. Fifth, the product grade is relatively low. Many products currently needed in the international market are not yet available, and some special domestic needs are still imported. Six is ​​the lack of internationally renowned brands.
Taking the road of grouping to enhance international competitiveness From the above description of prospects and gaps, we can see that China's nonwovens have great potential for development. After China's domestic demand market develops and expands widely to the international market, nonwovens' The output will increase exponentially. Although China is currently a large non-woven fabric in terms of capacity and output, it is still far from a strong country in terms of technical level, quality level, product grade, R & D capability, innovation capability and market competitiveness. Therefore, taking the road of grouping and enhancing international competitiveness has become an urgent task for the development of the industry.
In order to embark on the development of a strong country, China's nonwovens should pay attention to the development of grouping. Only grouped enterprises can expand the scale of production, gather scientific and technological talents, enhance R & D and innovation capabilities, and improve technological levels through mergers and integrations. Only by creating a brand and realizing the duplication and expansion of a brand can it be possible to form a strong comprehensive strength and core competitiveness in order to gain a competitive advantage in the international market. Since the beginning of the 21st century, China's industrialization has gradually taken shape, and its industrialization rate has exceeded 70%, which has laid the necessary foundation for China's group development. On the whole, the foundation and conditions for the grouping of China's nonwoven fabrics are basically available, and the enterprise's move to branding in the process of grouping operations will be an important symbol for Chinese nonwovens enterprises to enhance their international competitiveness. If Chinese nonwovens companies want to speed up their participation in international competition and gain sustained competitive advantage in the fierce market competition, they must strengthen their brand awareness, attach great importance to group-based brand building, actively implement brand competition strategies, and build enterprises. Core competitiveness. At the same time, we should pay attention to the implementation of brand diversification strategy, with a group's main brand as the core and several sub-brands as the support. The main brand represents the overall image of the group, and the series of sub-brands are used to specialize in various market segments.
Non-woven fabric enterprises should gradually embark on a path of sustainable development. This requires that enterprises should not take short-term, narrow profits as their behavioral guidance in the development process, but should have a strong sense of society and environmental protection, and be faithful and seek benefits. The interests of customers, enterprises, employees, and society should be considered, and the interests of enterprises and customers and the long-term interests of the entire society should be regarded as the ultimate goal of enterprise development. Under the control of the concept of sustainable development, enterprises get rid of the traditional competition concept of "either you die or I die", and are replaced by the concept of "competitive win-win". Rather, they promote each other in the context of peaceful coexistence and jointly and rationally use social resources.