中国纺织品贸易公司在日益深化的全球市场博弈中得到不断成长,但“成长的烦恼”如影随形,随着近年来国际环境的变化,“烦恼”已然转变为今天业界的普遍焦虑.通过笔者在大型贸易公司近30年的工作体验,指出当下直面运营模式中普遍存在的困境,进行业界自身结构的反省及改革最为重要,提出并探讨了转型发展的策略,认为国内纺织品贸易公司应该尽快着手实现3个转型,即组织结构上从单纯贸易向科工贸一体化的转变、激励制度上从个体激励向团队激励的转变和经营管理上从价格竞争向创新竞争的转变.%The Chinese textile trading companies are constantly developing under increasingly deepened global market game,but they are inseparable from “growing troubles”.With changes of international environment in recent years,the troubles have been turned to general anxiety in this industry.With near 30-year work experience in a large trading company,the author points out that introspection and innovation of industrial structure is most important in the existing predicament of current operating mode,raises and discusses three strategies for transformation development.The author considers domestic textile trading companies should achieve three transformations as son as possible,i.e.in terms of the structure,transformation to integration of research,production and trade from pure trading ; in terms of the incentive system,transformation to team motivation from individual motivation; in terms of operation and management,transformation to innovation competition from price competition.
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