吸管妞导读

    近年来，“双童”引发媒体持续不断关注，中央电视台更是三番五次到“双童”录制节目！近日，中央电视台英语新闻频道的节目组也来到“双童”采访当家人楼总，据说他们可是准备将这篇新闻报道作为中国中小企业的典型案例在APEC峰会上播放呢！下面，妞就带大家来看看新闻报道吧！

中国中小企业走向国际化

央视英语新闻频道 记者：胡楠

    翻译稿：

    我们通常认为自由贸易是大型跨国公司的专属领域，但中小型企业往往有同样多的收益。他们的活力是对中国国民经济的健康反射。记者胡楠访问了一家在浙江省的企业，看看它是如何生存和繁荣了20多年。

    当我们喝饮料时，我们有多少人知道吸管是从哪里来的？然而，每年吸管有超过300亿支的销量，这足以绕地球150圈。对于这样一个相对简单的商品，你会惊讶它带来了多少生意。

    我们驱车来到了素有全球吸管行业领导者之称的企业，浙江省义乌市双童日用品有限公司。

    这种深绿色的吸管看起来很熟悉吗？也许咖啡爱好者们会知道。中国区所有星巴克商店的吸管都由“双童”生产，同时“双童”主导着超过一半的欧洲和日本高端市场。它的成功在一定程度上源于放弃了十年前的大订单。

    “起初我们的产品很简单，基本像这样。虽然我们是最大的生产商，但低附加值加上激烈的竞争意味着低利润。因此，我们开始改变我们的商业模式，在2005年开发创新产品，创新吸管是我们的畅销商品，其零售价格约为14元人民币或2美元，这几乎是一个普通吸管成本的1000倍。我们有超过40种创新吸管产品，占了我们利润的百分之八十。”双童吸管董事长楼仲平说。

    2005年，楼仲平做出了一个决定，单个客户的业务量不应该占公司总业务量的百分之三。

    为了保护他的工厂不受大客户的挤压和剥削，他将业务转向世界各地的小客户，从传统的商业模式转向当下的电子商务模式。

    “我们现在已经有接近12000家客户了，如果只通过传统的业务渠道，很难维持这么多的客户量。回顾我们长达十年电子商务平台的应用历史，我可以说现在线上线下业务之间没有明确的划分，这是一个综合的商业生态系统，”楼仲平说。

    这个特点也特别吻合义乌的其他小商品制造企业，义乌是中国最大的小商品市场集聚地。

    五年前，义乌国际商贸城吸引了来自世界各地的40000多家企业的人群。现在摊位客流量虽然有所降低，但较低的游客数量并不意味着更少的销售。

    去年，近四分之一的一百万个电子商务实体在义乌的销售额价值1500亿元人民币，或220亿美元，较去年同比增长35%。

    但对于楼仲平来说，利润不再是他唯一的焦点。在他的下一个五年发展计划中，环境保护，员工培训以及制定国际行业标准将是他的目标。

Chinese Small  business goes international

Reporter: Hu Nan

    We often think of free trade as being the terrain of large multinational corporations. But small- and medium-sized companies often have just as much to gain. And their vitality can be a reflection of the health of China's national economy. Reporter Hu Nan visited one firm in Zhejiang Province to see how it has survived and prospered for more than two decades. 

    When we take a sip from our drink, how many of us wonder where the straw came from? Yet every year, more than 30 billion of them are sold, that's enough to circle the globe 150 times. And for such a relatively simple commodity, you'd be surprised how much business it brings."

    We've taken a trip to the world’s largest drinking straw manufacturer, Soton, in Yiwu city in East China's Zhejiang Province.

    Does this deep green straw look familiar? Maybe for the coffee lovers out there. Soton produces straws for all Starbucks stores in China, and dominates more than half the European and Japanese high-end market. But its success is in part the result of giving up on large orders 10 years ago.

   “At first our products were simple and basic like these. Although we were the largest producer, the low added value and fierce competition meant small profits. So we started to change our business model in 2005 to develop innovative products. This type of straw is now our bestseller. Its retail price is about 14 yuan or 2 U.S. dollars -- that's nearly 1,000 times more than what an ordinary straw costs. We have more than 40 kinds of creative straw products like this, which make up 80 percent of our profits,” said Lou Zhongping, chairman of Soton Import & Export Co., Ltd.

   In 2005, Lou Zhongping made a decision, saying no one client should take three percent of the company's volume of business.

   Aiming to protect his factory from being squeezed and exploited by big clients, he turned to smaller ones around the world. That’s when the traditional offline business gave way to the e-commerce platform we know today.

  “We have close to 12-thousand clients now. It’s impossible to maintain so many through traditional, face-to-face business channels. In retrospect, for our decade-long e-commerce platform's application history, I can say there’s no clear-cut division between online and offline business now. It’s an integrated business ecosystem,” Lou said.

    That’s also true for other small commodity manufacturers in Yiwu, a city famous for China’s largest small-commodity market.

    Only five years ago, this Yiwu international trade mart drew a crowd of about 40,000 business people from all over the world. Now those men in the booths might be lucky to see one customer a day. But the lower number of visitors does not translate to fewer sales.

    Last year, nearly a quarter of a million e-commerce entities in Yiwu city reported sales worth 150 billion yuan, or 22 billion U.S. dollars -- a 35% increase from a year earlier.

    But for Lou Zhongping, profit is no longer his only focus. In his next five-year plan, environmental protection, employee training and meeting international industry standards will be his targets.