estment policy and favourable legal environment are lagging behind. Only when a beneficial environment established, Chinese cashmere industry can develop technology innovation in order to produce high add-valued products.
从托德邓肯和鄂尔多斯羊绒集团的例子可以看出，中国羊绒产业不应该仅仅依靠资源优势。中国羊绒产业在过去30年的快速发展主要表现为羊绒企业数量的增长。当行业进入秋季，这种增长肯定会受到羊绒资源有限的限制。该行业将越来越细分为要求更高生产专业化程度的小部门。因此，中国羊绒企业必须提高技术创新能力，提高羊绒产品的科技含量和附加值，才能在全球竞争中获得竞争优势。然而，中国羊绒产业在技术创新方面存在一些障碍。对于中小型羊绒公司来说，他们的融资渠道受阻，无法获得足够的创新资源。此外，技术创新基础设施、投资政策和有利的法律环境建设滞后。只有建立了有利的环境，中国羊绒行业才能发展技术创新，生产高附加值的产品。
3.2 Firm Strategy, Structure and Rivalry 公司战略、结构和竞争
In terms of firm strategy, structure and rivalry, Porter identified that the competitive advantage is influencing by the different industrial characteristics which include 'strategies, structures, goals, managerial practices, individual attitudes and intensity of rivalry within the business sector' (Grant 1991).
在企业战略、结构和竞争方面，波特指出，竞争优势受到不同行业特征的影响，包括“战略、结构、目标、管理实践、个人态度和企业部门内竞争的强度”。
From the point view of firm strategies, it includes competitive strategy, marketing strategy, branding strategy, etc. According to Philip Kotler, 'Each company must find the way that makes most sense, given its situation, opportunities, objectives and resources' (Kotler 1999).
从企业战略的角度来看，它包括竞争战略、营销战略、品牌战略等。根据菲利普·科特勒的说法，“考虑到公司的情况、机会、目标和资源，每家公司都必须找到最有意义的方式”。
At present, however, in the global market a great many cashmere products are produced in China whereas less Chinese cashmere brands could be found in the high-end market. Zhang Zhi, executive director of Erdos Cashmere Group, stated that lacking of brand building is the root cause of blocking up the development of Chinese cashmere industry (China International Cashmere Forum 2005). Most of the exporting cashmere products enter international market through OEM production, however the products in own brands are less than 10% of the total exports. Chinese cashmere industry has become the processing workshop for foreign companies. Lacking of brand build-up is the most conspicuous weakness of Chinese cashmere industry.
然而，目前，在全球市场上，很多羊绒产品都是在中国生产的，而在高端市场上却很少有中国羊绒品牌。鄂尔多斯羊绒集团执行董事张志表示，缺乏品牌建设是阻碍中国羊绒产业发展的根本原因。大多数出口羊绒产品通过OEM生产进入国际市场，但自有品牌的产品不到出口总额的10%。中国羊绒产业已成为外国公司的加工车间。缺乏品牌建设是中国羊绒行业最明显的弱点。
Referring to brand building, Loro Piana provides a good example. Founded in 1924 in Italy, Loro Piana now is the largest and foremost cashmere manufacturer in the western world. On the basis of sourcing finest fibre from Northern China and Mongolia and understanding customers' needs and lifestyles, Loro Piana produces cashmere goods in Italian company's own mills, creating and delivering value to consumers (Loro Piana 2010). According to Luxury Institute Survey, in European high net-worth consumers rank, Loro Piana was ranked as the 'best of the best' luxury brands in the category of men's fashion, followed by Ermenegildo and Giorgio Armani (luxury institute 2010).
关于品牌建设，诺悠翩雅提供了一个很好的例子。诺悠翩雅于1924年在意大利成立，现在是西方世界最大、最重要的羊绒制造商。在从中国北部和蒙古采购最优质纤维并了解客户需求和生活方式的基础上，诺悠翩雅在意大利公司自己的工厂生产羊绒制品，为消费者创造并提供价值。根据奢侈品研究所的调查，在欧洲高净值消费者排名中，洛罗皮亚纳被列为男士时尚类别中“最好的”奢侈品牌，其次是杰尼亚和乔治阿玛尼。
One Chinese cashmere brand also performs well. 1436 Erdos, a brand belongs to Erdos Cashmere Group. Although the brand of Erdos is regarded as the most well known brand in China, it cannot arouse attention in the global high-end market. Therefore, establishing a global brand is the pursuit of Erdos Group. 1436 Erdos, taking its name from the features of its prestige cashmere fibre which is ranked as highest grade, develops finest cashmere products with top quality. On the basis of drawing up the brand strategy---serving high-end markets and positioning itself as the world's leading luxury brand in China, makes other responding firm strategies such as product and marketing strategies to improve its competitiveness in the international market. Erdos cashmere products were given to Mikado, Japanese Prime Minister and other ministers as official national gift when China's national leader's visit to Japan in 2008 when it was only
