【正文】 Vertinksy, 2020). In spite of the substantial job losses, the US TC industry remains technologically advanced partly due to increased productivity resulting from advances in technology and design capabilities. Textile production is capital intensive and modern technology is essential to meet the increasing for highquality products. Over the last few years, US textiles and apparel firms have substantially increased their investment to maintain modern manufacturing facilities as well as improve production and marketing capabilities in order to maximize their inherent advantages to market proximity. In apparel, low skill production jobs have moved to lowcost locations offshore while the more skilled ones have been retained. To successfully adapt to the new environment, US TC industries need to capitalize on their sources of petitive advantage. They need to develop a more flexible operational arrangement, meet high standards in product innovation and generally develop a more changeseeking business culture (Kilduff, 2020). An important survival tool for US TC firms is to expand their potential market by offering new product designs and product categories. Manufacturers 29 must try to bring a steady stream of products to market that are in line with the taste, preferences of the consumer. They can also expand their market potential by offering new product categories. Two of the fastest growing apparel segments in the US, for example, have been the women’s plus and men’s big and tall segments (Driscoll, 2020). Plussize apparel marketing was estimated at $47 billion in 2020 accounting for 20% of total apparel market. It is important to identify the firm’s target customers and assess whether the firm is successfully addressing their needs. US TC firms should target a narrow segment of the market that provides the best opportunity for success. In textiles, the focus should be on a few specialized segments such as carpets, nonwovens and technical textiles. Similarly, apparel producers should increase their focus on core products, reduce vertical integration to shed overhead costs, and establish alliances with other firms to consolidate resources and increase market share. Finally, in view of rising ines and high growth rates in many developing countries such as China, Brazil, and India, there are potential export market opportunities for US textile and apparel products. US export interests may be served by seeking improved access to the retail distribution systems of developing countries. US textile firms should also be able to use Mexico to export to the European Union and other countries, taking advantage of the MexicoEU trade agreement. Since the conclusion of NAFTA, a number of Asian and European firms have produced certain products in Mexico in order to export to the US market. The lion’s share of the benefits from quota elimination is expected to accrue to China. Its low labor cost, high productivity, range and flexibility of services as well as efficient supplier works will make China the supplier of choice. About 87% of apparel executives that participated in a cotton sourcing summit in Miami in February 2020, agreed that China will soon account for 50–90% of all apparel sold in the US market (National Labor Committee, 2020). This means rationalization of production and a massive consolidation of vendors. 30 Other winners are likely to include India and Pakistan in narrow segments of the TC industry. The elimination of quotas is also likely to lead to lower prices for consumers in view of the absence of quota costs which is often a significant part of the cost of TC sold in the US market. Wellknown brands may still hold market value since they are not subject to retail price deflation. It is important for TC firms to evaluate their internal capabilities such as sourcing, manufacturing, logistics, transportation etc. in order to develop an action plan for the postquota world. Exporters from Latin America, Africa and the Caribbean are likely to lose market share to China since they largely pete on price (not quality) and lack the capability to produce high value added products. Even with the introduction of safeguards on a range of products that are of export interest to these countries, their US market share has declined since the phase out of quotas. With the plete removal of quotas in 2020, it is difficult for these countries to pete on price. Since the US government lifted quotas in 2020 on 29 categories, for example, China’s market share (in these categories) jumped from just 9% (2020) to 65% (2020) while prices paid by US retailers (for apparel from China) dropped by 48% (National Labor Committee, 2020). In cotton dressing gowns (quotas removed) China’s share in 2020 jumped from 25% to 39% while that of Caribbean countries fell from 13% to a mere 3%. In the first 12 months after the phase out of quotas, China’s market share in apparel rose by 59% in value while that of many Central and South American countries showed a sharp decline. What are the implications for TC firms in countries that are vulnerable to petition from China? First, they should capitalize on their proximity to the US market. Their ability to offer lower transport cost, lower lead times as well a。寫作畢業(yè)論文是一次再系統(tǒng)學(xué)習(xí)的過程，畢業(yè)論文的完成同樣也意味著新的學(xué)習(xí)生活的開始。 在論文的寫作過程中， xx 老師傾注了大量的心血，從選題到開題報告，從寫作提綱到一遍又一遍地指出我的問題，嚴(yán)格把關(guān)，并且 在每次 論文 遇到問題時老師不辭辛苦的講解才使得我的 論文寫作 順利的進行。s Textileamp。對策提出方面重點從企業(yè)角度闡述，紡織服裝行業(yè)方面也是非常重要的，本文對紡織服裝行業(yè)的應(yīng)對措施應(yīng)該進一步分析研究。并且在此基礎(chǔ)上指出江蘇紡企應(yīng)當(dāng)采取的一系列積極的應(yīng)對措施 。因此，貿(mào)易紡企應(yīng)順應(yīng)大勢，在穩(wěn)定發(fā)展國際市場的同時，加大國內(nèi)市場的開拓，深入探索和把握國內(nèi)服裝消費市場和國內(nèi)貿(mào)易的特征和變化趨勢，以國內(nèi)知名品牌為目標(biāo)客戶，充分發(fā)揮貿(mào)易紡企在供應(yīng)鏈上積累的優(yōu)勢資源開展國內(nèi)貿(mào)易。隨著較低收入人群收入水平較快提高，將成為新時期衣著消 費實現(xiàn)較快增長的重要因素。 2020年，我國城鎮(zhèn)居民人均可支配收入 19109 元，其中占 10%的最高收入家庭人均衣著支出是占 10%的最低收入家庭的 倍。同時， 紡織服裝出口企業(yè)應(yīng)當(dāng)廣泛運用中國傳統(tǒng)文化元素創(chuàng)新產(chǎn)品，提升產(chǎn)品文化價值，打造具有中國民族特色的新國際品牌。依靠代工積累的經(jīng)驗，錦超創(chuàng)立了 “ 芬奇 ”