Research on the Outbound Paths of Wenzhou’s Footwear Enterprises under the Reconstruction of Global Value Chains

—A Case Study of Aokang International

Abstract

Against the backdrop of deep reconstruction of global value chains (GVCs) and the accelerated evolution of international trade rules, China's footwear industry is undergoing a systemic transformation from "OEM export" to "brand globalization" and from "cost-driven" to "value-driven" models. Using the theories of global value chains and enterprise internationalization as an analytical framework, and taking Aokang International, a leading footwear enterprise in Wenzhou, as a typical case study, this paper systematically analyzes the macro-policy environment, international trade context, current export status, deep-seated pain points, and collaborative breakout paths for Wenzhou's footwear enterprises going global. The study employs case study and comparative analysis methods. Key findings indicate that while Wenzhou’s footwear industry has a large export scale and high dependency, it faces multiple dilemmas: lock-in at the low end of GVCs, insufficient brand recognition, diminishing cost advantages, and escalating green trade barriers. Leading enterprises like Aokang have achieved a preliminary transition from OEM to OBM through a four-dimensional strategy: "Compliance barrier-breaking -Technology foundation-building -Cultural empowerment-Channel deep cultivation." Meanwhile, the synergistic effects of industrial clusters and digital transformation provide differentiated breakout paths for small and medium-sized enterprises (SMEs). This paper aims to provide theoretical reference and practical paradigms for traditional Chinese manufacturing enterprises to break through low-end lock-in and build global brand competitiveness.