Abstract
In the textile industry located in Gyeonggi-do, 85% of small-sized firms have less than 10 employees; in addition, the most of them are characterized by a vendor relying specialization system that conducts foundry from the vendor that managed marketing, textile design development, and quality checks according to unit stream. The breakaway of these vendors accelerated over the last 7 years; however, industry survival is at stake because the specialization system and orders have collapsed. The following four main policies must be implemented to overcome industry hardship. Policies have been derived from survey and analysis (present condition and trends) from industrial statistics and related policies in advanced and developing countries. First, a policy to promote cooperation between small-sized foundry unit-streams. Second, unification of the marketing support function with a textile design and development support system. Third, the introduction of policy support-management system customized according to developmental stages (tall process<TEX>${\rightarrow}$</TEX>fabric production<TEX>${\rightarrow}$</TEX>sales<TEX>${\rightarrow}$</TEX>clothing production sales). Fourth, foundation of a control tower that puts these tasks in a vehicle and runs them and the division of roles with the central government. We must propel main tasks to manifest the developmental potential (develop eco-friend dyeing and processing technologies, change to the young next CEO in business environment, and grow the of knit market) of the Gyeonggi Textile Industry in a short period to present a condition where these four main policies are running.
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