The United Kingdom (UK) is one of the leading export destinations for Indian small and medium enterprises (SMEs) across most industry verticals. This region is also one of the most favoured markets for small scale optical goods manufacturers and exporters. The eyewear market in the UK has witnessed a rapid growth over the past few years. This provides ample opportunities for Indian small and medium optical goods suppliers and exporters to reap maximum benefits.

The UK accounts for a substantial share of the total Indian exports. Textiles, readymade garments, footwear, gems and jewellery, leather goods, engineering goods, metals and optical goods constitute the chief items exported by India to UK. The India-UK trade figure touched £6,737 million in 2007. Strengthening bilateral relations has proved to be mutually beneficial for both UK and Indian SMEs across diverse verticals, including the eyewear industry.

Indian small scale optical goods Manufacturers and suppliers should further capitalise on the healthy trading relationship between the two countries to expand their business. There is immense scope for optical equipment makers and frames suppliers since the spectacle sector accounts for more than 63.2% of the UK eyewear market. Increasing their frames supplies and export of sunglasses can help Indian eyewear companies increase their market share in the UK.

In order to attract the attention of UK buyers, Indian companies must focus on adopting the latest technology in production of lenses, glasses, optical frames and magnifiers. Photochromatic lenses, designed using variable tint optics technology to protect eyes against harmful rays, are also in great demand in the UK market. Besides, stylish sunglasses, rimless frames and bigger acetate frames in vibrant colours are also in much vogue in the UK. Given the high level of fashion consciousness among people in the UK, Indian eyewear designers must focus on introducing bright, multi-coloured and attractive designs of sunglasses.

Small scale lens and optical makers can also introduce a wide range of lenses including single vision, bi-focal, multi-focal or progressive lenses, high-index lenses, polycarbonate lenses, anti-reflective coatings, tinted lenses and polarised lenses, which are much in demand in the UK market. Small and medium eyewear companies should focus on introducing improved optical goods keeping in mind factors like functionality, wearability, style, comfort and durability in order to gain a foothold in the UK eyewear market.



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When the economy struggles, one of the first steps taken by companies is to find ways to cut costs. One of the most common areas cut is in the number of employees. For example, the total number of layoffs reported in December 2008 was over 500,000, bringing the total number of corporate pink slips to over 2.5 million. This is the worst year for layoffs since 2001 when 1.6 million jobs were lost as the nation was recovering from the last recession and the 9/11 attacks.

According to human resources experts, the strategy of reducing jobs is a very "short-sighted" approach and will ultimately cost the company more in the long run when these companies are forced to pay higher salaries and offer more attractive incentives to lure the talent they let go. Tony Goodwin, CEO of Antal International a global recruitment company, has said, "In these uncertain times when the developed economies, especially the US, are sliding into a recession, corporate executives need to be careful while formulating the human resources strategies." Goodwin goes on to say that "Companies that are now firing people would experience problems next year when the economy improves....These companies will have no choice but to start rehiring then at higher costs."

Chinese companies are very much the opposite in their human resources strategy. They are more conservative in their approach to cost control. Chinese companies do not offer huge salaries for talent, but also they do not turn to mass layoffs when the going gets tough. Even during this global economic slowdown, Chinese companies are encouraged to continue creating jobs and hire laid off foreign talent. Chinese companies also take measures to avoid job cuts first.

For example, China Eastern Airlines, one of China's largest airlines based in Shanghai, recently launched a cost-cutting campaign to reduce costs during this economic slump. Instead of huge layoffs, as would be seen in the United States, they are slashing executive salaries, encouraging unpaid vacation for employees, and cutting unprofitable routes. In the US, we see no decrease in executive salaries, an increase in job cuts, and a decrease in routes and even in-flight services (a topic for another day).

Job cuts during this economic downturn will only cost more in the long-term. It may temporarily reduce costs; however, when the economy turns around (and yes, it will turn around), it will cost you substantially more to rehire lost talent due to the economics of supply and demand. Instead, we can humbly follow the example of China and look for other more creative ways to cut costs, which may mean the business owner(s) taking lower salaries and reducing services. This may also be an opportunity to hire very experienced and talented individuals.

Aaron Wong is the Founder of AQI (Arrow Quality International), the first and leading Chinese Bridge consulting firm. Aaron is an extremely fluent speaker of Mandarin Chinese, and proficient in Cantonese Chinese (so he claims). He has over 7 years in the translation industry in positions of freelance translator and contract Federal Government linguist. Aaron has been involved in many business ventures that include selling his family cherries when he was 10 to a computer business when he was 13 to sending English teachers to China and Taiwan to teach English at 24. He graduated from the University of Utah in 2 years with a dual Bachelor's degree in Chinese and Asian Studies; and received his Masters in Management with an emphasis in business management from Colorado Technical University with a 4.0 GPA. Aaron received his MBA from the University of Utah in the spring of 2007. He also currently serves as the Secretary of the Board of Directors for the Lehi Area Chamber of Commerce, a volunteer Business Counselor for SCORE, a Student Mentor for the University of Utah SMART Start program, and has been recognized as a Top 40 Under 40 Professional by BusinessQ magazine.


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The recession that has impacted the United States has had a domino effect on the rest of the world. One by one every country has been impacted. As the primary consumers of the world's products, when we struggle financially, we decrease spending at our local retailers, who in turn purchase fewer products from suppliers who many of them are located overseas.

China has felt a large brunt of the economic storm. For example, a report by the Xinhua News Agency, China's official news agency, said that in 2008 about 3,631 toy factories have closed their doors, which is about 52 percent of all toy factories in China. Among the victims was one of China's largest toy factories, which employed over 7,000 workers and was even listed on the Hong Kong Stock Exchange. This factory made toys for many toymakers, including Mattel and Hasbro.

The Chinese government has long relied upon their exports to sustain the country. However, this practice would inevitably need to end in order for China to continue to progress in the future. Simple manufacturing, such as textiles, toys, etc., would need to change to high-tech electronic manufacturing, financial services and other advanced industries.

China is now a large enough economy where seeking imports of services and products is appropriate and needed for continued progress. The Chinese government has just released plans to stimulate domestic consumption in China. According to a document released after the executive meeting of China's State Council, it said, "to stimulate domestic consumption, efforts should be made to improve the rural circulation network, increase the variety of commodities available in rural markets, improve urban community service-facilities, promote upgrade of durable goods, support development of circulation companies, stimulate holiday consumption through exhibitions and step up supervision over product quality and safety."

This focus on the rural part of China is a very smart move, since a very large majority of the Chinese population still resides in the countryside. Chinese farmers in rural areas are much better off than in the past. Many have multiple family members who are working in the cities who send money back home to support their families. Liu Shinan of the China Daily has said it best of these rural farmers in China, "They [rural farmers] hope to own domestic electric appliances, even personal computers. However, manufacturers of these appliances are traditionally urban-oriented. Their products do not adapt to rural conditions. Farmers need practical, easy-to-use and wear-resistant appliances with fewer fancy functions. They also need to buy quality farm tools and they hope to build new houses.

"Investing money in manufacturing more rurally adaptable products and improving commercial networks in rural areas seem to be more practical in promoting domestic consumption. And we should also remember that there are still many rural regions that are still struggling to get rid of poverty."

This is a very good opportunity for U.S. businesses that are seeking new opportunities to expand their business overseas or to counter the negative impact of the global financial crisis. Labor costs are still relatively low, and Chinese demand and consumption is only going to increase.

Aaron Wong is the Founder of AQI (Arrow Quality International), the first and leading Chinese Bridge consulting firm. Aaron is an extremely fluent speaker of Mandarin Chinese, and proficient in Cantonese Chinese (so he claims). He has over 7 years in the translation industry in positions of freelance translator and contract Federal Government linguist. Aaron has been involved in many business ventures that include selling his family cherries when he was 10 to a computer business when he was 13 to sending English teachers to China and Taiwan to teach English at 24. He graduated from the University of Utah in 2 years with a dual Bachelor's degree in Chinese and Asian Studies; and received his Masters in Management with an emphasis in business management from Colorado Technical University with a 4.0 GPA. Aaron received his MBA from the University of Utah in the spring of 2007. He also currently serves as the Secretary of the Board of Directors for the Lehi Area Chamber of Commerce, a volunteer Business Counselor for SCORE, a Student Mentor for the University of Utah SMART Start program, and has been recognized as a Top 40 Under 40 Professional by BusinessQ magazine.


Article Source: http://EzineArticles.com/?expert=Aaron_Wong