Li Rucheng'S Third Venture: Making Big Clothes And Buying Real Estate

The goal of the third venture is to truly become a forest in the world.

Insist on making bigger and stronger clothing and home ownership, at least 20 years unwavering, five years later, let "

By 2015, business revenue will reach 50 billion 900 million yuan, total assets will reach 109 billion 900 million yuan, and comprehensive strength will enter China's top 100.

The third goal of entrepreneurship has been set.

2011 is "

YOUNGOR is facing unprecedented opportunities, such as the great adjustment of the world economic structure, the great shift of China's industrial gradient, the acceleration of urbanization in China, the escalation of consumption structure and the continuous expansion of domestic demand.

Of course, what is more important is that YOUNGOR's rapid growth in the past thirty years has accumulated all kinds of advantages. We have no reason to miss future opportunities.

YOUNGOR's third five year plan has been overfulfilled, and the second venture has been successful. Now, our goal of third entrepreneurship has been determined, that is, to truly become the "China YOUNGOR" standing in the forest of the world's enterprises. We must truly realize the vision of "creating an international brand and building a century base business".

To this end, YOUNGOR should maintain a steady and relatively fast growth rate, pay attention to practicing internal strength and improving efficiency.

In 2010, our business income was 33 billion 480 million yuan. By 2015, our business revenue should reach 50 billion 900 million yuan, total assets reached 109 billion 900 million yuan, and comprehensive strength will enter the top 100 in China, narrowing the gap with the world's top 500.

Five years later, we will let "clothing" become the first in China, let YOUNGOR brand clothing expand its leading edge relative to the domestic competitors, and narrow the gap with foreign brand clothing giants. "Home buying" has entered the top 20 in the domestic market, becoming a well-known real estate development enterprise in the Yangtze River Delta region, with an annual average sales growth of 31%. Financial investment should have national influence, with targeted issuance and PE as the main body, with venture capital and two market as the subsidiary, prudent investment plans should be carefully formulated, projects should be carefully selected around the group's industrial layout, and potential quality projects should be actively identified to cultivate new business growth points.

Make big clothes and buy real estate

People familiar with YOUNGOR know that we start from textile and clothing, and now have three major industries.

Some media say that we are "doing nothing". This is a misunderstanding. Every enterprise is evolving.

We rely on the money earned from textile and clothing to invest in real estate.

What is the main business? I was a farmer, and the farmer was my real business. TOYOTA's earliest career was also weaving.

The main industry can not be in terms of profits. I think financial investment is the core of the modern economy. Enterprises like YOUNGOR must upgrade their industrial structure to the core.

This is our strategy.

Therefore, we still need to focus on garment control, home ownership and financial investment in the industrial layout.

Clothing and home ownership are the two core businesses of YOUNGOR, and adhere to the principle of making bigger and stronger clothing and home buyers at least for 20 years. Financial investment should actively explore new operation mode, pay attention to control market risks and comply with regulatory requirements.

At the same time, we need to cultivate more - nurturing China's base and Sheng Tai, striving for early listing, cultivating the Chinese medicine hemp, building the future bright spot, cultivating the new Malaysia International, building a platform for integrating overseas resources, cultivating tourism industry and strengthening domestic resource integration capability.

We are asked whether we need to refer to other enterprises for our diversification.

There are many examples of global diversification success, such as GE (GE) and TOYOTA.

But each enterprise has the characteristics of every enterprise, we can not learn TOYOTA, nor learn GE, YOUNGOR is YOUNGOR.

But that does not mean that we do not adjust or change.

On the whole, there will be "three pformations" in the next five years, the pformation of operation and control mode, the pfer of production layout structure, and the pfer of team and culture.

This is the basis for achieving the strategic objectives.

For a long time to come, the main line of reform is to realize the pformation of the mode of economic development.

Innovation will be an important guarantee for achieving the strategic goal.

Industrial innovation, brand innovation, technological innovation, incentive system innovation, management and control mode innovation are the main theme of YOUNGOR in the next five years and more.

YOUNGOR, who just passed away, will be stable and upright in the third venture.

I hope

Second business memorabilia

In 2006, the National Bureau of Statistics announced the top 500 manufacturing industries for the first time, and YOUNGOR ranked 81 in sales revenue of 15 billion 295 million yuan.

2007 - YOUNGOR shirts, Western-style clothes, trousers, T-shirts and neckties have been awarded China's famous brand products. The cotton wash and wear shirts have been approved by the AQSIQ "export inspection free" Quarantine.

In 2008, it bought KELLWOOD's menswear business new Ma company for 120 million US dollars, and successfully completed the first overseas acquisition of China's textile and garment industry.

In 2009, the world's first hemp fiber processing line was awarded the special contribution award of the FAO.

Mastery of hemp fiber development and utilization technology in the leading international level, has become the world's exclusive "hemp" fabric clothing enterprises.

In 2010, in the "top 100 list of private enterprises in Zhejiang" in 2009, YOUNGOR group ranked first in net assets, and postdoctoral research workstation was located in YOUNGOR; brand was divided into five parts, including gold standard, blue label, green label, "hemp family" and "Hartmarx", and started the strategy of "training supply chain".

Comment: standing behind the brand

Li Jianxin

see

Li Rucheng should be very busy. The National People's Congress's identity, clothing, real estate, financial investment, foreign trade in many areas of the head of the worry, you can imagine how much time he has.

When I saw him, he relaxed and said, "I am not as busy as I expected. We have a very good professional team. I am just used to standing behind the brand."

Let the brand speak, let the performance of the people, low key and restrained Li Rucheng, generous to conceal the strength of the heart.

It is indeed not easy for the chairman of a large enterprise group with a sales exceeding 30 billion and a profit of about 4000000000 and a 500 largest Chinese enterprise.

From the "YOUNGOR" brand to the ground, it has been mercilessly thrown into the sea of market economy. It has been for 20 years. With the growth of many enterprises in China, YOUNGOR has also experienced turmoil and confusion. The ups and downs of the diversified projects such as real estate and equity investments have led to the success or failure of many projects, and many experts and media have also questioned the "no need for proper work". Li Rucheng has easily described it as "grass boat borrowing an arrow". He believes that without experiencing failure, there will be no maturity and growth of the enterprise.

At the time of many market opportunities, Li Rucheng's "boat to borrow arrow" eventually accelerated the capital accumulation of the enterprise, making YOUNGOR a "big man" in clothing sales more than 100 billion.

Success in every field is due to luck or the talent of his long sleeve dance. But one thing that can not be disguised is the complex of his clothing brand.

Looking forward to 12th Five-Year, he has always regarded "creating international brands and building a century base industry" as the highest pursuit. He likes to call YOUNGOR brand manager.

I see tens of thousands of workers from the YOUNGOR clothing production workshop excitedly underground class, I once sighed with emotion to Li Cheng Cheng: "you have solved so many people's employment problem".

He did not expect that he would take the conversation right away: "no, it is the hard work of the workers that has fed the big business".

A Confucian businessman who loves Chinese classical literature impressed me with admiration. I realized what Li Rucheng often said is that "enterprises are responsible for creating economic benefits while bearing their due social responsibilities".

Wenchuan, Yushu earthquake, every disaster coming, YOUNGOR will not hesitate to generously give generously.

In the 30 years of development, YOUNGOR solved the employment of more than 50 thousand people, nurtured thousands of millionaires, and did a lot of public welfare undertakings. However, Li Rucheng rarely appeared in the media and presented awards on the screen.

When the financial storm struck, many shoemaking, clothing and textile enterprises were faced with shrinking and closing down. A pessimistic mood was again enveloped in the sighing of the "sunset industry". Li Rucheng remained optimistic: we were not the traditional manufacturing industry, but the advanced manufacturing industry integrating high-tech, new materials and creative industries.

Because there is no sunset industry, only sunset products, precisely because of this belief, YOUNGOR is in the support of science and technology, realizing the upgrading from intermediate manufacturing to advanced manufacturing, reducing costs in the integration of raw materials, fabrics, production enterprises, sales and retail integration, and catching up with the "fast fashion" clothing market's unpredictable pace, strengthening and strengthening bones in overseas mergers and acquisitions, brand extension and organizational restructuring, and comprehensively enhancing the competitiveness of enterprises in domestic and foreign markets.

At the beginning of the year, YOUNGOR is struggling to catch up with the world's top fashion brands.

People can not know Li Rucheng, but more and more people know that there is a YOUNGOR in China.