Ding Mingliang, Chairman Of Del Hui Shoes, 150 Yuan.

His success is legendary from the creation of a shoe factory with only 150 yuan to a well-known company with annual sales of several billion yuan.

He was 13 years old and forced to drop out of school early and set up a stall.

Among them, a fire had made his factory that had been built for nearly ten years instantly turned to ashes.

But he simply clenched his teeth and rebuilt the new home in ruins only in half a year.

He is also one of the senior bosses in the shoemaking and sporting goods industry in Quanzhou. He has been the leader of Jinjiang sporting goods enterprises.

He is Ding Mingliang.

Characters and entrepreneurial stories invest 150 yuan to create leisure sports. Leading brand venture is the nature of entrepreneurs. Ding Mingliang's venture at the beginning of his business is linked to basic survival needs.

Since he was 17 years old and had only 150 yuan to run a factory, he has been dreaming all the time.

In the past, he liked to laugh and laugh whether he was successful or frustrated.

"What I really value is the future of enterprise development," he said.

Poverty: take the initiative to drop out of school and spread out the poor children.

For a child who has just graduated from primary school, it is not easy to let him give up his studies and raise the burden of supporting his family.

However, seeing the poverty at home and experiencing the hardships of parents raising six children, Ding Mingliang, the eldest son, could not calm down, decided to drop out of school voluntarily, and help his parents to raise the burden of supporting their families.

This year, he was 13 years old.

Ding Mingliang, who dropped out of school, started selling small items in Quanzhou.

Not long after, he went along with his folks for a long time.

Hard life has formed his strong and tough character.

In 1982, he opened a small bag workshop with his fellow countrymen to make plastic bags. This is his first venture.

Transformation: from the packaging workshop to the shoe factory in the normal operation of the plastic bag factory for second years, he discovered that the shoemaking industry was a new student. Although he did not succeed, he saw the future of the industry, so he took two younger brothers and took the only 150 yuan to establish a shoemaking workshop with others and embarked on a difficult road to start a business.

"I remember the first day when the shoe factory opened, we made 6 pairs of shoes, and everyone was very happy at that time.

It's not how much money the shoe can make immediately, but its success has made its own product.

This means a new start for us. We can make shoes and make shoes business. "

He said that at that time, he and his brother all had a dream that one day they could live in their own two storey buildings.

In 1987, he made the biggest investment decision since he started his business: he spent 40 thousand yuan on a set of advanced shoe making equipment.

This move was somewhat unrealistic to many people in the village at that time.

Later facts proved that his choice was quite sensible.

The improvement of the quality of shoes has won a good reputation for the company in the domestic and foreign markets. He also officially named the "shoes" for the shoe factory, which initially owns modern equipment.

Tenacity: after the drastic change of fire, he stood up again. When he was ambitious to outline the grand blueprint, the sky was in bad luck. A fire that had never been anticipated was destroyed by all his factories and equipment.

His years of effort were destroyed.

In March 1990, Ding Mingliang, who had gone to Chaozhou, received a phone call from a factory fire, and rushed back overnight.

Looking at the ruins that he had been burned up for more than ten minutes, his heart was like a knife and his tears were pouring out. It was his 8 years of effort.

But in front of everyone, he clenched his teeth and held back his grief.

When he got home, he buried himself in tears.

"That blow is too great!

But at that time, I thought, I had to hold on to the pain again.

People can pour anything, but perseverance and confidence can not be reversed! "

He said.

The fire brought him back to poverty.

After sorting out the remnant, he decided to start over again.

With tremendous pain and pressure, he began to borrow and rebuild factories and buy equipment from Jinjiang and Guangdong, looking for mold everywhere.

With indomitable willpower, by the end of the year, he not only paid off debts, but also opened a stable market in the market.

His company once again entered a period of steady development.

Upgrading: entering the era of brand management, the market has changed since 1996, from supply to demand to supply exceeding demand.

Affected by this, his factory began in 1997, and the machine was discontinued one by one.

In the low tide of this market, Ding Mingliang was strongly aware of the urgency and importance of building a brand, and decided to bring the factory into the era of brand management. In 1999, he hired a football star to endorse, and began the attempt of brand operation.

However, after that, Jinjiang sports shoes began to fall into the "advertising war" and "Star Wars" in the same competition.

In order to avoid homogenous competition, he turned his eyes to the leisure sports market and thought that a new way could be found in the brand crowded sports shoes market.

In 2000, by chance, he became acquainted with famous domestic brand planners, and expanded his brand cognition vision.

Why was it a member of the Lining brand development that brought the most advanced brand development concept at that time?

Enterprises from shoes production, processing and retail, really go to establish their own terminal sales network, and start branding development.

Differentiation: entertainment marketing article in 2001, he worked with Nicky Wu to pform entertainment routes, and effectively distinguish between competitors.

Two years later, Ding Mingliang, who has been steady and steady, once again made an astonishing move for the whole industry to hire Jay Chou for 2 years and 10 million yuan.

This is undoubtedly a risk game.

Facts have proved that he spent all his money in the first place, and a well-known brand of entertainment and leisure has emerged.

In 2002, the total sales volume of the company exceeded 350 million yuan, and after Jay Chou joined the company, the sales growth rate of two consecutive years exceeded 50%%.

In 2003 -2005, its sales and brand awareness reached an unprecedented peak. Fujian's famous trademarks, state inspection free products, well-known trademarks in China, and famous brand products in China came to a great extent.

Since then, Ding Mingliang, who has tasted the sweetness of entertainment marketing and pursued further cooperation with Jay Chou, has been letting him make the director himself to shoot the brand advertisement and fully support the shooting of his big slam dunk.

Adhere to the entertainment and leisure routes, so that de Hui Hui become a successful example of Jinjiang sports brand differentiation breakthrough.

Internationalization: after eight years of rapid growth, the combined eight professional companies have been expanding their scale across the country.

However, he kept sober and calm, faced with many blind expansion and made the company fall into a trap. He promptly put forward a series of reform policies to stick to the quality "backyard" and so on.

He believes that a strong company must have the ability to develop independently, and must develop faster than its competitors in the pace of development, constantly create popularity and take the initiative to guide consumption.

He boldly introduced the designers of Korea and Taiwan and set up a huge design and development team.

These design teams imported from Nike production base have become a pioneering work for Jinjiang footwear industry.

After introducing international talents, he began to think about brand internationalization.

Last year, he combined with eight professional companies to integrate and enhance the brand, marketing, human resources, terminal market, graphic design, space design, production management and so on, and amend the combination of trademark and letter, so that the brand of the company is more internationalized and modern.

"The original English letter" Deerhui "is changed into an English combination" Deerway ". The new English name is more international and fashionable, and embodies the brand core value of" Sports Art and unlimited creativity ".

Changing the label is only the first step to get rid of the internationalization of the brand.

We are still on the way to dream. "

Ding Mingliang said.

A grand blueprint for building a century old brand culture enterprise has gradually become clear in his mind.

The "Beijing Olympic Games is a risk game". The situation enterprises should locate the market positioning reporters (hereinafter referred to as "Ji"): 2008 is a huge year of industrial development and change, and also a turbulent year.

Some people believe that the sports brand industry has developed to the stage of upgrading and elimination. In 2008, it will be a watershed. For some enterprises, it may be a year of promotion. For most enterprises, it may be a shuffle year.

What do you think of the development of sports industry this year?

Ding Mingliang (hereinafter referred to as "Ding"): survival of the fittest is the law of competition of nature. After 20 years of development, China's local sports brand already has certain resources, but its development is not balanced. Once the external contradictions are escalated, fission inside the industry becomes inevitable.

If the enterprise can identify the market position and grasp the direction of brand development, it will achieve "stronger and stronger".

For any sporting goods enterprise with strength, ability and boldness, the prospect of China's sporting goods industry will be more optimistic in the future.

As for the Olympic Games, we should not rush to invest a huge amount of publicity fees: 2008 is the "Olympic year". All the major sports brands at home and abroad want to make use of the Olympic Games to enhance their popularity and influence. What do you think?

Ding: in our view, the Beijing Olympic Games is a rare opportunity for the domestic sporting goods industry. It is also a difficulty factor and a high risk game of high technology content.

The Olympic Games are not "Tang Seng meat". Olympic marketing is a test of the comprehensive strength of enterprises. If we want to be successful, we must have strength, creativity, execution and luck. If we can not find the precise way of Olympic marketing, it will be counterproductive to rush into huge publicity fees.

Therefore, we maintain a relatively cautious and calm attitude and will not follow suit.

Of course, "prudence" does not mean that we will miss the opportunity.

Our goal is to create the first brand of China's leisure sports, and also look at the Olympic opportunity. As early as 2006, we have started a series of long-term strategies covering Olympic marketing.

We signed a strategic cooperation agreement with China's Bayi gymnastics team, because we are optimistic that Xiao Qin, who has a "pony God", can win the Olympic Games.

Last year, we joined hands with 8 well-known marketing companies in China to create a flagship team for sports marketing.

This year, we worked with celebrity Xu Gehui.

In the brand positioning, we have completed a comprehensive upgrading and integration to create a relatively mature and perfect brand new image.

About talent brain elite and internal exploration: what kind of experience do Ding always have in talent management and use?

Ding: I think the development of enterprises needs not only the support of the brain elite, but also the exploration and training of talents from within.

We have both external and internal training.

At the beginning of May this year, our new director of operations was in place. This is a senior industry veteran with more than 10 years experience in international sports brand operation. Last month, our garment development department also had a new director in place.

And last month, 4 new department managers of our marketing system came from internal training. Most of them were experienced and developed from the grassroots level.