Legend Of Yang Minde, The "Princess Of Cotton"

Yang Minde, chairman of Yida group, has 50 thousand employees in 10 countries in the world with an annual sales volume of US $500 million.

Yang Minde, known as the "Princess of cotton" by Donald Tsang, the chief executive of the Hongkong Special Administrative Region, has been praised by many international magazines as one of the most powerful women in the world.

In 1952, Hongkong was still an abandoned scene. Yang Minde's birth brought great joy and consolation to the Yang family in a difficult life.

When Yang Minde was a little girl in Hongkong, her father told her not to wear clothes. It was not easy.

Study hard and choose a different occupation.

So she went to Massachusetts Institute of Technology and Harvard Business School, and then worked at the First Boston Corporation in New York.

But in the end, she did the dress business and did a good job. The huge empire of shirts was promoted under the direction of the chairwoman and CEO.

Yang Minde, frankly speaking, said that even in the face of many difficulties, she was lucky to be in a peaceful environment and play a leading role in the stage of life.

She wants to create her own legend.

When Yang Minde was chairman of the board in 1995, she thought the original business model was doomed to decline.

In order to carry out her own intentions in all aspects, she has made three priority tasks for the company: completing the vertical integration of the company, introducing the latest management concepts and techniques, and implementing her belief that the enterprises should return the society through Yida group.

What Yang Minde brought to the company is completely different from the traditional mode of analytical thinking.

The 47 thousand employees who manage 10 countries, each year, supply 60 million textile shirts to the HugoBoss, EddieBauer and TommyHilfiger companies. They are still confident about the future.

Her next ambitious and bold goal is to pform this traditional industry into a modern society.

It is a bold idea for a Hongkong woman to go to Xinjiang to go to Xinjiang to develop industry.

Yang Minde put his ideas into action.

Invest $100 million to open factories and develop 12 thousand acres of land to grow cotton that meets the company's requirements.

In the past, the main production of men's clothing was very important.

"We only went to Xinjiang because we could not buy such a good yarn. After we made yarn, we knew cotton was the most important thing.

The acquisition system that emphasizes quantity rather than quality makes farmers abandon good cotton. Otherwise, how can I run over to do "farmers' buds" Yang Minde said with emotion.

The feel of a lot of clothes is different, that is, when the time comes to spinning, the feeling of the clothes changes completely.

Yang Minde's father Yang Yuanlong is a founder and an excellent entrepreneur.

Yang Minde's grandfather also made silk, so she heard a lot about management, especially the idea of doing business as an entrepreneur.

The concept of "people-oriented" is the biggest asset of the textile and garment industry.

But the same idea will have different uses in different times.

In modern management, there are differences between her parents and her parents, but Yang Minde also admitted that she was influenced by her father a lot.

As the age grows, Yang Minde finds that Harvard textbooks are consistent with the principles of their father's business, such as not being greedy, being broad-minded and respecting each other.

When she was young, she often argued with her father that because she was young and liked to argue, Yang Minde now felt more and more that business was business. Although there was a need to change a little bit, the entrepreneurs of the previous generation should never abandon them and respect them.

The painful experience of information technology in the Yang Yuanlong management company at its heyday, spilled first in price competition and then won by quality.

Now the company's victory is rapid response to the market and customer service.

Yang Minde believes that technology is the way to achieve all this.

At the beginning, the quota of the country was not enough.

At that time, computer information technology had not yet been developed. Now, in the face of different markets, there is a belief that computers should be made full use of, and information can be used to help them reach the international production chain, spinning from Xinjiang to Guangdong, and then to the garment factories around the world, such as Mauritius.

So it has spent a lot of time in information technology.

Yang Minde also paid for the realization of information technology.

Yang Minde used to think that this was a technical challenge, but later it was discovered that it was not a matter of management, but a challenge of the basic culture of an enterprise.

Because if an enterprise has an information system, it needs pparency.

What are the obstacles to the pparency of an enterprise?

For those who gain benefits in an unjust way, pparency is the worst for these people.

Yang Minde's painful experience is that we must first improve the culture of enterprises before we spend huge amounts of investment in information technology. She also believes that we should have a good management method while doing well the corporate culture with morality as the core.

It is useless to advocate that everyone should be good. We must have a perfect mechanism to prevent some young people from making mistakes under the interest of the system and regulations.

This challenge is to be faced by any enterprise that wants to take the road of informatization.

In the long run, the Yida group is entirely owned by the Yang family.

Today, Yang Yuanlong's greatest wish is to make Yang Minde become a truly exemplary textile enterprise with the new management idea, and be able to exert the ability of China's textile and garment industry in the world.

As the leader of family business, Yang Minde has already pcended the narrow vision of the general family business. Many times, she sees things in a strategic and long-term way.

For example, it is not easy for Yida to spend $100 million in Xinjiang in the short run.

If it is a listed company, this matter will be noisy by shareholders, because the investment return cycle is very long, it may take 10 to 20 years.

However, Yida is a private institution, and it can do well according to its own ideals.

But money is also a problem. Sometimes companies have to go public because they need capital.

But Yang Minde thought it would be very lucky to be a private company under the condition of funds permissible, because she did not need to see the short-term returns every 3 months. A listed company seldom had the chance to give the helmsman the ideal of making a long line.

Yang Minde felt lucky for herself, because she had plenty of time to give her a long-term dream.

Yida has spent a lot of money on talents. Many young people do not return the company two days a day, but this is the investment of enterprises. This kind of investment is not a machine, the value of investors is invisible to others, but this is the most effective for enterprises.

The most important part of the enterprise culture is ethics.

Yang Minde hopes that Yida will not only make shirts, but also create something more permanent. On this point, she is sincere.

Why should foreigners come to force the Chinese enterprises to force the polluted water and air, not the polluted air that Chinese people drink in, so that many children have skin diseases now, and everyone should think that they should not just make money, and everyone wants a healthy environment.

Many people say that environmental protection is for the next generation, but in Yang Minde's view, "water resources are the most scarce now. If we do not protect water resources well, then we will not have to think about the next generation in a very short time. Many problems in our generation have come out."

Yang Minde remembered that his grandfather had said long ago that a society is inseparable from an enterprise.

Julia Shulman, an environmental consultant, was commissioned by an independent think tank in Hongkong to conduct an investigation of Yida's operations.

She finally came to the conclusion that "Yida is definitely not a facade."

She also mentioned in his report that IDA invested $3 million 600 thousand in building a sewage treatment plant in Gaoming.

Many companies in Hongkong do charity work, but they have not yet reached the height of building positive social forces by business.

This is a higher level of business vision, and Yang Minde is the representative.

At present, the biggest challenge for Yida is to continue the moral centered corporate culture. At the same time, Yang Minde hopes not only to expand internally, but also to integrate with the suppliers, universities and the society as a whole.

Yang Minde's pursuit is to achieve the ultimate goal of his devotion.