Secret Of Success Of Jinjiang Venture Group

In 1985, Xu Lianjie, 32, founded a group of Jinjiang villagers with Heng An company, Jinjiang.

In 1987, Ding Zhizhong, 17 years old, came to Beijing alone and went to Wangfujing to sell 600 pairs of sneakers produced by Jinjiang. 17 year old Ding Shuibo built up Sanxing company with 500 yuan spent from his work and two sworn brothers. In the same year, 32 year old Xu Jingnan completed the initial accumulation, prepared to make a big start in the shoe making industry, and began to contract Nike's factory in Beijing; the factory of Ding Jian Tong began to produce ten thousand pairs of shoes a day.

After a few years, business history was like water.

Xu Lianjie's Heng An company has become Heng An group. Its main business has also been turned into consumer goods. In 1998, its Hang Heng holding group was listed on the Hongkong stock exchange, becoming the first listed company in Jinjiang county at that time. Its market value is over 70 billion today.

Zhou Shaoxiong's three brothers and four brothers then set up seven wolves, whose main business was clothing. In 2004, Shenzhen's small and medium sized board was listed as the first clothing listed company in Jinjiang, and now its market value is 9 billion.

Ding Zhizhong set up a family workshop on the basis of family support in 1994.

In 1996, Ding Jiantong renamed the shoemaking company "Buick", renamed it 361 degrees in 2004, listed in Hongkong in June 2009, raised 2 billion, and family wealth exceeded 4 billion.

Xu Jingnan registered the "PEAK" trademark in 1989, and listed in Hongkong in 2009, with a family wealth of over 4 billion.

Ding Siqiang pformed from shoemaking to shoemaking in 1997, founded the Meck footwear industry in 2004, and went public in Hongkong in 2010.

But in this era, while giving opportunities, it has also tied up unprecedented difficult challenges, coerced and dragged China's private enterprises to grow up in the cycle of "birth, old age, sickness and death".

This is also true of Jinjiang's enterprises.

Before the so-called listing and wealth making glory, almost all of these enterprises have experienced similar advertising gambling, institutionalized pain, and capital chain problems. Similarly, at the foot of this group of successful people, there are countless martyrs who are not remembered.

By the year June 25, 2010, the number of listed enterprises in Jinjiang was the first among the country's county-level cities, reaching 26.

Industrial clusters have also led to the rise of related upstream and downstream industrial chains. Fabrics, chemical fiber, zippers, line industry and even logistics industry have all listed companies.

But at the same time, the industrial cluster has formed a "Red Sea" that can be seen clearly. Therefore, for the advanced pattern, the sense of crisis is also growing at the same time of steady growth. What entrepreneurs are thinking now is how to integrate resources and enhance overall competitiveness by using management tools and e-commerce platform based on the initial stage of vigorously advertising and brand growth.

But from thinking to action, there is still a long way to go.

It is foreseeable that the two changes carried out by Xu Lianjie of the "Godfather", especially the second management changes that began in 2009, will bring about a touch and a demonstration effect to other enterprises in Jinjiang, such as the attempts of the old gentleman to be listed, institutionalized, capitalized, and managed to market.

The younger generation of entrepreneurs in Jinjiang is far from satisfied with copying the forerunners. They also hope to find a more innovative business model with the help of the new e-business platform.

The e-commerce business related to footwear industry has become the first choice.

However, the limitations of geography and talent have brought about increasingly obvious shortcomings.

Although there is no shortage of five star hotels and BMW cars in the county-level city of Jinjiang, it still can not cover up the occlusion and edge of this small city. Xiamen has become an open trend for enterprises to "move to the capital".

For foreign venture capital, Jinjiang is a place for them to love and hate.

In a local area, the introduction of foreign venture capital by an enterprise will be interpreted as "lack of money and business failure", while foreign VC is always doubtful about local enterprises' "incomprehension" financial statements.

But just like all of China's grass-roots entrepreneurs have a natural sense of opportunity and interest, entrepreneurs in Jinjiang have a clear view of the wealth myth brought about by equity investments.

Forerunners such as Heng An family fund and Zhou Shaoxiong's family group and Qipai Hongshi brothers have already benefited from equity investment.

The final establishment of Jinjiang venture capital, jointly invested by Heng An, seven wolves and intimate food, can be seen as a breakthrough in Jinjiang's local venture capital zero in Hongqiao.

Wu fire stove finally chose to sell the pro food control rights created by one hand to Heng An, and turn to VC industry full-time. Today, his title is the chairman of Hongqiao venture capital.