Li Jiacheng: It'S Easy To Get Money.

Li Jiacheng, a native of Chaoan, Guangdong, was born in July 1928 in a poor family in Chaozhou City, Guangdong. Her father was a teacher.

Li Jiacheng, the eldest son, decided to drop out of school in order to support his family and not depend on others. He worked in a watch company first and then worked as a salesman at a plastic factory.

Thanks to his diligence and progress, he was recognized by his boss for only two years and became a general manager. At that time, he was only 18 years old.

In the summer of 1950, Li Jiacheng was determined to start his own business. He borrowed 50 thousand HK dollars from his relatives and friends, plus 7000 yuan of his savings. He rented a factory in Shau Kei Wan and formally founded the "Changjiang plastic factory".

One day, he read the English version of "plastic" magazine, and saw an unnoticeable piece of news that a plastic company in Italy had designed a plastic flower and was about to put it into the European and American markets.

Li Jiacheng immediately realized that during the post-war economic recovery period, people would have higher requirements for material life, while plastic flowers were inexpensive, elegant and timely, so they decided to put into production.

His plastic products quickly penetrate into Hongkong and Southeast Asian markets.

At the end of the same year, demand for plastic flowers was increasing in the US and Europe. Orders for the "Yangtze River" increased exponentially.

Up to 1964, Li Jiacheng had made tens of millions of port members' profits in the past 7 years, while the "Yangtze River" became the largest plastic flower production base in the world. Li Jiacheng also had the reputation of "plastic flower king".

However, Li Jiacheng expects that the plastic flower business will not always be optimistic, and he believes that extremes are inevitable.

So we rushed back to the production of plastic toys.

Sure enough, two years later, plastic flower products were seriously unsalable, while the "Yangtze River" has been playing an important role in the international toy market, with an annual export volume of US $10 million, which is the top of Hongkong's plastic toy export industry.

In 1963, Li Jiacheng married his cousin Zhuang Yueming (the daughter of his uncle Zhuang Jingan). He gave birth to his eldest son Li Zeju next year, and Richard Lee, the second son, was born in 1966.

In February 1965, a serious banking credit crisis occurred in Hongkong, and panic and panic. Investors and citizens were selling property and leaving Hong Kong.

Real estate prices collapsed in Hongkong, and property companies went bankrupt.

In 1967, more anti British riots took place in Hongkong, which further led to the death of the property market.

However, Li Jiacheng is optimistic about the prospect of Hongkong's industry and commerce, and believes that Hongkong's business colony will not be chaotic for a long time.

He went against the path that when people sold houses at a low price, they bought large quantities of land and old buildings.

In less than 3 years, the storm subsided, and Hongkong's society returned to normal, and the economy recovered. A large number of businessmen who left Hong Kong returned home and property prices soared.

Li Jiacheng took the opportunity to sell cheap and acquired property, sell profits at a high price, and turn to buildings and land with potential for development.

At the beginning of 70s, he had a total area of 6 million 300 thousand square feet.

In June 1971, Li Jiacheng formally founded the Changjiang Real Estate Co., Ltd., which was reorganized into Changjiang Industrial (Group) Limited company in the following year. It officially launched a strong career in the real estate business. During the many oil crises and economic depression times, when the price of property fell, people used to retreat into the strategy of entering and leaving the country.

In 70s, Hongkong, the 4 most capital - owned British firms, Jardine, Taigu, HSBC and Hutchison, were powerful in the business of many big businesses.

Li Jiacheng decided to use the strong funds of Changjiang Industrial Company to acquire some powerful listed companies in Hongkong. The first target directly pointed to the main flagship of the Jardine group, "Kowloon warehouse".

After careful study, he decided to adopt a calm and unintended tactic to send a large number of people to buy black dragon stocks, so that the stock price of Kowloon warehouse rose to $56 in just a few months, and went up to 56 yuan.

The Kowloon warehouse group felt the general trend was not good, immediately deployed anti takeover action, and bought a large number of nine stocks of retail investors on the market.

Unfortunately, the funds were limited and finally had to turn to HSBC for help. HSBC and Li Jiacheng worked together for a long time, and the relationship between them was good, which made Li Jiacheng feel a little embarrassed.

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At that time, Bao Yugang, chairman of the Chinese funded consortium, was also fighting for the Kowloon warehouse.

Li Jiacheng took good care of it and took the initiative to pfer 1000 of his holdings to 59 million Hong Kong members.

The battle of Li Jiacheng can be described as "killing two birds with one stone", which has avoided a positive conflict with the closely related HSBC, and led the Chinese funded consortium led by Bao Yugang to obtain nine positions of control smoothly.

Bao Yugang recognized heroes and heroic heroes, and pferred to another Li Jiacheng, another old British Bank of China and Whampoa's stock holdings.

In 1978, Li Jiacheng bought another old British company, Qingzhou British clay, with surprise tactics, becoming the chairman of the board of directors of the company.

However, the most memorable victory for Li Jiacheng was the successful control of the old British conglomerate, Whampoa.

The tactics adopted by Li Jiacheng this time are not only against attack, but also circuitous encirclement.

He commanded his staff to buy "Huang Huang" secretly at a very fast speed and quickly held 70% of the company's stock.

When Qi Dehao, chairman of the board of directors of "Huang Huang", discovered Li Jiacheng's move, though he hurriedly organized large shareholders to carry out counterattack, it was too late. Li Jiacheng had already got more opportunities, and with the help of HSBC, he finally succeeded in absorbing a lot of "Huang" in the stock market.

By 1980, Li Jiacheng had more than 40% shares of "Huang Huang".

If you get it, you will be able to successfully record the chairman of the board of directors of Whampoa.

Li Jiacheng's Cheung Kong industry, with assets of HK $693 million, controlled the old British conglomerate worth more than HK $5 billion, and recorded Whampoa as a miracle of "little snake eating elephants", and Li Jiacheng became the first Chinese to join the British consortium.

At that time, no one asked why the HSBC was willing to sell Li Jiacheng and Huang shares to him.

The reason for this was not until 1998 did Li Jiacheng speak.

It turned out that HSBC appreciated Li Jiacheng's management method very much. He thought he would lead a better development with Huang, so he was willing to help.

The results also proved that Huang and Li Jiacheng have developed into an international company in the past few years and become one of the top multinationals in the world.

After 80s, Li Jiacheng's territory expanded again.

Apart from real estate, it also operates shipping services, power supply, container terminals and retailing. It forms an indestructible large conglomerate in Hongkong.

In addition, since 70s, Li Jiacheng has launched overseas investment. By 80s, he has gradually expanded the relative investment proportion to carry out the global strategy of enterprises.

In Canada, the United States, the United Kingdom, Singapore, the establishment of base areas.

Performance has been better every year. Before 90s, he has become the richest man in Hongkong and has always maintained this leadership position.

After 1990, Li Jiacheng began to develop telecommunications in the UK, set up Orange Telecom and listed in the UK, with a total investment of HK $8 billion 400 million.

By April 2000, he sold his 40% stake in Orange to German Telecom Group for HK $113 billion, setting the highest profit record ever recorded in Hongkong.

Orange was listed in the UK in 1996. In other words, Li Jiacheng spent more than 100 billion Hong Kong dollars in just 3 years, doubling his assets.

Li Jiacheng entered the world's top 10 richest list in 2000 with his personal assets of 12 billion 600 million US dollars (HK $98 billion 300 million). He was also the first Chinese to list in two consecutive years.

Li Jiacheng has also been awarded outstanding entrepreneurs all over the world and awarded honorary doctorate degrees from 5 internationally renowned universities.

After more than 20 years of "opening up to the outside world", Li Jiacheng has owned 4 blue chip companies with a market value of HK $781 billion, including Cheung Kong, Hutchison Whampoa, Hongkong electric light and the Yangtze River infrastructure, accounting for 20% of the Hang Seng Index.

The group has more than 31 thousand employees and is the fourth largest employer in Hongkong.

In 1999, the group made a profit of HK $117 billion 300 million.

In 2001, the Sunday Times published the world's 50 richest list. Only 3 Chinese were listed on the list, and all of them were Hongkong's richest. Among them, Li Jiacheng, Li Jiacheng, the twenty-third longest Changjiang Industrial Company, was ranked as the richest Chinese businessman in the world.

Li Jiacheng, the world's only selected Chinese entrepreneur, ranks eleventh in the "25 best managers of 2000", selected by more than 180 senior editors of the editorial board of the business week and 24 journalists from around the world.

In July 16, 2003, Forbes magazine published the world's ten most influential rich list on its official website.

Li Jiacheng, chairman of Changjiang industrial group in Hongkong, China, ranked fifth in the list.

He responded to the call of the central government to revitalizing the country through science and education, and donated huge sums of money to cooperate with the Ministry of education in implementing the Yangtze River Scholar Award Scheme.

Not only has he been patriotic and patriotic for many years, he has attached great importance to education and health, he has been enthusiastic about public welfare, and he has devoted himself to it.

"My career has developed considerably, but for me, what I value most is the development of national education and health.

As long as my career is not bankrupt, I will not stop supporting national education and health as long as my body is fine and my brain is clear. "

Li Jiacheng language in ----1993 June.

As Mr. Zhuang Shiping, the elder predecessor of Hongkong, said, Mr. Li is modest, honest and trustworthy. He is well deserved.

Beginning in 1980, he spent 1 billion 800 million yuan in succession, founded the Shantou University under the support and cooperation of the central government and the Guangdong provincial government. In 1994, he donated 11 million yuan to help the poverty-stricken areas in his hometown to build 50 basic education schools. In 1997, he donated 10 million dollars to build a new library for Peking University. In 2000, he donated $24 million to participate in the national Internet InternetII development plan, and to build the national future Internet technology research center in Tsinghua University.

Over the years, Li Jiacheng's total donation has exceeded HK $3 billion, and more than 7 have been donated to the mainland, and more than 20% have been used in Hongkong.

Almost every year he contributes more than 100 million yuan to the mainland and set up a large number of public welfare undertakings.

Li Jiacheng must read half an hour's new books before he goes to bed at night, and understand the frontier theory and science and technology. According to his own name, he reads all kinds of books, including literature, history, philosophy, science and technology, and economics.

This is actually a habit he has maintained for decades.

Li Jiacheng has a secret recipe for making money and making money: Li Jiacheng mentioned in a series of lectures by EMBA and the masters in the Yangtze River.

How to change the second

When we participate in different industries, there are already strong and powerful competitors in the market. How do they become the first? Or, more accurately, how old three, four and five become the first second.

Seize the opportunity

It is important to grasp the opportunity and the pace of enterprise development. We must seize the opportunity to grasp the accurate information and the latest information. Whether we can seize the opportunity is whether your normal pace can work hard at the right time and walk before our competitors.

Know the other

Before making any decision, we need to know our conditions before we know what choices we have.

At the level of enterprises, we must know our strengths and weaknesses, and we must also look at the strengths of our competitors and grasp the accurate and sufficient information to make the right decisions.

Sharpen the eye

The greatest function of knowledge is to sharpen judgment and enhance judgement. Some people like to act on instinct, but intuition is not a reliable direction.

With the continuous progress of the times, we should not only stick to changes, but also take the first few steps.

We should have the fastest and most accurate information to master and judge.

Those who do not want to change can only wait for luck, and those who know the opportunity will create opportunities. Fortune will only come to those who have the world outlook, bold and cautious, dare to accept challenges and be cautious.

Find out the coordinates that fit the company.

When I bought Huang in 1979, I first thought about how to find out some coordinates that fit the company's development and management in the two broad categories of Chinese fluent philosophy and Western management science, and then set up a flexible framework to ensure that today's expansion will not become tomorrow's burden.

Let the management competition make the management of different businesses develop themselves, compete with each other, and constantly seek the best development opportunities, so as to bring the best interests of the company.

Improving the code of conduct and clear guidelines can ensure creative space.

The larger the enterprise, the less feasible the single instruction behavior is, because ultimately, the different professional and managerial experience of the management can not be brought into full play.

Perseverance can persist.

The market reversal is caused by too many factors. There is no absolute formula for success, but there are laws of failure. The key to success is to reduce all failures. The following four points can enhance the determination to overcome difficulties and the ability to take risks.

(1) stick to the law and enterprise code; (2) strictly observe sufficient liquidity; third, maintain profitability; fourth, attach importance to the cohesion and training of talents.

Nowadays, the world economy is grim. There is no magic and no golden touch. Human spirit is always the source of creativity.

Business leaders must have an international vision, panoramic thinking, long-term vision, pragmatic innovation, grasp the latest and most accurate information, make correct decisions, act quickly, and do their best.

The establishment of good reputation for individuals and enterprises is an asset that can not be seen in the balance sheet but has unlimited value.

It is the most powerful driving force for enterprises to work hard and devote themselves to the enthusiasm of leaders, communicate with employees and respect their colleagues, so as to build team spirit.

Talented people are hard to find, and colleagues who are creative, daring and cautious should be given good remuneration and clear future.