Strategic Pformation Of Service Enterprises &Nbsp; Ningbo Gang: Entangled Upgrading

Zheng Yonggang never forgot to emphasize that he was investing.

If the pformation and upgrading of the seven wolves is a storm, then the representative enterprises of the Ningbo gang.

YOUNGOR brand Mens aging degree, so that these years are busy with real estate and investment Li Rucheng some anxious.

Especially in the eyes of post-80s consumers, YOUNGOR seems to be out of line with brand names and is only suitable for men over the age of 40.

Data show that YOUNGOR's ability to reduce premiums declined in recent years. The operating profit margin of the main product shirts fell from 50.23% in 2006 to 29.37% in 2009.

"Last year, the chairman personally led the promotion of garment business upgrading.

Almost all sales meetings were attended by him.

An insider of YOUNGOR told reporters.

It seems that Li Rucheng is returning to his main business, hoping to revive YOUNGOR's clothing business and renew its brilliance.

Is that so?

In 2010, YOUNGOR was still active in its investment, successively pulling out a total of up to 5 billion 500 million yuan to subscribe to as many as 10 listed companies' non-public offering shares.

In a recent land sale meeting held in Hangzhou, YOUNGOR again launched a fierce battle to take two plots of Hangzhou Shenhua area, with a total price of 2 billion 421 million yuan, and set a record.

In fact, in the year 2010, under the macro-control of real estate, YOUNGOR's momentum was still active.

This also means that Li Rucheng's energy is still divided into 3 parts, and clothing only accounts for 1/3.

This leads us to worry that other entrepreneurs can hardly succeed in their efforts to pform themselves, let alone "no specificity".

However, compared with the previous years, Li Rucheng put more energy into clothes in 2010.

"Ordinary shirts are 80 weaves, and YOUNGOR's fabrics can be made of 300 fabrics. They feel like silk, and the price is sold to two thousand or three thousand yuan each."

In early 2010, at YOUNGOR's world's first hemp store, Ningbo seascape shop, Li Rucheng proudly introduced YOUNGOR's R & D capability.

Li even laughed at the fact that he had leprosy, and he studied the hemp all the time.

In 2010, it was also a year when YOUNGOR made a strong effort in clothing.

At that year's China International Clothing and accessories fair, YOUNGOR launched five new brands in one breath.

These brands are built on the basis of YOUNGOR's "optimization of industrial chain", "make clothes that others can't do, and increase the added value of products."

Li Ru Cheng said.

Prior to YOUNGOR's imitation of foreign enterprises, it was divided into colors according to its color, and launched brands such as golden YOUNGOR, green YOUNGOR and orange YOUNGOR in one breath, but it was not recognized by the market.

In view of this, the Chinese preference has been taken into account this time.

At the same time, YOUNGOR set up a brand studio for 5 brands.

In order to make up for its own design and process management capabilities, it also actively cooperates with foreign companies.

For example, GY brand, cooperate with Japanese W.GAME company, introduce talents of the company, process management and participate in product design.

YOUNGOR said that the new brand launched in 2010 has achieved initial success. GY's daily sales in a single store in Wenzhou exceeded 200 thousand yuan.

YOUNGOR's five new brands sold more than 100 million yuan in the first half of 2010.

However, only these appearances, people can not see the intensity of YOUNGOR's pformation.

Transformation is not as simple as launching a brand, and like the pformation of the seven wolves, it needs a tremendous change and needs to be completely pformed into a brand thinking.

But the weakness of YOUNGOR is still obvious.

"For example, how the concept of hemp is related to consumers' cognition is the most important.

Otherwise, it's just a show, which has no practical significance at the market level.

One industry insider pointed out.

In addition, it is also a big problem to push five brands at once, how to coordinate energy and resources.

More worried, but also because of YOUNGOR's whole industry chain ideas, the industry believes that this makes it difficult to get rid of the manufacturing industry in the upgrading of the brand thinking.

YOUNGOR does not recognize this problem.

"Once a group of foreign clothing brands visited YOUNGOR, they looked at our industrial chain, and they all called" you sit on Jinshan. "

YOUNGOR believes that only with the strength of research and development and the strict control of the quality of clothing can the brand upgrade be realized.

But YOUNGOR also does not deny the difficulties ahead.

For example, lack of talent, for example, it is difficult for ships to turn around.

"As an industrial brand, YOUNGOR has already formed a lot of things, which can not be changed in a short period of time."

But they believe that with the advantage of the whole industry chain, once they are successful, they will release more energy.

"In fact, the most difficult problem is how to integrate several parts of the industrial chain."

The insider said, "it's like writing articles and materials, and thinking about how to string them up well." Li Rucheng also talked about this.

He thinks this is a contradiction and needs to be balanced.

For example, textile mills and garment factories, he wants to integrate them into an enterprise, but it is very difficult, because each factory wishes to maximize its own interests.

Therefore, Li's challenge lies in finding a suitable supporting point to drive the whole industrial chain to play a positive role in brand upgrading.

The most strongly questioned industry is YOUNGOR's diversification.

Although YOUNGOR has repeatedly said that its main industry has been working hard, YOUNGOR's actions on investment and real estate are unimaginable. Li can become a stone and three birds.

Especially faced with such a big event of pformation.

What can be seen is that despite the impact of the financial crisis in 2008, YOUNGOR's actions in investment and real estate decreased, but it began to recover in 2009.

Data show that in 2009, YOUNGOR's main business income, 6 billion 900 million yuan from textile and clothing, 5 billion 200 million yuan from real estate, specifically to net profit, real estate and equity investment business net profit as high as 2 billion 800 million yuan, is textile and garment business net profit of 440 million yuan 6.4 times.

Similar to YOUNGOR, Shanshan Group is also facing brand aging, and also wants to revive. But it also wants to make money faster and easier in other fields.

Financial, real estate and even high-tech industries, Shanshan hunting everywhere, almost what fire to do.

Zheng Yonggang, chairman of Shan Shan, is very much concerned about people who say he is an entrepreneur of clothing. He often stresses that he is making investments.

"In their hearts, they say that investing in themselves is much more respectable than making clothes.

Moreover, they all have big business complex. "

One industry insider said.

This kind of ethos has also affected their choices.