Dialogue Capital -- Garment Industry Will Pform In "Fission" And "Fusion"

With China

Distinguished guest

Qiu Yafu, chairman of Shandong Ruyi group

Zhou Sheng Yi Fashion Group Chairman

Chairman of hairy area Jianli Asian investment

Qiu Yafu: tap the power of capital

What capital brings is real capital.

For Ruyi, if the enterprise itself maintains the status quo, it is not short of money.

But our future development, innovation in the future, and the long-term plans of enterprises in the future will be very short of money.

Facing the current market demand, world economic structure, integrating international resources, and realizing the rapid development of enterprises, from big to strong, I think it will take a lot of money.

Ruyi set up a factory in 1972, and has made continuous integration with scientific and technological means and innovative means in recent years, so that the annual sales revenue has leaped from 10 billion 700 million yuan in 2009 to 20 billion yuan in 2010.

Someone asked me what I would like to do in two ways if capital is used.

One is to increase our efforts in R & D and fashion design and shorten our reaction speed. We have to put in a series of inputs. For example, according to differentiated demand, we need to do a lot of work to make personalization so that we can get the highest added value.

What the second most want to do is to graft the brand network. If the former design and technology are done, the added value of the brand can be improved.

Recently, I saw a piece of news that the India tycoon had to wear a suit of 4 million yuan a suit. I was shocked after seeing it, but I think Ruyi is able to achieve such high added value.

We add diamond powder into the fabric, plus gold thread, which is really one metre and ten thousand pieces, and the supply exceeds demand.

Now I have discovered that if your clothes fail to reach the ultimate fashion, you need to quickly understand what consumers need.

From raw materials to spinning, China's textile and garment industry is too slow at the moment.

One way to solve this problem is to unite with others, one is to create.

Ruyi has caught a good opportunity to integrate a 10 billion yuan sales income, 108 years of history of Japan's largest clothing brand operators, it includes children's wear, women's wear, men's clothing, senior clothing.

After product integration, there are about 10000000000 Yuan and more than 3000 clothing stores in the Ruyi system.

The changes brought by capital to the development of Chinese textile and garment enterprises and brands are not only the input of capital, but also the advanced ideas, modern management concepts, management methods and production capabilities, which are a systematic impetus to brand development.

Although the Japanese enterprise has been bought as it wishes, the meticulous management of Japanese enterprises has indeed penetrated into every corner of the enterprise. In this regard, there is a huge gap between Chinese textile and garment enterprises.

In this sense, it should be the integration of the Japanese enterprises, rather than the integration of them.

Comment:

"Although for some enterprises, the current stage is not very short of money, but if the enterprise wants to be a Chinese clothing brand with world influence, it will always be better than money."

This is the exclamation of a Shenzhen clothing company in the face of capital market.

Some have even pointed out that the future may not be brand war, not price war or channel warfare, but capital war.

Zhou Sheng: no money is needed.

As an enterprise, it is sure that money is needed. The better the business, the less money it will be.

For example, there are many garment enterprises that have gone through second or ten years, and second or ten years are not just garment enterprises. Other enterprises must also face adjustment of organizational structure.

Ruyi has played a good exemplary role in China's industry.

In other words, the more resource owned enterprises, the more thirst for resources. I think the desire for capital is far greater than mine.

My view on capital is acceptable, but in accordance with the actual operation ability of our enterprises, we must accept some funds in an orderly way.

When I attended the China Fashion Forum, I also discussed the topic of capital.

We also have venture capital to find us and ask if we accept venture capital.

I said, in fact, business and venture capital are like marriage. It is a matter of early and late for business, because the person who marries you in this marriage has already thought of how to divorce you when he married you.

Actually, what I value more is industrial capital rather than financial capital.

If it's just financial capital, I don't think our company will need it.

Capital is a very pparent thing. Buffett has said that capital needs ideals and needs investment, so if professional capital is combined with professional industries, I think this is a better choice.

It is not my opinion of anyone who wants money or money, which is my view of capital at present.

Of course, this is only based on our business considerations, not necessarily representing the ideas of all enterprises.

What our company wants to do is a continuous brand, a big brand in the future and a hundred years brand, so we are careful about the marriage destined to be divorced.

Based on our enterprise, now more important is how to carry out the traditional fashion industry chain integration problem, once integrated, the role of capital amplification will be revealed, which has a time difference.

People often say that the rise of great powers, I think, the rise of great powers is the rise of ideas first.

Spain, for example, does not actually have the rise of resources. It only looks at the difference in the world view, the rise of vision.

I have been discussing with the willing Qiu general in the industry chain integration. I think he is an industrial sentiment. If I am a venture capitalist, I will be willing to invest in such an enterprise.

Comment:

Although most companies have a vision of capital, from a dialectical perspective, not all enterprises need capital access.

Enterprises and venture capital are like marriage, each enterprise has different situations.

If professional capital can be combined with industry, it may be a good choice.

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Mao District Jianli invested in a competitive industry.

Our previous investment has always been concentrated in the lighting industry, but we are also looking for the next industry star, hoping that the textile and garment industry will be another star we have found.

In fact, the textile and garment industry is very competitive. First, China's textile and apparel industry chain is the most perfect.

Second, we have huge consumption potential.

First of all, what is the nature of the clothing industry? What is the purpose of wearing clothes in real terms? It is to use the fastest fashion to deliver the most fashionable clothes to consumers at the cheapest price.

I think this is the essence of the industry, and in essence, it is faster than cheap.

When a new trend of clothing rises, it takes a long time for you to do it, even if you do it beautifully, but when I wait for my hand, that trend is over.

Especially in the past two years of financial turmoil, the global consumer's consumption ability of high priced clothing is declining, but China has some special characteristics, our luxury consumption is still very strong.

But after all, the big trend is that consumption tends to be pragmatic. Under this premise, everyone will develop towards a pragmatic and practical trend. Of course, fashion is always needed. This trend is an opportunity for us. We must think about how to seize it in this opportunity.

If you understand that the essence of this industry is faster than cheap, it is important to understand that large-scale building construction is no longer our core competitiveness.

Looking at the current trend is not necessarily the most popular, it can also make money.

For example, Spain's ZARA, and Sweden's H&M, they are not the most fashionable design, but it is fashionable, it is the fastest.

Therefore, leading time has become a research topic.

What is the definition of lead time? It is the time from design, production, logistics to sales.

As for the lead time, I have seen such a group of data. Chinese enterprises need 180 days, the United States has 100 days, Spanish Company is 12 days, and H&M companies are 21 days, so they are winning at speed.

I don't know whether these data are up to date, but they are enough to reflect the situation. They do not have cheap labor force, nor have the most factories, but they have achieved the fastest.

So, in terms of business mode, I think there are many places to innovate.

You can see several trends in some of the recent investment cases in the investment community.

First of all, investors pursue innovation in business or operation mode and above business mode.

For example, this kind of online e-commerce mode is very popular.

Another is the market segmentation, such as children's wear, women's wear, men's wear and so on. Many investments happen in the market segments.

When we invest, we attach great importance to the determination of reform and reform. We think this is the key element to decide whether we will succeed or fail in our investment.

This determination should be the intention of a company as a whole. It is not only the boss or the senior executive who is daydreaming. If the employees do not follow the action, it will be very difficult.

Some enterprises, after being invested, like to build big factories and build industrial parks.

We do not think it is necessary to do so because China has really excess capacity.

We should use scientific methods, make good use of resources, and produce the cheapest things at the lowest cost.

That is to say, after the financing of textile and garment enterprises, what should be considered is how to innovate.

In fashion industry, brand is very important.

We Chinese must also have confidence that our brands will be sent to foreign countries, but we need to continue to work hard.

As a capital, what do we value in investing? That is corporate culture. We must deliver the essence of the management culture of the enterprise to the front-line workers. Only such corporate culture is successful.

Then there is meticulous management and innovation. In modern textile and garment enterprises, it is concentrated in the management of informatization. This kind of informatization is not superficial. It is not that there are many computers in the enterprise that are informationalized. It is reflected in the inside shops and customers' feelings. It is necessary to reflect all kinds of information with the fastest speed in the decision-making level of enterprises.

Comments:

From an investor's point of view, an important criterion is business interests.