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YOUNGOR Grew By 15%: Steady And Fast.

2011/4/25 9:00:00 42

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YOUNGOR Domestic Leisure Apparel Brand Financial Crisis

YOUNGOR is made up of garments.

Youngor

Specialty.

But in recent years, YOUNGOR's clothing business is not satisfied.

With the rapid expansion of international brands such as Zara and Louis Weedon in China, the rapid rise of domestic casual wear brands such as Semir apparel (002563) and American bond dress (002269), YOUNGOR's "voice" seems to have been concealed.

Take Semir costumes as an example. Its operating revenue in the past three years was 3 billion 323 million yuan, 4 billion 250 million yuan and 6 billion 287 million yuan, respectively, increasing at an annual rate of 30%~50%, and it was listed in 2010.

In contrast, although YOUNGOR's revenue reached 14 billion 514 million yuan in 2010, it ranked the top among garment enterprises.

But its brand clothing business income is only 6 billion 98 million yuan, has been lower than Semir clothing, and the growth rate is only 9.05%, also far less than Semir clothing.

Especially in 2008.

financial crisis

In China, due to YOUNGOR's industrial pformation and other reasons, the company's overseas business has been in negative growth for many years: in 2009, the business income of overseas business has declined by 15.44%, while in 2010 it still has a negative growth of 1.89%.

But Li Rucheng naturally has self-confidence: "like our suits, shirts are hard goods", hard goods rely on quality, and YOUNGOR's quality is still ahead.

Relatively speaking, the fastest growing is

Popular fashion brand

But YOUNGOR's positioning is high-end. "

In his view, the growth of an enterprise is a process.

Although YOUNGOR has the money to invest more, it does not depend on capital to make money, but it relies on the ability of the team to make money.

The current YOUNGOR team's business capability matches the development of the enterprise.

"We are not pursuing rapid growth, but pursuing stable growth.

As long as 15% growth is enough each year, the growth of 30% and 40% will increase the pressure on the whole team.

If we put money on clothing, it may be two times the development of clothing, but this speed is beyond the control of the whole team, and the ability to control it will not keep up with it, which will cause a big problem.

Li Rucheng said that many European enterprises are not big enough to pursue core competitiveness and be able to live.

The goal of YOUNGOR is a century old enterprise. Now YOUNGOR is more mature than ordinary enterprises: as long as there is growth, small steps and steady steps can be done. We do not mention brisk walking.