YOUNGOR Manifesto: A Solid And Resolute Reformer

But at the fifteenth Ningbo international costume festival that just came to an end, YOUNGOR invested tens of millions of yuan to co operate this year.

YOUNGOR group has always been the leader of the men's wear industry in China. Nowadays, it has become the focus of attention of the industry to show the fashion makers from brand to brand maker.

In recent years, YOUNGOR, which started with the clothing industry, has been involved in diversified operation. Its financial investment and real estate business have made a great difference, forming a pattern of three major business segments.

The success of the new business brings not only high profits to YOUNGOR, but also the speculation of the outside world on its development orientation.

At a press conference held by YOUNGOR, faced with the aggressive questions of many senior journalists in China, Li general manager Li explained that "YOUNGOR has never abandoned its efforts and development in its industry in the process of diversification. As of 2010, its leading market share of YOUNGOR shirts and suits has been ranked first in 16 consecutive years and 11 years in the first place."

Li Rugang revealed that brand promotion is one of the internal driving forces for YOUNGOR's future development.

Now, the six major brand studios are actively cultivating excellent design talents, working with first-class designers in Japan and Europe, and designing centers in Italy and other countries to collect the latest fashion information and absorb the latest design concepts.

At the same time, the group has increased investment in garment channel development, and has built large flagship stores in cities such as Hangzhou, Xi'an and Shanghai, and has set up a sales consultant team, which has increased annual revenue by more than 10% for five consecutive years.

These efforts have made remarkable achievements, so that YOUNGOR's domestic market sales have increased rapidly in recent years, with an annual sales growth of 20% and an increase of more than 38% in profit volume. YOUNGOR can be rebuilt in five years.

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Li Rucheng, chairman of YOUNGOR group, is more determined and calm in his love for the clothing industry. In the eyes of reporters, the clothing industry is his favorite and his true love, because it is about the glory and dream of the enterprise.

"Clothing, real estate, financial investment three industries I like, but anyway, only the" YOUNGOR "clothing brand has made hundred years of brand potential, only the clothing industry can achieve my dream.

Speaking to reporters, Li Rucheng said frankly that in the context of pformation and upgrading, the garment industry as a traditional industry in China needs further refinement.

YOUNGOR is the clothing brand he founded. Now his biggest wish is to extract the unique brand connotation and culture in the next 5 to 10 years, and complete the pformation from the clothing manufacturer to the brand creator, and achieve leapfrog development.

In Li Rucheng's view, the current Chinese clothing industry is at a critical stage of upgrading and upgrading.

What is the upgrading of the industry? The essence of the problem is whether Chinese clothing can be pformed from the garment industry to the fashion industry.

After 20 years of rapid development, China's garment industry has made the most competitive garment industry in the world, forcing the garment industry in developed countries to accelerate the pformation of fashion.

The competitiveness of the garment industry is reflected in the unit cost, that is, the key points of the industrial mode are scale and sales channels.

The characteristics of the fashion industry are that enterprises should pform their attention from hard assets investment to soft asset investment. Competitiveness is embodied in product design and development capabilities and marketing strategies. Through design, consumers can enjoy and forget the cost.

This is a difficult change, and also a magnificent turn of the enterprise.

The change of Chinese clothing industry indicates that the integration and reshuffle between industries and enterprises is imminent.

This is an opportunity full of temptation and a trap full of danger.

In order to make use of this structural adjustment opportunity, many enterprises can not wait to try various ways to speed up development, improve their abilities and game weights.

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Women's clothing that is more closely integrated with fashion, children's clothes with surprising profit margins, cultural and creative industries, Internet sales and online shopping mall...

There are countless opportunities to beckon to YOUNGOR's powerful enterprise, and the group's core answers to various temptations are still in one word: no!

General manager Li Rugang, when he talked with nearly 100 reporters, clearly revealed YOUNGOR's strategic plan: he expressed great concern for all opportunities, but it would not change the focus of enterprise development.

He believes that every opportunity needs the support of policy environment and the support of professionals. When the timing and conditions are not available, YOUNGOR executives will never rush.

It is true that YOUNGOR must be a resolute reformist in today's industrial pformation, but on the other hand, it must be a stable reformist.

Li Rucheng, the chairman of the board, was even more disinterested in his unspoken remark. "I have a dream to make a consortium like LV, and to make a big clothing brand in the next 10 years through acquisitions and mergers."