Zhou Haijiang And The Problem Of Red Bean

"The next generation of successors, I really have not considered this issue.

After all, I am young, and everything is just beginning. "

Faced with the problem of the third generation successors of the red bean, Zhou Haijiang, President of the red bean group, President of the red bean group, admitted to the second generation of the red bean group.

"My main responsibility now is,

Many old employees of red beans know that the annual income of red beans has risen from 7 billion 800 million yuan to 28 billion 200 million yuan, which has increased by nearly 4 times in the past 7 years, including the father Zhou Yaoting's "mace".

However, to achieve the goal of breaking through 100 billion yuan, Zhou Haijiang seems to have some arduous tasks.

After all, as a group's traditional main business, textile and garment business is facing more competitive pressure.

Although these businesses are only second behind YOUNGOR in terms of sales over the years, with the strong invasion of foreign brands such as UNIQLO and ZARA, and the rise of garment companies rooted in the Internet, such as fan Kai Cheng, etc., the competition has become more intense.

And the other three main businesses of the red bean group are rubber.

The proportion of textile and garment, rubber tires, real estate and biomedicine accounted for 50%, 30%, 15% and 5% respectively.

We hope that by 2017, when the group achieves 100 billion yuan, textile and garment, rubber tires, bio medicine and real estate will account for 1/3 of the total scale.

Zhou Haijiang revealed the vision of the red bean group in an exclusive interview with the talented reporter.

Competition limitation

It is easy to see from the planning that the rubber tire business is a major focus of the red bean group's main attack, and is also the main profit point Zhou Haijiang expected next.

To this end, the red bean group invested 1 billion 800 million yuan last year, and was put into operation at the end of a year. It is expected that the production capacity will exceed the planned annual output of 4 million units, with annual sales exceeding 10 billion yuan.

"This figure can enter the top 5 of the industry."

In fact, the rise of rubber tire business is a complete accident.

In 1995, Shanghai Shenda motorcycle factory was annexed for over ten years.

The latest information shows that the project will be a big enterprise like Bridgestone 12 this year, but we can do the first in a more fractionable market.

Zhou Haijiang said, "at present, red beans focus on heavy duty and mining type rubber tires.

However, a huge foreign capital "omnipotent player" will not easily give up any front.

As early as six months ago, Michelin Shenyang Tire Co., Ltd., which invested a total of 1 billion 457 million dollars, officially launched the "high performance radial tire pformation and expansion project".

In addition to increasing investment in the Chinese market, Bridgestone launched three high-performance and low fuel consumption tyres in the Chinese market in October alone.

It seems that the industry has already been very subdivided.

According to the professional viewpoint of rubber tyre industry, compared with foreign capital, domestic enterprises are more likely to gain a foothold in the development of low and middle market because of their cost-effective performance.

But in the high-end market competition, domestic enterprises still have a certain gap.

Zhou Haijiang also admitted that both domestic and foreign rubber tire enterprises are facing great challenges.

In addition to cost advantages, red beans should make more efforts in technology research and development and brand building.

Compared with textile and rubber tires, the red bean group

In order to develop biomedicine, the red bean group established the Taxus biotech company in 2004, and acquired a pharmaceutical factory, which is mainly dedicated to paclitaxel extraction and production of pharmaceutical preparations.

But it can not be denied that the production of pharmaceutical preparations, that is, paclitaxel refining, can only be said to be at the starting point, with "a good resource and foundation."

The other three businesses are becoming increasingly "monopolistic".

The Ministry of forestry said that the technology of artificial cultivation of yew has been very mature. Many areas, such as Shandong and Yunnan, have successfully developed yew, and many trees have been over 10 years old.

Industry experts also pointed out that although the market of yew seedlings is still a blue ocean, the competition in the future will only become more intense.

In order to enable the group to get full speed development in the future, Zhou Haijiang said that the next step would be the acquisition and merger as the focus of the company's development.

Obviously, red bean first hopes to make breakthroughs in its original business.

It is difficult to develop without listing.

From the perspective of performance and development,

"Taking our textile and clothing business as a chain store, the shortage of professional and excellent shop managers is indeed a relatively big problem.

Now, the 5 major chain stores of red beans have opened more than 2000 stores nationwide and are scheduled to open to 3000 next year.

This means that at least 3000 qualified stores will be required by next year, not to mention the scale of 1 000 stores in 2017.

Zhou Haijiang said frankly, "now we use the store manager just like the Anti Japanese war. After several months of emergency training, we went to the front line.

At present, it can only be solved by increasing training efforts and introducing talents. "

While training talents, red beans will also rely on the introduction.

In order to encourage subordinates to introduce senior talents, the group will bear 85% of the cost of introduction.

Analysts pointed out that the shortage of red beans is actually a common problem faced by many chain brand enterprises.

And this is the advantage of foreign brand chain.

As Zhou Haijiang insisted, the competitors of red bean clothing are not domestic brands such as YOUNGOR and Shanshan, but rather foreign brands with international brand advantages and experience.

To this end, red bean is the main business.

"The competition in the clothing industry will only become more intense.

Only the owner of the brand can master the initiative and the leading power of the international division of labor.

In the market economy, we rely on brands to divide the market.

The second challenge facing Zhou Haijiang is how to avoid diversifying traps.

"What we have chosen is a relatively diversified line of professional development, starting from the existing resources and experience advantages to seize the opportunity to segment the market."

Zhou Haijiang said, "the third challenge is to solve the problem of capital bottleneck in the current big environment."

At the end of 2008, the red bean group finance company was established and officially launched the red bean group's combination of production and finance. It also became the first non banking financial institution established by the first private enterprise group approved by the China Banking Regulatory Commission in 5 years.

"In addition, we also have our own small loan companies, as well as stock listing capital operations, bonds and direct financing are also actively promoting."

Zhou Haijiang said.

Recently, the influence of capital market consciousness has been more and more important in Zhou Haijiang thought.

"If the enterprise wants to be bigger and stronger, I think it will still be on the market.

And listing is good for business standardization.

Although the constraints will be a little more, the normative enterprises will have more vitality "at least, if the enterprises want to develop through mergers and acquisitions," it will be difficult not to go public. "

However, in the face of the current survival situation of Chinese private enterprises, Zhou Haijiang is worried: "at present, China's private enterprises should bear higher taxes on the one hand, and on the other hand, they must bear higher and higher wages and welfare costs.

At the same time, all kinds of raw and auxiliary materials cost, logistics cost and operation cost of enterprises are constantly rising, while the selling price of enterprise products has always been flat or even declining.

From this year's profit, many small and medium-sized enterprises are generally in the state of small profits, and some small and medium-sized enterprises rely on borrowing from usury to maintain a difficult operation.

All these have seriously affected the development potential of private enterprises.