Zhang Ruibiao, General Manager Of Quanzhou Rui Xing Textile Garment Co., Ltd.: Industry Sharp

Zhang Ruibiao, the managing director of Quanzhou Federation of enterprises and entrepreneurs, general manager of Jinjiang textile and Garment Association, general manager of Quanzhou Ruixing textile and Garments Co., Ltd., has been concerned about the reasons why he has experienced several ups and downs in his own business. He said he would not suffer any pain after suffering.

In order to start the national brand, he carried 10 years of foreign trade and wind and rain and broke the ice successfully. He won the first gold medal of Fujian's garment industry, which is known as the "national export exemption".

Immediately, he announced that he would enter the domestic market and aim to build a famous brand of fashion sportswear and continue to run forward.

He is Zhang Rui table.

Character, entrepreneur story maintenance division creates brand to expand domestic and foreign markets, because filial piety, he closes the prosperous small shop, has abandoned own study radio maintenance specialty, takes care of the elderly grandfather.

Since then, he has been in the business of foreign trade, overcoming difficulties and repeatedly achieving good results, which has aroused great concern from the foundry industry from the foundry industry to the national brand export.

It is radio professional for secondary school students to repair and improve their lives. After graduating in 1987, they opened a shop in Jinjiang to repair small appliances.

At that time, it was considered a "high-tech" activity, especially when he could change the television's internal settings and receive some overseas TV programs.

With the skills of home appliances repairing, he improved his life and first enjoyed the taste of making money.

More than a year later, in order to take care of his grandfather, he quietly closed the business that was booming.

"At that time, grandpa in Philippines came back to Fuzhou for treatment. My parents and uncles lived in Hongkong. As my grandson, I put down my business in the shop and took care of grandpa in Fuzhou."

He recalls.

After careful care, Grandpa recovered from his illness and stayed in his old home for the aged.

During this period, the shop gradually lost its customers because of its closing down. He had to give up electrical maintenance and do his slippers business with his uncle.

"After the production of manual workshop, we get the wholesale market for sale."

He said: "because the market was in a pitional period and the competition was relatively small, slippers would soon be sold in the market."

Transformation from slippers to clothing production in 1989, he married to turn over to a garment factory jointly with his father-in-law.

"At the beginning, there were only 20 people in the factory, each carrying a sewing machine on their own, and producing it in a rented house."

He said he was mainly responsible for the production management of the factory.

Cutting, cloth and even a button's play often made him ponder for a long time.

Through hard work, the small factory has begun to take shape in 1992, with sixty or seventy workers.

At this time, most garment factories in Quanzhou went through the wholesale market route and lacked the brand awareness, but the jacket he produced took a very foreign name on the market, which was called "Qiao Xi Qi".

He positioned the product as a high-end, specializing in shopping malls.

"At that time, we had about 40 counters in shopping malls all over the country, and the products became popular.

Enterprises in this brand strategy has achieved good returns.

From then on, he realized that the value of brand in product sales was unlimited.

In 1994, a number of state owned shopping malls were restructured. He was forced to adjust the business routes and put the shopping malls and wholesale markets together.

However, this adjustment brings new problems: enterprise strength can not keep up with sales demand, product supply is insufficient, some shopping malls have mandatory sales targets for clothing sales, factories are restricted by capital supply, and laborious to deal with the indicators of shopping malls.

Finally, under the double pressure of macroeconomic regulation and business strategy, he had to withdraw all the counters and owed about 1000000 yuan in debt.

In the face of this failure, he was not reconciled to re registering the company.

These three words are taken from the names of the three shareholders of Zhuang Zhixing and his father-in-law, namely, Hong Li and his brother-in-law. They contain the flavor of auspiciousness and prosperity. They are also the expression of family cohesion.

After consulting with his family, he attacked the market in many ways.

In order to clear up the stock of products, he opened a store in Quanzhou and sold it well. He also gave product OEM to other companies to meet the factory capacity.

In the meantime, Jinjiang's Chen Tai's shoe material market was formed and leather trade flourished.

He opened a small leather store with people in partnership with Hongkong, Taiwan and other places. The products are novel and fashionable, and the sales situation is good.

At that time, there was a leather like imitation leather that was the mainstream product in Hongkong and other places. The market potential was large, but because of lack of financial support, it could only do piecemeal business, and could not fully pry the market.

The leather store business failed at last.

At this relatively quiet time, business has changed.

When an overseas customer went to his leather store, he told him to do some business opportunities in foreign trade clothing.

After introducing, he began to intervene in the field of foreign trade.

In 1995, he decided to go to Hungary to explore the market.

"Air tickets to Hungary or borrow money from old granny."

He said Hungary exercised that he was aware that there were unlimited business opportunities in foreign markets and he was able to get orders smoothly.

So he borrowed money from friends and relatives to expand production.

"There is a profit of 30% to 40% of the garments sold outside the cabinet, but the pportation time is very long. It takes about two months to reach Europe, and there is great risk."

His involvement in European trade can be said to be a combination of opportunity and pressure.

After many twists and turns, he found a foreign trade company as an agent to turn the foreign trade business into a solution to the plagued capital problem.

"It was only $1 million 500 thousand for a foreign trade at that time."

He said.

The Xiamen Company suffered a setback after millions of dollars in distress could not be recovered for a year.

He also got into a difficult position with his breath. "Millions of dollars can't be paid back."

At that time, during the Spring Festival, we needed to pay wages and suppliers' raw materials.

He ran everywhere to find people to borrow money, to pay wages to workers, and to negotiate with suppliers to postpone payment.

After the Spring Festival, he communicated with foreign clients on the loan of several million yuan. He agreed to knock down about 1000000 yuan from the loan and pfer the remaining accounts directly to the customers.

This incident made him realize that only when he grasps the outlet channels can he fundamentally prevent such incidents from happening.

He studied English closely and studied a series of foreign trade export processes such as export rebates, documents, bank verification, etc., and he drew up business abroad and set up a development department.

With his efforts, Hong Rui Xing became the first private enterprise to export tax rebates in Jinjiang.

The first export exemption test was launched in 1998. Enterprises achieved leapfrog development, earning hundreds of millions of dollars, and began to grow at a geometric level.

After self export, he completed the pformation from OEM (original equipment manufacturer) to ODM (original design manufacturer).

In 2001, international registration was launched, and the "Hoperise" brand was launched.

He said that at present, its own R & D products accounted for over 60% of exports, and private brand exports reached 30% to 40%, and sales channels were spread to Europe.

In July 13th of this year, it won the first gold medal of the national export inspection exemption in Fujian's clothing industry, and launched a strategy to enter the domestic market in a high-profile manner. After laying a reputation abroad, it moved to the domestic market and molded a model of private economic development with its own growth.

The personage, dialogue and garment industry has great growth. It is a huge cake for the domestic market of the industry. Morning paper reporter (hereinafter referred to as the record): what do you think of the current development trend of China's garment industry?

Zhang Ruibiao (hereinafter referred to as Zhang): China's garment industry has great growth both at home and abroad.

We started to do the domestic market is the development of the garment industry in this period. Although the pace is bigger, we are well prepared.

China's clothing market is a huge cake, and a province can reach a European country.

As a good condition for Chinese enterprises to have "time, place, and people", we must win a place.

The most difficult thing to remember is the internationalization of talents and culture. As an export-oriented enterprise with independent national brands, what do you think is the most difficult problem in internationalization?

Zhang: expanding the international market is the only way for the development of enterprises and the only way to internationalize products.

But in line with international standards, we must make greater efforts in China and make long-term strategic development plans combined with the actual situation of enterprises.

The greatest difficulty in internationalization is the combination of talents and different cultures.

Different countries have different cultures, how to realize the localization of products, how to get through the national culture, it is very difficult, but also wonderful.

Unlike other brands, we can move to the domestic market from an international perspective after we have achieved good results in the international market.

Therefore, we will directly impact the Chinese sportswear market directly from a higher starting point.

In order to avoid fierce competition from domestic counterparts, we plan to operate the domestic market in a completely internationalized way, whether it is terminal, product development or marketing, which will be different from the current domestic brands.

After all, after years of war in the international market, we already have the international brand vision and market experience.

About management, many enterprise certification is a mere formality: over the past 20 years, what have you learned from your experience in many industries and multiple markets?

Zhang: first, we must do well the internal management of an enterprise, and the management must be carried out strictly according to the standard system.

Many enterprises in Quanzhou have passed ISO certification such as quality, environment and safety. However, many enterprises are superficial and do not really play the role of these management systems.

In the early days of an enterprise, the family's dedication and cohesiveness have great advantages, but when the enterprise rises to a certain height, family businesses will have various drawbacks.

When enterprises become more and more standardized, management should be divorced from family and institutionalized.

This requires planning bit by bit, reducing family management participation while actively fostering professional managers.

As for a brand as a person, we should be honest and trustworthy: what do you think is the most important thing to make a brand?

Zhang: making a brand is just like being a person. To be honest, it is necessary to show the best image and convey reliable and reputable product information to consumers.

As a company specializing in garment foreign trade, we have been striving for national export products to exempt from inspection for many years, creating national brands as our goal and achieving good results in important international markets such as Europe.

About talents can not rely solely on "airborne troops": how do you select talents?

Zhang: simply relying on "airborne troops" can not achieve the harmonious development of enterprises.

I will study whether employees can grow together with enterprises and are not suitable for the internal culture of an enterprise.

I hope to train employees from the grassroots level, so that he can develop together with enterprises.

Echelon training for employees is also important. We carry out militarized management of employees, establish "good idea communication" and perfect reward and punishment system, so that employees can have great room for growth in the company.

The biggest responsibility of responsibility is to do business well: how do you view the social responsibility of entrepreneurs?

Zhang: to do business no matter big or small, in a sense, it is contributing to society.

In this process, it is not necessary to show how much money is donated. It is important to satisfy the needs of employees and realize the sense of value of employees.

If a business owner does not make money, it is a waste of social resources, so the biggest responsibility of the boss is to make the enterprise well, do not embezzle the staff, let the staff take pride in the work of the enterprise, and raise the enterprise to a new height.

Interview with Zhang Rui, who has a strong sense of impressions, has a strong feeling that Confucianism is deeply rooted in this man who plays a stable and low-key manner.

Low key makes him reveal the idea only "iceberg", but he can feel it clearly in conversation.

He is not a constant person. Especially when he talks about setbacks on the way to start a business, he always puts his thoughts far away. After careful deliberation, he gives a proper answer.

From his statement