Wang Jiwan: Shoe Enterprises Should Embrace The Main Industry, But Don'T Just Enjoy The Cool.

In the case of equity investment income greater than the main business income and then lead to the divergence of investor value, many listed companies are taking place. In the early days, household appliance enterprises collectively invested in the stock market. There were also big guys in the industry, Li Rucheng and his YOUNGOR holding ten stake in the listed company. Many people thought that YOUNGOR Li Rucheng and three carriages were the same.

In fact, we turn back to the depths of thinking, which is a misreading of business operations and business rules.

Embrace the main industry, but don't just take a cool look at the phenomenon that equity investment income is greater than the main business income, which leads to divergence of investor value. At present, a lot of listed companies happen. In the early stage, household appliance enterprises collectively invest in the stock market. In the industry, there are also big guys Li Rucheng and his YOUNGOR heavy warehouse holding ten shares of listed companies. Many people think that YOUNGOR, Li Rucheng and three carriages share the same drive.

In fact, we turn back to the depths of thinking, which is a misreading of business operations and business rules.

In the industry, I stare at two specimens, one is BELLE, the other is YOUNGOR.

Last May 23rd, BELLE international entered the HKEx, and now its market value exceeds HK $100 billion, becoming the largest mainland retail listed company in Hong Kong stock exchange.

After the listing of BELLE, what is frequently done is acquisition and integration. Following the successful acquisition of FILA China Trademark in September last year, in November 13th, it bought 1 billion 600 million assets of the 5 companies of the group, which confirms that although BELLE is the main female shoe manufacturer, it relies on the heavy investment of its hands to achieve the conjecture of men's shoes and shoulders.

Some media friends asked me, how do you view the late capital restructuring and market shuffling of China's shoe industry? In fact, it is related to the current "mixed operation" of YOUNGOR. My view is that when a company develops to a certain extent, the new goals and how to go healthier are the biggest responsibilities for me and Hengda. You do not hold on to your success and development of trees, trying to spread seeds everywhere and expect extensive seed collection, which should not be our style of doing business.

Li Rucheng's heart is very clear that the clothing industry is the first industry of YOUNGOR and its main industry tree. It has social benefits and stable cash flow. Real estate is the second platform of YOUNGOR. There is still room for regional real estate development. YOUNGOR investment is actually not the "bad faith" of the outside world, but the phased business exploration of Chinese enterprises in the changing environment. This should not be the mainstream of Chinese manufacturing and Chinese creation.

The same is true for BELLE. It is the root cause of the continuous growth of new beli today that we must be stronger and bigger.

Leather shoes industry was not a sunset industry, but a sunrise industry with huge market demand and demand. I remember clearly my friends in capital circles in the past few years: who does not wear shoes?

What kind of shoes do you want to wear in the future?

How to dress with taste, comfort, health and environmental protection?

Just look at the "boots" that are popular over the past few years, and you will understand the urgency and necessity of changing customer needs and creating this demand.

Hengda has been doing this for 25 years. Whether it is internationalization or globalization, it has opened a new chapter in China's footwear industry, and has begun to develop steadily and safely.

For example, we are now building a modern "Silicon Valley" type "Hui Valley", which relies on the advantages of the national economy and industrial policy, the creative industries and software industries of the International Digital Creative Industrial Park, the shoe industry as the carrier, the service economy oriented, the innovation and integration of International frontier information, R & D, operation mode, human capital, knowledge economy and capital operation, and then leads the Chinese and the world shoe industry to develop, create and meet the domestic and international market demand of the modern "Hui Valley", thus promoting Hengda and the whole industry to achieve intelligent industrial upgrading.

These are the "towering trees" that Hengda focuses on and adapts to the development of the market, and the reason why Hengda did so is to seek to build up the blood and genes of healthy and sustainable development and sustainable operation of enterprises, so as to explore a new way suitable for the development of Chinese private enterprises in practice.

As for YOUNGOR, new YOUNGOR, and Hengda, we are all embracing and looking for innovative factors that keep the company developing healthier and healthier. You may invest in it first. He may be willing to try the integration of the industry chain. I may first strive to become stronger and bigger. Different enterprises will naturally make different choices and explorations based on different cultural genes and growing backgrounds. This is the only way for China to create.

There are no invariable, no monotonous, but only based on reality and faithful to the ideal road, rush and practice, practice, exploration and re exploration.

It can be affirmed and foreseen that under the global economic integration, "made in China" is bound to usher in a breakthrough pformation and an essentially business pformation. We must make such preparations and take the initiative to adjust our pace.

"Made in China" does not mean "three low" (low price, low quality, low grade). I firmly believe that after the efforts and improvements of Chinese enterprises, "made in China" will eventually leap forward to the excellent cost performance of brand, high quality and high grade.

It should be said that the current export of footwear products in China highlights the structural contradiction, which is mainly manifested in the large volume of export products, but low prices, and the number of export enterprises is large, but the scale is small.

In addition, similar to other traditional processing products, China's footwear industry is still at the end of the industrial chain. We lack control over the intermediate links of footwear distribution in the international market, and the establishment of the retail links network is still in its initial stage.

The low added value of export products and the low output value of unit energy consumption force the Chinese footwear industry to adjust its structure and change its original trade growth mode so as to make the industry bigger and stronger.

In solving the problem of enterprise pformation, Dei Shenroyuki believes that the pformation of companies is not just once and for all, but is happening at any time. Just like you eat breakfast, lunch and dinner every day, it is repeated to some extent, but the menu and recipes are different every day.

But there is not an individual or a company that is simple in pforming an industry. Globalization makes free flow of production factors, product services, financial capital and human resources. This means that the low-cost advantages made in China can also be acquired by other countries such as Vietnam, India, Pakistan, Malaysia and even Africa, and become other people's advantages.

In this sense, if we are always trying to enjoy the cool under the big trees of the main industry, instead of actively adapting to the changes in the internal and external environment, and do not extend, integrate and integrate rich social, market, technological and global resources, the final result is that there is no tree to hold and no cool to ride.