Leather Giant Zhu Zhang Jin: Strategy Should Also Take A Step Forward.

Editor: there were 17 tanneries in Haining, and now 15 of them have disappeared.

During this period, Carson always made unexpected adjustments and pformation.

In terms of development, others evaluated Carson's development by a step faster than his peers.

What is your experience?

Zhu Zhangjin: information is very important. I just like to go everywhere.

Online things like that, but they can only be used for reference.

Now the so-called "news" is edited, is the information after the event.

The information gained on the spot walks ahead of the network.

In fact, I am a strategic entrepreneur, not a tactical type, and pioneering is a strong point.

But in the adjustment of industrial structure, we will follow the national situation, market and state orientation. For example, we will gradually remove some of the low value-added businesses in the industrial chain, and retain the retail and real estate of the terminal, from labor intensive, polluting to high value-added.

Editor: how do you make a judgement in every pformation?

As far as I know, your decision can not be endorsed by most people at that time.

But everyone saw you succeed.

Zhu Zhangjin: this industry threshold is relatively low, anyone can enter, small businesses can do well, big enterprises are not necessarily good, leather enterprises will not exceed the maximum sales of 1 billion dollars.

Therefore, we need to constantly adjust our strategy.

My desire is to make the company bigger.

The important factors of success are: walking more, seeing more, and having more chances to succeed.

Editor: from leather manufacturing to leather furniture production, Carson is also expanding its retail business. Do you think it will be a little late?

Zhu Zhangjin: I don't think it's too late.

As long as all businesses want to do it, it will never be late, as long as the location and direction are correct.

Only bankrupt enterprises, not bankrupt industries.

However, the size of the industry depends on how big it can be.

Some industries do not do much, and the motorcycle industry will never surpass the automotive industry.

I want to adjust the industrial structure, because the leather industry is not easy to grow. This industry is suitable for small businesses.

My ambition is to be bigger. Carson industry needs to be pformed. The scale of leather manufacturing business should be reduced, and the profit margins will be raised based on superior leather.

Editor: you started building real estate in 2007.

In the context of the tight macroeconomic trend, is Carson's right time to land?

You used to mainly engage in leather industry. How much do you know about the real estate industry?

Zhu Zhangjin: as far as I can see, China's real estate is doing well in several key cities along the coast. The Midwest needs to be developed. Most people are still waiting to buy a house. The key is positioning and strategy.

We are not as big as real estate companies, but are stronger than many companies in the mainland. They can concentrate on the geographical and product types. For example, Boao's real estate development is the main leisure industry.

Under the background of macroeconomic regulation and control, some enterprises are strained in the capital chain. If I can get the land I can not get, there will be opportunities for competition.

I really do not have real estate experience, but the degree of specialization of real estate is very high. There are professional design companies, management teams and marketing organizations. I just need to find industry experts. These talents are much better than those in the manufacturing industry.

Editor: now Carson pformation estate, including directors representing Hua Ping, all agree?

Zhu Zhangjin: the board of directors has their opinions published. They have 100% support.

At first, the planning discussed with Hua Ping is leather leading enterprises and furniture manufacturing leading enterprises, but now state guidance is completely different. Enterprises have to adjust their industrial structure from quantity to quality.

The domestic market has changed rapidly in recent years.

At first, we exported the local government to the subsidy. In 2005, the government exported $1 and the export tax rebate rate was higher than the export of US $0.1.

Now the export tax rebate has dropped, the RMB has appreciated, and the subsidy has not been lost. Only a few years later, this change is too big.

Editor: are you not accustomed to fully standardized operation after listing?

Zhu Zhangjin: for example, before, farmers used to wear cloth shoes, and now they should wear suits and shoes. Even if they were not used to it at first, they would wear well for three days.

There is a process in the middle.

For example, now all decisions need to be held by the board of directors. They used to pat their heads on their own. They used to have money in the past, they could buy them when they saw good stocks, and now they could not do so.