YOUNGOR Clothing: Gross Profit Is Similar To LV.

Liu Xinyu, Secretary of YOUNGOR's board of directors, sometimes feels helpless when he criticisms the company has encountered. < p >

The external criticism of YOUNGOR usually includes: unclear main business, high inventory and tight capital chain.

But in Liu Xinyu's view, none of these phenomena is a problem.

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< p > "problem" does exist: the 62 year old YOUNGOR chairman Li Rucheng has rarely appeared in the media in recent years. It is difficult for the outside world to hear the voice of YOUNGOR. At the same time, Li Rucheng belongs to the Ningbo Merchants in Zhejiang merchants.

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< p > < strong > < a > target= "_blank" href= "http://www.91se91.com/" > clothing > /a >: gross profit and LV are almost < /strong > /p >

< p > "recently thinking of why Ma Yun retired at the age of 48.

Ma Yun's industry and the global elite are investing. He has worked for 14 years, and Bill Gate has retired.

But the clothing industry that YOUNGOR is engaged in is still a traditional industry. I have been in this line for 37 years, and I know the level and quality of the main employees. On the horizontal side, there are some meanings of Tian Ji racing, most of them are two categories and three kinds of talents are making clothes, so I can insist on that.

Li Rucheng told reporters that foreign clothing brand is a very high-end occupation, but in China, graduates from famous schools such as Tsinghua, Peking University, Fudan and so on will rarely enter this line. But YOUNGOR is already a leading domestic enterprise and can not dig talents from other enterprises, so it can only train itself.

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Why don't P employ high-end talents in international enterprises? Li Rucheng said that domestic enterprises in the past had no design teams. French, Japanese and Korean excellent a target= "_blank" href= "http://www.91se91.com/" > designer "/a", YOUNGOR had invited, but the integration of these people and corporate culture is the biggest problem. If we can not integrate into the enterprise system, it will be difficult for good talents to play a role.

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< p > "I think YOUNGOR has advantages in terms of brand, capital, channel and industrial chain system. The main problem is the team, including design and some marketing teams, and some sectors are in the dark."

Li Ru Cheng said.

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< p > YOUNGOR data shows that the gross profit margin of its brand casual wear, shirts and suits is above 60%, so although YOUNGOR's positioning is not luxury, the gross margin of "LV" is enough to explain its brand premium capability.

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< p > < strong > Real Estate: regional leader < /strong > /p >

< p > earnings report shows that YOUNGOR's clothing revenue growth in 2013 is expected to be 15%, while the overall gross profit margin of over 60% is even higher than ten points of YOUNGOR real estate. Therefore, when business talent is not enough to support the "three carriages" when they grow bigger, Li Rucheng's priority in choosing clothing brand business is not difficult to understand.

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< p > 1992, YOUNGOR's entry into the real estate sector and the regional leading strategy in the Yangtze River Delta have been upheld.

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P has seen more ups and downs of entrepreneurs. Li Rucheng has been regarded as a standard for temperate, prudent and risk control because policymakers moved to headquarters and expanded at a time when they were hot headed, unable to control risks falling from high places in a timely manner.

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< p > but YOUNGOR is still being questioned as high inventory and tight capital chain even if it is prudent.

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< p > "outside YOUNGOR's high inventory and tight capital chain, but in fact, the amount of pre-sale of YOUNGOR real estate in 2012 was 8 billion 26 million yuan, and the capital recovery was 8 billion 563 million yuan. But because the house failed to deliver, it could only confirm 4 billion 796 million yuan sales revenue, and the remaining 4 billion yuan of pre-sale funds could only be recognized as sales revenue after the delivery of the house."

Cheng Fangding, assistant chairman of YOUNGOR, also responded to the query that the cash dividend has been distributed 7 billion 39 million yuan since its listing in 1998, and in 2013, 10 shares were pre tax 5 yuan.

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< p > "YOUNGOR real estate in 2012 pre-sale 14 billion 800 million yuan, in the first quarter is up to 15 billion 600 million yuan, if only look at interest bearing liabilities, and excluding the pre-sale as part of the current liabilities, the company debt ratio is only 40%, which is far lower than the real estate enterprise debt ratio of sixty or seventy of the average level."

Liu Xinyu said.

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< p > < strong > splitting: you can only wait for < /strong > /p >.

< p > "originally, my original plan was to retire at the age of 60. After retirement, I still had some surplus heat. I could do some investment business like Liu Chuanzhi.

But in fact, we didn't have a professional team, we had projects, and we didn't even have projects.

But because some institutional investors are questioning the diversification of YOUNGOR, after the financial crisis, my retirement plan was also postponed, so the investment sector has also been adjusted.

Li Ru Cheng said.

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The main adjustment of P is that YOUNGOR has changed from pure financial investor status to industrial investor status.

In December 2012, the shareholders' meeting agreed to subscribe 3 billion yuan to subscribe for 30% share of the League fund, and jointly invest in the West three East Line Project of CNPC with the national social security and Baosteel Group.

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"P >" after adjustment, Shanghai's investment company's business is divided into three parts: the original investment is operated by the team itself; some of the listed companies are left behind, because some businesses fail to go out in 5~10 years, and then invest in strategic industries.

Like the 3 billion yuan investment in the oil West three line, the financial return rate is 10% per annum, in the long run, this is a very good investment, unlike financial investment stocks daily ups and downs, many events are tangled.

Li Ru Cheng said.

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< p > "in 2007, we have prepared the materials. We have persisted in reporting and communicating with the SFC for many years, asking for better opportunities and platforms for investors. The management has also approved it, but (splitting) should be arranged according to the national strategy."

Li Ru Cheng said.

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