The Myth Of YOUNGOR Li Rucheng Swan

YOUNGOR is the myth of China's "ugly duckling" becoming "white swan", and the way of life of leader Li Rucheng is also ups and downs.

In 1958, Li Rucheng's father was beaten to the right. The whole family went down from the bustling big Shanghai to Duan town in the southern suburb of Ningbo.

In 1958, Li Rucheng's father was beaten to the right. The whole family went down from the bustling big Shanghai to Duan town in the southern suburb of Ningbo.

At the end of 1980, Li Rucheng came to the youth garment factory.

The factory is actually a small workshop built with twenty thousand yuan settlement fee.

The workshop is located in the basement of the village side stage. The sewing machine is a worker who has moved from his home. The main business is the low-grade products such as shorts and sleeve sleeves for other factories.

With diligence, Li Rucheng was appointed leader of the cutting team soon after he entered the factory.

However, not long after the market was hit by business, more than 100 educated youth were unemployed.

At this time, Li Rucheng accidentally heard that a factory in Northeast China needed to find partners, and volunteered to contact him.

After many twists and turns, we finally got the business that allowed the enterprise to survive.

The 12 tons of fabric came to reveal Li Rucheng's potential management and management. He was both a designer and a dispatcher, arranging all the links properly.

The profit of the factory increased from tens of thousands of yuan to 200 thousand yuan, and the monthly wages of workers rose from more than 20 yuan to seventy or eighty yuan.

Li Rucheng received the trust and support from all of them. Under the consensus of the staff, Li Rucheng served as director of the youth garment factory.

Shortly after taking office, Li Rucheng captured such a message: 100 years old factory in Shanghai opened the shirt factory is looking for joint processing points.

He rushed to Shanghai immediately.

Li Rucheng's sincerity and perseverance moved the decision making layer, and the two sides joined hands.

Li Rucheng, who is a master from Shanghai, is eager to pursue the arts, and is cautious and conscientious in production. He dare not make any mistakes.

In the short span of two or three years, the factory gained hundreds of thousands of Yuan's profits and excavated precious first pot gold.

Through horizontal joint venture, the youth plant learned advanced management experience, nurtured a team, completed some capital and technology accumulation, and had a certain business channel.

But horizontal joint ventures are limited by others, and the development space is narrow. If enterprises want to go up the steps again, they need to create their own independent brands.

As far as the market is concerned, at that time, under the background of the shortage economy, the good product is "the emperor's daughter is not worried about getting married."

In 1986, Li Rucheng just put his first brand, the shirt of Beilun port, to the market.

An urgent telegram was sent from Chongqing, mountain city. "People in the mountain city look forward to the dispatch of Beilun port."

In the second year, Beilun port was notified by the Ministry of Commerce of the state as the best seller in the country.

When people were still immersed in the joy of winning the victory of "Beilun port", Li Rucheng realized the limitations of the brand of Beilun port: the color of the brand is too strong, the content of culture is not enough, and there is no room for improvement.

In August 1990, under the careful operation of Li Rucheng, a brand new Sino foreign joint venture YOUNGOR Garment Co., Ltd. was founded.

YOUNGOR (YOUNGOR) is the English name of the two words of "Youth". Li Rucheng thinks that YOUNGOR has both the historical continuation of the "Youth" factory and its expectations for the future. Both English and Chinese are fluent and syllable is a nearly perfect idea.

This article is published in |boraid| Li Rucheng, a large number of employees selected abroad to study and learn from, according to the international top product standards to develop enterprise technology, technological process and quality inspection system, created a high starting point for YOUNGOR.

In 1991, the "YOUNGOR" brand was awarded the "China well known trademark". In 1998, YOUNGOR was listed on the Shanghai stock exchange.

Today, YOUNGOR has 10 million shirts, 2 million suits and 20 million other garments. It has become a well deserved leader in China's apparel industry and the largest clothing and fabric production base in Asia.

Some people say that Li Rucheng has a low profile in dealing with things. He is not crazy, he is not crazy, he does not have fever fever, he can listen to opinions from all sides, so he makes fewer mistakes in making decisions.

There are 3000 garment enterprises above Designated Size in Ningbo.

At that time, it was not an enterprise of YOUNGOR that was on the same starting line with Li Rucheng. However, over the past 20 years, some enterprises have been silent, and some enterprises have grown old, but YOUNGOR has always been in the front line of the leaders, and is full of stamina.

As Li Cheng said, YOUNGOR has no experience. Any enterprise's development must combine its own conditions with the market realities.

If YOUNGOR really has any experience, it is the decision-makers who can withstand the temptation of the outside world.

"In 1998, YOUNGOR was listed successfully. At that time, the funds in our hands were relatively abundant, and some people made suggestions to engage in finance, high-tech products and so on.

Diversification is not only a matter of more money and less money, but rather the support of talents and market and the matching of multiple factors.

We are good at doing the garment industry, making the garment industry bigger and stronger, and enterprises have broad prospects for development. "

The key to an enterprise's success is not to run fast, but to take fewer detours, not to commit or make fewer mistakes.

Some people think that clothing is a low cost, low technology, labor-intensive industry, and advocates "blossom everywhere" to run a garment factory.

Li Rucheng has objections that clothing is a traditional industry, but not a backward industry. The way out for developing Chinese clothing is to upgrade its technological content and "catch up with the rest of the world" with the help of technology.

He spent limited funds on technical pformation. Since the early 90s of last century, Li Rucheng has been raising funds from many countries to introduce modern production lines from Germany, Italy, Japan and other world clothing kingdoms, including the world-class full-automatic shrink setting equipment, CAD system, automatic hanging system and intelligent ironing equipment.

At that time, experts from the China clothing association visited the factory and sighed, "China does not need to go abroad to investigate clothing technology. YOUNGOR is the best" exposition "and experimental base.

Pierre Cardin, the world's fashion designer, said after visiting the 500 YOUNGOR YOUNGOR International Clothing City, "I have traveled all over the world famous clothing enterprises, and your facilities and scale are second to none in the world."

YOUNGOR established the most advanced suit model center in the world at that time. Its thin and ultra-thin suit not only has the European and American fashion style, but also has the dress characteristics of the oriental nation. Once the product came out, it became the dark horse of the industry, and its sales volume increased by two digits in successive years.

"Only by occupying the terminal can we control our own destiny."

At first, YOUNGOR also took the traditional mode of separation of production and marketing, but in practice, it felt that the original business system was fettered too much and often called "no".

Li Cheng Cheng said, the closer the shot is, the closer the enemy will be, the closer the enterprise will be to the consumer, and the pulse of the market. The core competitiveness of YOUNGOR should start with building its own marketing network.

After ten years of effort, YOUNGOR cost 1 billion 500 million yuan, built more than 100 branch companies and 2100 marketing outlets throughout the country, and there are more than 300 private shops with more than 300 square meters of operating area.

Investment 150 million in Shanghai "YOUNGOR self - flagship shop", located in China's commercial first street Nanjing Road, the shop area of 5000 square meters, is the largest clothing store in China.

Adjustment and upgrading of marketing outlets, the development of super large self operated stores and window shopping malls have become a major feature of YOUNGOR's marketing mode.

According to Li Cheng Cheng, the large self operated store has invested a lot, but its function is all-around. It is not only the customer service center, sales center, information center and decision center of YOUNGOR, but also the image center of publicizing the brand and strength of YOUNGOR, and is the best carrier for YOUNGOR's advertising promotion.

Li Rucheng, who has invested heavily in building national marketing outlets and hypermarkets, has also attracted some controversy.

The most concentrated view of opponents is that this will result in ineffective scheduling and overdue outdated product outdated.

In early 1999, Li Rucheng visited Jcpenney, the largest sales company in the United States. He learned that there were tens of millions of pieces of clothing sold in Jcpenney and sales exceeded $25 billion, but such a huge business was managed by computer network, with only four warehouses and basically zero inventory management.

Drawing on the advanced experience of international counterparts, Li Rucheng launched the "big marketing" features: first, to occupy the commanding heights of the market, and to display the strength of the brand by taking the self run hypermarkets of big cities and provincial capitals as the leading role, and expand the penetration from the central city to the surrounding areas, so as to accelerate the formation of the monopoly system.

Two is to set up a distribution center, linking production and sales, integrating marketing, logistics and capital into one.

Since 2003, YOUNGOR has invested 50 million yuan to cooperate with the Chinese Academy of Sciences in the implementation of digital engineering. Through the modern network platform, the data of production, operation and scientific research at home and abroad have been aggregated to a platform.

According to Li Cheng Cheng, WAL-MART's information base exceeds that of the US Department of defense. YOUNGOR, with its unique operation mechanism and hi-tech means, can enable enterprises to develop steadily and be full of vitality.

For example, through information technology, YOUNGOR has successfully developed tailor-made clothes in different places. In Beijing, Shanghai and even abroad, as long as the customer data is input into the computer, after the technology synthesis, the headquarters base can make board production.

YOUNGOR engineers said that the technology was originally introduced from Japan, but after localization, it is more advanced than Japan.

Three is to build a new production base around the intensive sales area.

Li Rucheng told reporters that the pport and storage costs of clothing products account for about 15% of the total cost.

Not long ago, YOUNGOR signed a formal contract with Nan'an District of Chongqing, preparing to invest two hundred million in 118 acres of land acquisition in Chongqing, building YOUNGOR West Garment City, integrating production and sales resources, making the Midwest region a new growth point for YOUNGOR's future development.

"Two legs" took the international road. In the past few years, the domestic textile industry "depressed, reduced and lost" was in a low ebb, but Li Rucheng invested 2 billion yuan to enter the textile fabric.

People are quite puzzled.

According to Li Cheng Cheng, the reason why textile enterprises "ingot pformation" is the aging of technological process rather than the decline of industry.

At present, the self-sufficiency rate of our country's clothing materials is only 40%, and nearly 5 billion dollars will be imported each year. If the self-sufficiency rate of domestic fabrics can be increased by 10%, it will not only save one billion dollars for the country, but also increase the profit of the textile industry by billions.

After the advent of the new fabric of YOUNGOR Textile City, its high density, fine knitting and ironing, antibacterial and other functions have been favored by Chinese and foreign manufacturers. It has not only filled the domestic gap, but also some large foreign companies have placed orders.

As early as in 1994, Li Ru introduced the HP shirt free ironing technology from Japan. After the product was launched, a non iron craze was launched in the domestic shirt industry. In the same year, YOUNGOR cotton ironed shirts were jointly evaluated by the State Science and Technology Commission and other ministries and commissions as the first state-level new products in the Chinese shirt industry.

Since then, Li Rucheng has been introducing new technology and products from abroad, while promoting the ability of independent development. He has pursued the "take ism" for his own use and developed the nano VP non ironing shirt with his own intellectual property, which has been awarded the title of national key new product.

At the product presentation, YOUNGOR technicians poured oil, ink and so on on the nano shirt, gently trembling and slipping immediately without leaving a trace.

He insisted on "walking on two legs", both with its own brand export and OEM processing.

However, we must not develop price wars in the international market and kill each other with our domestic counterparts.

Over the years, the most commonly used method of competition among Chinese enterprises is low price means, and from domestic to foreign countries, Chinese products have become inferior and inferior pronoun. This phenomenon can not be repeated on YOUNGOR.

YOUNGOR received foreign businessmen, first let them visit the workers' dormitories, canteens, toilets, and then inspect factories and production facilities, so that foreign counterparts could see that YOUNGOR's strength was no less than that of the best companies in the world, and then entered substantive business negotiations.

The price of YOUNGOR is 30% to 50% higher than that of our domestic counterparts. We say YOUNGOR is worth the price since it is the best.

One foreign businessman disliked the fact that YOUNGOR had a high price. Initially, the business was not talked about, and the order was given to another domestic enterprise. After two months, it took the initiative to come home again and said that it would be done according to YOUNGOR's price, because YOUNGOR products were indeed "the best".

Now there is an endless stream of foreign businessmen who want to cooperate with YOUNGOR, but Li Rucheng also wants to win the best.

He said that business should take a long view and not put all eggs in one basket.

For example, in recent years, YOUNGOR intends to take part of its foreign trade processing capability and leave it to businessmen in Southeast Asia and the Middle East.

YOUNGOR has wide export channels.