The Success Of Zheng Yonggang'S Dress

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Zheng Yonggang, chairman of the board of directors of the holding limited company, seems to think that private enterprises want to go further. They need to rely on the strength of the market, and more importantly, rely on their own wisdom and innovation ability, and strive to grasp their destiny.

In the "Yangtze River 2012 management frontiers forum", Zheng Yonggang told reporters that he hoped to mold the Chinese Fir with the mode of "China business community" and seek breakthroughs.

Putting forward the establishment of a Chinese style business community, Zheng Yonggang frankly drew lessons from Japan and South Korea.

Based on the existing enterprises, the Japanese comprehensive commercial company, represented by Mitsui and Itochu, invested in the upstream and downstream enterprises of its industrial chain, opened up the industrial chain, maintained the long-term cooperative relationship with the production enterprises, obtained the trade agency rights of the products, and on the other hand, gathered intelligence, division and cooperation in the global scope, created new companies, and entered new business areas.

This form of business organization, which is all damaged and prospered, is conducive to complementary advantages among enterprises, and its internal enterprises can support each other.

Especially in the face of economic crisis, holding together to survive is beneficial for enterprises to retain talents and technology, and wait for the macro-economic recovery to play the advantage of scale, quickly catch business opportunities and maximize the interests of the group.

Take Mitsui products, Japan's largest comprehensive trading company, for example, in 50s and 60s of last century, Mitsui products began to buy iron ore overseas, and then signed a long-term contract with foreign countries to further invest in mines and finally enter the board of mining enterprises.

As a result, Mitsui products has accumulated rich experience in iron ore trading, and has formed a common interest community with mining enterprises through long-term trade contracts, investment, equity participation, joint venture and participation in operations, which has greatly enhanced the competitiveness of enterprises.

In China, most enterprises draw lessons from the development mode of European and American enterprises. But during the cooperation with Itou Tada and Mitsui's two major Japanese businesses, Zheng Yonggang set a new heading for Shan Shan to integrate global resources and form a comprehensive business model with Chinese characteristics.

"Different from Japan's business community, Shanshan comprehensive business has distinct characteristics."

Zheng Yonggang pointed out that, first of all, Japan's comprehensive business entity has no entity, "only investment, trade and various intermediary businesses". Shanshan operates two major "entity businesses" -- clothing and lithium battery materials; secondly, Japan's comprehensive business community has support from Japanese consortia behind it.

Opposition and harmony between pluralism and professionalism

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It is an important decision point for enterprises to formulate strategies.

To be professional or to diversify, Zheng Yonggang thought it was the latter.

He analyzed that Japan's comprehensive business community is an alternative diversification.

In Zheng Yonggang's view, in China, private enterprises are different from state-owned enterprises and other monopolistic industries. Private enterprises have limited resources and have access restrictions in some industries. Therefore, passive implementation of diversification is the "helpless" situation of Chinese enterprises.

In fact, with the continuous disappearance of demographic dividend and the pressure of RMB appreciation, Zhejiang private enterprises engaged in traditional manufacturing industry have been pformed, and some private enterprises have turned to upstream resources to mine in succession. Some enterprises no longer engage in industry and turn into real estate and investment industry.

However, the diversity of fir is not blind.

Shanshan has not entered the real estate sector to make quick money. It still sticks to its industrial base and has undergone numerous major pformations. When the overall pformation and upgrading of manufacturing industry arrived, Zheng Yonggang promptly put forward a plan to integrate global resources pformation and upgrading into a Chinese business community.

As for the difference between "diversification" and "specialization", he believes that diversification should not be antagonistic to specialization.

After diversification, the operation of every dollar must be specialized, that is to say, "diversification of investment and specialization of operation".

Zheng Yonggang said that he is now only making decisions and employing two things. His company's business is engaged in professional and internationalized teams.

Of course, the road of Chinese business community is just beginning.

Although it is already the largest supplier of lithium battery materials in China, it has formed five major sectors, such as high-end clothing brand operation industry chain, high-tech park development, cultural media and financial investment, with Oteri J as the core, with sales income of about 10000000000 yuan per year, but this is not a level compared with Japanese companies with annual revenue of 100 billion yuan.

However, he believes that any big business is growing up from small businesses. "Now, the upgrading of consumption in China has given Shanshan a chance."

Zheng Yonggang said.