The Development Strategy Of 100 Billion Target In Production And Marketing Of The Red Bean Group

In 8 years,

President Zhou Haijiang LED red beans to achieve a substantial increase in annual revenue from about 7000000000 to 35 billion 100 million yuan.

In the context of the overall economic downturn, the red bean group's tax revenue increased by 30% in the first half of 2012.

Zhou Haijiang set the goal of "red bean" to ensure a breakthrough of 100 billion yuan in 2017.

Create "smile curve" to promote pformation

Since 2008, red beans have accelerated the pformation and upgrading of the group and accelerated the industrialization of traditional industries and hi-tech industrialization.

The company should be competitive in R & D design, and create a "smile curve" to its own brand.

One side of the smile curve is technology.

Patent is the most powerful weapon for the enterprise to win the market competition initiative and gain higher profit. In recent years, the red bean has started the patent strategy significantly.

In 2011, red beans applied for 211 patents and 41 invention patents, and the total number of patents has reached more than 1700.

The patent application has become a strong support for the growth of enterprises.

The other side of the smile curve is brand research and development.

Since 2008, red bean has been the five largest brand in the world.

Red bean is home, red bean home textile, Eadiefi, and hintery are opening up brand chain stores in the whole country.

Up to now, the red bean brand chain store has surged to more than 3000 in the whole country, only the red bean men's wear chain store has reached more than 1000.

The red bean group has built two big middle small dumbbell enterprises, making strong smile curves at the two ends, the middle processing will mainly rely on social resources, the processing plant of the enterprise will become a model factory, and at the same time output the management and culture of red bean, while the group companies and three level enterprises will concentrate their efforts on R & D and brand development.

Looking back on Transformation in recent years,

It is said that there is no increase in the staff of the company, concentrating on the design and development, the establishment of the model factory and the terminal of the layout market.

"We only keep 20% of the production business, and the remaining 80% are outsourced to the collaborative enterprises. Now, there are more than 500 enterprises collaborating with red beans, forming a win-win relationship."

Zhou Haijiang said that in order to control the risk of outsourcing, the company dispatched a Commissioner to the factory for every outsourcing processing plant, but also implemented a strict final elimination system. Every year, up to 10% of the outsourcing companies were eliminated.

"Diversification" and "long-term" strategy

It is the earliest industry of the red bean group, and its annual sales volume is about 1 billion in 1995.

At that time, red beans began to diversify, cross regional and cross industry acquisitions, such as the acquisition of Shanghai Shenda motorcycle, and then into the matching rubber (23950445.00,1.89%) tire industry, and even into the battery area.

Although diversification has led to the rapid expansion of the scale of enterprises, but how to make the industry strong and refined, red beans began to think about how to "brake" and "do subtraction".

The company then identified the development strategy of "relatively diversified groups and highly specialized subsidiaries".

The company began to comb the existing business lines and determine the main business in the future.

Under the guidance of Zhou Haijiang, red beans closed the wheel, printing and dyeing projects within a few years.

Clothing, rubber tires, biological medicine, real estate and other four industries.

Zhou Haijiang said that the company asked the four industries, each industry to do only one point, focus on resources at a point, bigger and stronger.

For example, the rubber tyre industry of the red bean group specializes in the mining tires of all steel radial tires. At present, the capacity of the red bean all steel radial tire has reached 4 million sets, and the total industry will reach the top five of the country's postnatal industry.

Under the relatively diversified layout, the growth rate of the three businesses of rubber tires, real estate and biomedicine has brought a huge complement to the overall revenue of the red bean group, accounting for 30%, 15% and 5% of the group size respectively.

According to Zhou Haijiang's idea, when the sale of red beans reaches 100 billion, rubber tires, biological medicine and real estate will account for 2/3 of the total scale.

With the continuous growth of the company's business, Zhou Haijiang realized that China's private enterprises can not only meet the domestic market and resources, but to use the two domestic and international resources and two markets to break through the bottleneck of the land and expand the scale of enterprises.

By grasping the strategic opportunity of the state to encourage enterprises to "go global", the red bean group established an overseas Park in Kampuchea to break the bottleneck of the land.

Zhou Haijiang believed that Kampuchea exported to Europe and the United States without tariffs, and the state supported enterprises to go out.

Therefore, red beans formally took over the western port region.

At present, the West Hong Kong Special Administrative Region has also become the first overseas economic and trade cooperation zone confirmed by the Ministry of Commerce and the Ministry of finance. It is also the first cooperation Park signed by the two countries to sign a framework agreement.