The third venture aims to truly establish "China Youngor" as a respected name in the global business arena, striving to realize the vision of "building an international brand and laying a century-old foundation." The focus remains on growing stronger in both the clothing and real estate sectors, with a long-term commitment of at least 20 years. Within five years, we aim to make "clothing" the top choice in China and have "real estate" ranked among the top 20 in the country. By 2015, our operating income is expected to reach 50.9 billion yuan, total assets to hit 109.9 billion yuan, and overall strength to place us among China's top 100 enterprises.
This goal was set in 2011, during the first year of the "12th Five-Year Plan." In fact, we started our first five-year plan in 1995, and this year marks the beginning of our fourth. Youngor is now facing unprecedented opportunities. Globally, the economic landscape is shifting, and within China, industrial restructuring, rapid urbanization, and evolving consumption patterns are creating new demand. More importantly, over the past 30 years, Youngor has built up significant competitive advantages, and we are determined not to miss the future opportunities ahead.
Our third five-year plan has been exceeded, and the second phase of our entrepreneurial journey has been successful. Now, we have clearly defined the goals for our third venture: to position "China Youngor" as a globally recognized enterprise and to achieve the dream of building an international brand and a lasting legacy. To do this, we must maintain steady and rapid growth, focusing on internal development and operational efficiency.
In 2010, our operating income reached 33.48 billion yuan. By 2015, we aim to increase that to 50.9 billion yuan, with total assets reaching 109.9 billion yuan. Our goal is to be among the top 100 companies in China and to close the gap with the world’s top 500 enterprises. In five years, we want "apparel" to be the number one choice in China, strengthening our leading position in the domestic market and narrowing the gap with global fashion giants. For real estate, we aim to be in the top 20 nationally, becoming a well-known developer in the Yangtze River Delta region, with an average annual sales growth of 31%.
Our financial investment strategy is also expanding, aiming to have national influence. We're leveraging private placements, PE investments, venture capital, and secondary markets, while carefully planning our industry layout. We’re actively seeking high-quality projects to cultivate new growth areas. Many know that Youngor began in textiles and apparel, and now operates across three major industries. Some media may mistakenly say we're doing nothing, but that's far from the truth. Every company evolves, and we’ve used profits from textiles and apparel to invest in real estate—this is a smart move, not a mistake.
What is our main business? It’s what I've always believed: being a farmer is my business, just like Toyota's first business was textiles. The core of modern economies lies in financial investment, and for companies like Youngor, enhancing our industrial structure requires strategic investment. That’s our approach. So, we will continue to focus on garment, real estate, and financial investment. Apparel and real estate remain our core businesses, and we are committed to making them bigger and stronger for at least 20 years.
Financial investment should explore new models, manage risks, and comply with regulations. At the same time, we’re nurturing several key areas: building a solid foundation with Shengtai, aiming for an early listing; developing Yike Hemp to create future growth; expanding into Singapore and Malaysia to build an overseas resource platform; and exploring the tourism sector to enhance domestic integration.
Some people ask whether we should diversify or stick to our current path. While examples like GE and Toyota show the benefits of diversification, each business has its own unique characteristics. We can’t simply copy others—we are Youngor, and we must follow our own path. However, that doesn’t mean we won’t adapt or change. Over the next five years, we will see three major transformations: changes in operational control, production layout, and team culture. These are essential for achieving our strategic goals.
Looking ahead, the main theme of reform will be transitioning to a more sustainable economic model. Innovation will be key—whether in industry, branding, technology, or management systems. These will be central to our strategy for the next five years and beyond.
Having passed through our founding years, Youngor must remain focused and set high standards in this third venture. I hope that one day, the Youngor brand will be admired and respected by people all over the world.
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