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Who can tell me the life course of becoming the richest man in Li Ka-shing! ~

Li Ka-shing's difficult and successful entrepreneurial experience

Li Ka-shing is in charge of Changjiang Industry, Hutchison Group, Hongkong Electric, Changjiang Infrastructure and other group companies. He is the richest Chinese and the most successful Chinese entrepreneur in the world. /kloc-joined the business community at the age of 0/4 and started his business at the age of 22. The theme of the struggle for half a century has always been "transcendence": starting from Paramore; Strive to surpass the opponent; Reach the peak, surpass the peak; Realize oneself and surpass oneself, so the world calls it "Superman". Li Ka-shing is not only an entrepreneurial elite and a business giant, but also acquired many companies on the road of entrepreneurial development. It can be said that Li's entrepreneurial road is a road of mergers and acquisitions, and his entrepreneurship and growth cannot be separated from mergers and acquisitions of other companies. Li Ka-shing's M&A road has attracted the world's attention as well as his life experience and entrepreneurial experience.

Difficult and successful entrepreneurial experience

1928 On July 29th, Mr. Li Ka-shing was born in Chaoan County, Chaozhou, Guangdong Province. 1940 settled in Hong Kong with his parents. /kloc-in the winter of 0/943, his father died, so young Li Ka-shing began his life as an apprentice, worker and salesman in a plastic factory. 65438-0948, started working at the age of 20, business manager and general manager of a plastic factory in Xinpu Port. 1950, set up Changjiang Plastic Factory in Shau Kei Wan. 1957 Established Changjiang Industrial Co., Ltd. in North Point to develop the production of plastic flowers and toys. Two industrial buildings were built in North Point and Chai Wan at 1958 and 1960 respectively. On September 3 1, 1, 972, Li Ka-shing established Changjiang industrial co., ltd., 10/,and "changshi" shares were listed on the Hong Kong Stock Exchange, the Far East Stock Exchange and the gold and silver exchange, and successively in London (1, 973). 1974 in may, Chad east finance co., ltd was jointly established with imperial commercial bank of Canada.

1985 on may 15, Li Ka-shing became the non-executive vice chairman of the board of directors of HSBC. 1986, Changjiang Group ranked among the top ten consortia in Hong Kong, and the market value of Li Ka-shing's four companies accounted for 13.57% of the total listed value in Hong Kong. 1On April 7th, 990, Hutchison Whampoa, a subsidiary of Li Ka-shing, cooperated with CITIC and Cable & Wireless to invest in Asia No.1, which was successfully launched into the synchronous orbit over Southeast Asia by the Long March III carrier rocket of China. By 199 1 year, "Cheung Kong" consortium had developed into a multinational diversified enterprise group with important international status and great influence, with assets exceeding120 billion Hong Kong dollars, two and a half times that of 1986.

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1940 When the Japanese invaded China, Li Ka-shing fled to Hongkong from his hometown in Chaozhou with his parents. He was only 14 years old at that time. Li Ka-shing's father was a teacher. After he arrived in Hongkong, he couldn't find a job for some time. The family took refuge in his uncle Zhuang Jing 'an, whose family was quite rich. But soon my father got a serious lung disease. On his deathbed, he left no last words, but asked Li Ka-shing what he wished for. Li Ka-shing immediately promised: "I will definitely let my family live a good life in the future."

After his father died, Li Ka-shing, the eldest son, gave up his studies to support his family, went to work in a watch company, and then worked as a salesman in a plastic factory. Li Ka-shing knew that to be an excellent salesman, diligence is the first and flexibility is the second. In the future marketing career, Li Ka-shing will give full play to this "trick". When other colleagues only work eight hours a day, Li Ka-shing works 16 hours a day. Li Ka-shing's view of "part-time job" is: "I am absolutely devoted to my work. I never regard it as making a living and working with my boss, but as my own career. " In this way, it took only one year for Li Ka-shing to surpass the other six colleagues and become the salesman with the highest turnover in the factory. His sales performance at that time was seven times that of the second place. 18 years old, appreciated by his boss and promoted to department manager. A year later, he became the general manager of the sales company. There is another episode in Li Ka-shing's rapid promotion: when he was a salesman in a factory, he went to night school for further study no matter how busy he was. He plans to go to college after passing the exam. In order to keep this talent, the boss simply promoted him to general manager.

The initial storm of "Yangtze River"

After this short battle, Li Ka-shing began to evaluate his own strength. He believes that if he starts his own business, his performance may be better. 1950, 22-year-old Li Ka-shing finally resigned as the general manager and tried to start a business. At that time, Li Ka-shing's capital was very limited. The savings in these two years are only HK$ 7,000, which is not enough to set up a factory. He borrowed more than 40,000 yuan from his uncle Li Yi and cousin Li Shulin, and with his own savings, there were more than 50,000 Hong Kong dollars in total. He opened a factory in the west of Queen's Road on Hong Kong Island to produce plastic toys and household goods, and named the factory "Yangtze River" after taking the meaning of "Don't accumulate small things, you can't become a river and sea" in Xunzi's "Persuade to Learn".

At first, Li Ka-shing only kept taking orders to ship goods, ignoring quality control, which led to the products getting worse and worse. As a result, either the delivery time was delayed or the goods were returned for compensation, and the factory income suddenly dropped sharply. In addition, raw material suppliers have come to the door to ask for payment, and banks have been urging loans. The "Yangtze River" has been pushed to the brink of bankruptcy. This made Li Ka-shing realize that he was too hasty and underestimated the risk of being a boss.

How can we save the Yangtze River Plastic Factory? Li Ka-shing still relies on the word "trust"-loyalty to customers and loyalty to employees. He called a meeting of employees, confessed his business mistakes, sincerely apologized to all the employees who stayed in the factory, and promised to welcome the laid-off workers back to work at any time once the factory could survive this extraordinary period. After that, Li Ka-shing shuttled between many banks, raw material suppliers and customers, apologizing one by one and asking them to relax the repayment period. At the same time, he tried his best to find customers for goods, sell inferior goods at a loss, and raise money to buy plastic materials and production machines. By 1955, the high debt was finally removed, and the business was getting better and better. It didn't take long to open a branch.

1957 One day at the beginning of the year, Li Ka-shing read the new issue of Plastic magazine in English, and came across a short piece of news that an Italian company made plastic flowers from plastic materials and dumped them in Europe and America, which gave Li Ka-shing great inspiration. He is keenly aware that this kind of cheap and fine decoration has great market potential. There are a large number of cheap and diligent workers in Hong Kong who are engaged in the production of plastic flowers. He predicted that plastic flowers would also be popular in Hong Kong. Li Ka-shing seized the opportunity and personally took people to the Italian plastics factory to "learn skills". While introducing the production technology of plastic flowers, he also deliberately introduced foreign management methods. After returning to Hong Kong, he renamed "Changjiang Plastic Factory" as "Changjiang Industrial Co., Ltd." and actively expanded the factory to win contracts from overseas buyers.

Among the customers of Changjiang, Masu, an American Jew, once ordered a batch of plastic products and intended to ship them to the United States for sale. Later, the contract was temporarily cancelled for some reason. Li Ka-shing did not claim compensation. He said to Masu: "If there are other businesses in the future, we can establish a better relationship." Masu deeply felt that this bold young entrepreneur was a man who could do great things, so he constantly promoted the products of "Yangtze River" to American experts. Since then, American orders have rained down on us. Li Ka-shing further realized that "a loss is a blessing".

Invest in real estate.

After five years of operation, "Yangtze River" has gradually become one of the best large-scale plastic flower factories in the world. Li Ka-shing was nicknamed "the king of plastic flowers" by the insiders. The owner of the factory rented by Li Ka-shing also took the opportunity to raise the rent substantially, which in turn encouraged Li Ka-shing's determination to build its own property.

1958 won the land construction of King's Road in North Point 12-storey industrial building, leaving several floors for personal use and the rest units for rent. After the completion of this building, the real estate price in Hong Kong rose sharply. Li Ka-shing found that real estate was promising, so he began to lay out and put money into the real estate market. In the mid-1960s, Hong Kong's real estate experienced frenzied speculation and plunge. Li Ka-shing has a discerning eye and thinks that the land price will rise again one day. He decided to implement the strategy of "no one has me", buy a lot of land and old buildings at low prices, and build factories for rent in Kwun Tong, Chai Wan and Huangzhukeng. Within three years, as expected, the storm subsided, and a large number of businesses that left Hong Kong in the past returned one after another, and property prices rose sharply. Li Ka-shing took the opportunity to sell the cheap property at a high price for profit and buy buildings and land with development potential. This time, his strategy is to just buy and not sell, and use it all in Gai Lou. In the early 1970s, he had a building area of 6.3 million square feet, rented more than 350,000 square feet of land, and the annual rent was as high as 4 million Hong Kong dollars.

1971June, Li Ka-shing formally established Changjiang Real Estate Co., Ltd. to be responsible for real estate business. At the inaugural meeting of "Changjia", his goal for the future is to surpass Hong Kong, a "land" known as the "king of real estate". The Land Company was founded by Paul Chater, a British businessman, and Qi Qi, the head of Jardine Matheson Group in Hong Kong at that time. Known as the largest developer in Asia and the largest commercial organization in Hong Kong. 1In July, 972, Li Ka-shing renamed Changjia as Changjiang Industry (Group) Co., Ltd. and became the chairman and general manager. 1 1 year, "Changshi" was listed in Hong Kong and put on the market for sale.

During the listing of Changjiang Industry, Li Ka-shing encountered many obstacles. At that difficult time, he was encouraged by his wife Zhuang Yueming. Zhuang Yueming is his cousin, four years younger than him, and they are childhood friends. Zhuang Yueming's father, Zhuang Jing 'an, is a famous watch dealer in Hong Kong, and owns a long-established Zhongnan watch shop. After graduating from Hong Kong University, Zhuang Yueming went to Meiji University in Japan for further study. 1965 Li Ka-shing, who has a successful career, married Zhuang Yueming.

Changshi made a lot of money in real estate. First, spend more than 60 million yuan to buy real estate and land, and actively build high-end residential and commercial buildings. By 1967, it bought the American-owned group, Hilton Hotel and Hyatt Hotel with HK$ 230 million, which was the first time for Chinese to annex foreign-funded institutions in Hong Kong. Li Ka-shing's two-and-a-half-year all-round March into the "Yellow River" is as straight as "snake swallowing elephant", which is really a classic of Chinese acquisition of British capital since the opening of the port. "Hutchison Whampoa Shipyard" is a cooperative product of Hutchison Whampoa Shipyard. By 1980, Cheung Kong finally held more than 40% of Hutchison Whampoa's shares, and Li Ka-shing became the chairman of Hutchison Whampoa's board of directors. At this point, Li Ka-shing took the position of the leader of Hong Kong-owned real estate, and the nickname "Li" spread like wildfire.

Trees attract wind ―― People with high status/fame are vulnerable to attack.

On June 25th, 2000, 65438+20001October 25th, the European Parliament issued a report, denouncing the high market share of the Li family enterprises headed by Li Ka-shing, which may have a dominant influence on the Hong Kong economy and even lead to monopoly. The report is also concerned that Li Ka-shing's two sons have been given preferential treatment by the relevant authorities in a number of listing and acquisition incidents, and such unfair preferential treatment will not be conducive to foreign investment in Hong Kong. The report claims: "The business of this family accounts for about one quarter to one third of the capital valuation of Hong Kong stock market, including telephone, mobile phone, electricity, supermarket and real estate."

The report also mentioned that in early 2000, after Li Ka-shing's second son, Li Zekai, gained control of Hong Kong Telecom, the largest telecommunications company in Hong Kong, many media in Hong Kong paid attention to the growing influence of the Li family. Besides, the Cyberport has not yet been invited for public bidding, and tom.com has been granted a number of exemptions when listing on the Growth Enterprise Market. These events have caused great controversy. The report even thinks that it is necessary for Hong Kong to introduce a fair competition law to prevent monopoly.

Li Ka-shing has been crisscrossing Europe and Asia for many years and has never been attacked by the international community in such a high profile. Therefore, he immediately responded to the report of the European Parliament, and refuted it through a statement issued by his Cheung Kong Industrial Group, pointing out that the report was not only miscalculated, but also the statement that the Li family was influential was even more fallacious. A Cheung Kong spokesman said that the market value of the four companies under Li Ka-shing's name only accounts for 15% of the total market value of Hong Kong stocks, and with PCCW, the market value of the five companies is less than 18% of the total market value of Hong Kong stocks.

Huo Guangwen, chief executive of HKEx, also refuted the report, saying that tom.com's exemption from some listing conditions of GEM was only a flexible arrangement at that time, and non-Li family enjoyed special privileges. He even alleged that some companies in Finland, Canada and other places also accounted for a considerable proportion of the total market value of listed companies, and questioned why the report of the European Parliament only mentioned Hong Kong and not other places. The Hong Kong Government also strongly denied favoring the Lee family in the Cyberport incident or the listing incident.

As for whether high market share equals monopoly? Zeng Manji, a professor of economics at the Baptist University and a member of the Hong Kong Government's Fair Competition Committee, pointed out that high market share does not necessarily mean monopoly. Monopoly depends on the company's behavior, such as restrictive behavior, price manipulation or supply restriction of companies in the industry.

Just as people from all walks of life were arguing endlessly, only one day later, Li Ka-shing was warned by the European Council that Hutchison International Port might have violated the EU competition law when it bought the Rotterdam European Terminal at 1999, and stressed that if it was ruled to be true, the merger transaction might be cancelled and Hutchison would face a fine. It is reported that the reason held by the European Commission is that this business plan has not been informed, and this transaction may violate the merger regulations.

It is rare for the European Commission to seek an unannounced business merger plan. "Hutchison International Port" immediately issued a statement denying any violation of the regulations.

The European Parliament's high-profile naming of Li Ka-shing has attracted a lot of speculation. Dr. CHAN Yan Chong, a well-known economist in Hong Kong, published a commentary in Hong Kong Economic Times, arguing that the European Parliament suddenly took charge of Hong Kong's economy, mainly because European businessmen had begun to feel uneasy about Li Ka-shing's business kingdom's entry into Europe, because many European businessmen had already tasted defeat under Li Ka-shing. He pointed out in the article: "Millions of Europeans in Qian Qian are already using the telecommunications services provided by Hutchison Europe. Hutchison Whampoa sold Orange (British mobile phone communication company) and made a profit of HK$ 654.38+065,438+000 billion. Later, Hutchison Whampoa sold some shares of MMN Telecom (the largest mobile phone company in Germany) and Vodafone (one of the largest mobile phone companies in the world), which not only obtained nearly HK$/kloc-000 billion in cash, but also caused a sensation throughout Europe. European businessmen really understand that Li Ka-shing, a Hong Kong businessman, is a strong competitor. They began to fear Li Ka-shing because they were no match for Li Ka-shing.

"Look at how beautifully Li Ka-shing has played every battle since it sold oranges. Not only has it continuously increased its cash income, but it has also obtained 3G licenses from Britain and Italy. When everyone paid a high price for the German 3G license, Hutchison Whampoa quickly retreated. After the global telecom stock price plummeted, Hutchison Whampoa, which was holding a lot of cash, came to buy flat goods and obtained a German 3G license at a low price. Such excellent business practices should be praised. Why did the European Parliament attack Li Ka-shing in turn? "

Li Ka-shing's autobiography [Li Ka-shing's entrepreneurial history: bumpy life achievements and amazing wealth]

Right and wrong are constant, but justice is free from people's hearts. In the future, the "Lee Family Business Dynasty" will continue to extend all over the world. In addition to meeting unlimited business opportunities, it is bound to meet more international challenges.

Autobiography of Li Ka-shing

Li Ka-shing, male, Han nationality. 1928 was born in Chaozhou, Guangdong, and his father was a primary school principal. 1940, the whole family fled to Hong Kong to escape the oppression of the Japanese invaders. 1942, father died of illness. In order to support his mother and three siblings, Li Ka-shing was forced to drop out of school.

First, Li Ka-shing sells in a toy manufacturing company. Although busy with work, Li Ka-shing, who dropped out of school, still went to night school to study and catch up with culture in his spare time. Because of his diligence and intelligence, he was promoted to a plastic toy factory before he was 20 years old.

General manager of. Two years later, Li Ka-shing seized the opportunity to set up his own plastic factory with the $7,000 he usually saved. He named it "Changjiang Plastic Factory".

From 65438 to 0958, Li Ka-shing began to invest in the real estate market. With its unique vision and shrewd development strategy, "Changjiang" has quickly become a major real estate development and investment industrial company in Hong Kong. When Changjiang Industry 1972 went public, its shares were oversubscribed by 65 times. By the end of 1970s, he had stood out among the tycoons of his generation.

From 65438 to 0979, "Changjiang" acquired Hutchison Whampoa, an old British-owned firm, and Li Ka-shing became the first China person to acquire a British-owned firm. 1984, "Changjiang" purchased the controlling stake of "Hongkong Electric Company". Mr. Li Ka-shing is currently Chairman and General Manager of the Board of Directors of Cheung Kong Industrial Group Co., Ltd. and Chairman of the Board of Directors of Hutchison Whampoa Limited. 1994 The after-tax profit of the enterprises it manages reached 2.8 billion US dollars. 199565438+in February, the total market value of the three listed companies under Cheung Kong Industrial Group has exceeded 42 billion US dollars.