Wang Liping: Independent innovation is to create new opportunities (Part 2)

Wang Liping: Any innovation has risks, and there is no 100% probability of success. I invested 5 million at that time. First, I was optimistic about the huge space for the development of nanomaterials, and second, I was optimistic about cooperating with each other, so it was worth taking a certain risk. In fact, certain risks are taken in the early stages of research and development. But practice has proved that our adventure was successful. MicrosoftInternetExplorer402DocumentNotSpecified7.8 point Normal0 is connected. Reporter: I know that in 2000, you invested 5 million yuan in research on nanomaterials, and you finally succeeded. But at that time, this kind of capital investment is undoubtedly a big risk. It is very likely that the research will fail, and 5 million will be lost. Are you not afraid of this risk? Wang Liping: Any innovation has risks, and there is no 100% probability of success. I invested 5 million at that time. First, I was optimistic about the huge space for nanomaterials development, and second, I was optimistic about the cooperation with each other, so it was worth taking a certain risk. In fact, certain risks are taken in the early stages of research and development. But practice has proved that our adventure was successful. After continuous transformation and breakthroughs, our nano products have not only filled the domestic gap, but the product performance can also be higher than foreign counterparts in some aspects. Last year, we also won the Ningbo Innovation Award for this. Reporter: From traditional stationery manufacturing to cutting-edge technology such as nanotechnology, the industry's big jump is obvious. Why did you make this decision in the first place? Wang Liping: The starting point of the stationery industry is very low. I started with 20,000 to 30,000 yuan back then, but nanomaterials are indeed different. They are completely cutting-edge industries with high technological content. At that time, the project was launched because of an accidental opportunity. I learned that Canada had a nanotechnology to be transferred, probably several million yuan. At that time, our stationery industry was already very advanced in the country, and we needed to find new growth points. At that time, our company's advertising expenses were about 3 million to 5 million yuan per year, so we used this part of the cost as a technology fund for nanomaterials to cooperate with each other. At the beginning of the cooperation, I talked about three principles: First, I will do the venture capital and hold the company; second, he holds 25%-45% of the shares, and the ownership and management rights are separated. He is a professional manager and he runs the company. ; Third, the company only allows one of us to cooperate in China, and it must have its own intellectual property rights. Up to now, our cooperation model has not changed. Reporter: Stationery has always been the main business of Guangbo’s founders, and it is also the largest industry, but now Guangbo has nanometers and digital products in addition to stationery, which is obviously a diversified business direction. How can you prevent such diversification? What about the risks? Wang Liping: We are not diversification in an all-round way, but moderate diversification. The stationery industry accounts for 70% of our group's business and has always been the largest industry. At the same time, we are also cultivating new industries. This cultivation is planned and step-by-step, rather than blindly and profit-oriented. For the future, we have a two-three-five plan, which is: to cultivate two major industries-stationery and high-tech industries, to make the leading industry of stationery bigger and stronger, to make it highly resistant to risks, and to continuously improve high-tech. Industry, to make up for the deficiencies of the stationery industry; according to three strategies, first OEM, then build its own brand, and finally export the brand. From 1993 to 1997, we focused on OEM, which can be said to be the first strategy; from 1998 to 2003, we vigorously developed our own brands and invested tens of millions each year and achieved obvious results. This was the second strategy. Phase: Beginning in 2004, some of our stationery orders have been entrusted to others to process, and we have successfully transitioned to the third phase; the implementation of the five-year plan, in short, is that by 2010, our stationery industry sales will reach 6 billion To around 7 billion yuan, the sales of the entire group will reach 10 billion yuan.