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Core Insights - The article discusses the transformation of the Chinese apparel industry, focusing on the diversification strategies of companies like Youngor, which has shifted from a pure clothing business to real estate and investments, earning over 40 billion yuan from investments between 1999 and 2020, accounting for over 70% of its total profits [3][4][12] - It highlights the challenges faced by traditional apparel companies as they attempt to return to their core business after diversifying, often finding that the market has changed significantly [5][24] - The article emphasizes the structural issues within the apparel industry, where companies struggle with low profit margins despite high sales volumes, leading many to seek alternative revenue streams [7][15] Group 1 - Youngor's chairman, Li Rucheng, uses luxury brands like LVMH as benchmarks for success, indicating a desire to emulate their profitability [1][3] - Youngor's diversification into real estate and investments has proven more lucrative than its original clothing business, with real estate becoming a significant revenue source since 2013 [4][12] - Other apparel companies, such as Jiu Mu Wang and Qipilang, have also attempted to return to their core clothing business after diversifying, but many have faced difficulties in adapting to the new market landscape [5][24] Group 2 - The article outlines the historical context of the apparel industry in China, noting that many companies were established during the economic reforms of the 1990s and initially benefited from low labor costs and favorable exchange rates [6][7] - Despite the initial success, the industry has faced a structural dilemma of high sales but low profitability, prompting companies to explore diversification as a means of survival [7][15] - The narrative includes examples of companies that have successfully transitioned into new sectors, such as Shanshan, which shifted focus to lithium battery materials, and Ordos, which moved into energy and power [10][12] Group 3 - The article discusses the pitfalls of diversification, referencing the Ansoff Matrix, which suggests that entering new markets with new products carries significant risks [13][15] - Many companies that attempted to diversify have faced financial difficulties, with some, like Guireniao, experiencing dramatic declines in profitability and ultimately exiting the market [17][21] - The article concludes that while returning to core competencies is essential, the competitive landscape has changed, and companies must adapt to new consumer preferences and market dynamics to succeed [33][34]