Starling Footwear CEO Ding Junxian: 80 to play after the boss of the tide line
CEO two years in power way, starling, led by footwear industry in Dingjun Xian, to the fashion and leisure product differentiation on the road wider and wider. Company from his father, who took over power, the Ding Junxian at 26 years old. CEO two years in power way, starling, led by Nike Air Max 90 footwear industry in Dingjun Xian, to the fashion and leisure product differentiation on the road wider and wider. The movement to create a unique cowboy style, determined to become the leading Chinese brand of Tide play equipment, have demonstrated the owner of the 80 fashion and trendy business ideas.
However, faced with Air Max 24-7 market conditions since the second half this year, Zhou Ranbian cold, Ding Junxian showing their age but not commensurate with the calm. His vision is far more freely: Next year, the industry will continue through the throes of chaos; the year after, is the grace period; in 2011, when starlings made to the force.
In fact, in 2006, before the post as CEO, Ding Junxian has been concentrated in the company of 7 years to take root. Ding Junxian said, with the Taiwanese, like many entrepreneurs, young, he does not like school, but respect for commerce and business management, so the high school graduation, he entered the factory. Start from the bottom, which is the father of Ding Junxian requirements. “This is our family practice, not because I am the son of the chairman will be able to direct a manager.” Dingjun Xian said that the first year, he came to the workshop, from the most basic sewing dry, the year the workshop rotation in all types of work, “The goal is to understand how our products are out.” The next year, he changed positions to the procurement, where he really came into contact with the Air Max 2009 business, learned the basic operation of the road. Two years later, he turned to make sales. This is a business survival and development of the most important part, where Ding Junxian thousand is 4 years.
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