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Ningbo Youngor Men: steady change in the seeking strength
Younger Group was established in 1979 and, after three decades of growth, has evolved into a diversified enterprise with core businesses in apparel, real estate, and equity investment. By the end of the "11th Five-Year Plan," Younger had earned a spot among the "Top 100 Chinese Enterprises in 2007," recognized for its outstanding performance and long-term growth potential. The company's fundamental business is its clothing brand, which follows the "5050" principle—splitting its market between domestic and international. Starting from a single production unit in 1979, it has developed into a complete vertical chain in textiles and garments.
Today, Youngor operates over 100 branches, more than 400 own stores, and more than 1,500 retail outlets nationwide. Its flagship product, the shirt, is the first nationally exempted export product in China’s textile industry, holding the top market position for 13 consecutive years. Suits have also maintained the number one market share for eight years straight. For seven years in a row, Youngor has ranked in the top 100 for both sales and profits in the Chinese apparel industry, and it has been named one of the most consumer-favorite brands.
The success of Youngor can be attributed to its strategic balance between domestic and international markets. Despite challenges such as mergers and acquisitions that may shift market shares, the company consistently maintains the 50/50 ratio. Chairman Li Rucheng emphasized that while clothing remains the core business, real estate is seen as a future growth area, and equity investment is used to explore new sectors. He noted that although the main apparel industry requires less capital, the company focuses on two key investments: R&D and brand acquisitions.
Facing global economic headwinds like currency appreciation, rising labor and material costs, and a weak international market, Youngor took proactive steps. First, it diversified its export markets by expanding into Europe and Japan, reducing reliance on the U.S. Second, it refined its production processes, using advanced hanging systems to boost productivity by 15%. Even small details, like buttons, were optimized for efficiency. Third, it built a full supply chain—from raw materials to fabrics, manufacturing, and retail—over five years, enhancing control and competitiveness.
Since 2004, Younger has expanded into upstream industries, including cotton cultivation and textile production. In 2008, it acquired KELLWOOD’s core men’s business in Hong Kong and Singapore, gaining access to strong design capabilities, global management expertise, and an extensive U.S. distribution network. This acquisition helped form one of the world’s largest textile and apparel chains.
Integrating operations across different regions, especially in Singapore and Malaysia, proved challenging due to differing standards. However, Li Rucheng highlighted that the company focused on market channels and IT integration before pursuing full consolidation. Younger also launched Sima, a casual line, to meet global trends, aiming to shift from formal to more relaxed styles. It plans to create a new company to streamline this process.
Sima Malaysia has manufacturing facilities in Sri Lanka and Southeast Asia, which could serve as future production bases, strengthening Younger’s resilience. While the company values its 14 manufacturing sites worldwide, it places greater emphasis on design and marketing. These factories handle ODM work for over 20 international brands and manage five licensed brands like NAUTICA and PERRY ELLIS. With decades of experience, its design team can produce independently, supported by strong sales networks and logistics systems.
In 2016, Younger partnered with Japan’s W-GAME to launch the "GY" brand, opening its first outlets in Suzhou. This marked a shift from Younger’s traditional image, introducing slimming cuts and casual styles targeting young professionals. The brand quickly gained popularity, reflecting the company’s ambition to build an international name.
Looking ahead, Younger aims to expand beyond men’s wear, recognizing the need for more casual options. Li Rucheng noted that while the domestic market still favors formal wear, the global trend is 3:2 (formal to casual). Younger seeks to bridge this gap and continue developing its brand portfolio.
As part of its vision, Younger aspires to become a century-old enterprise and create a globally recognized Chinese fashion brand. The GY brand represents this dream, embodying the responsibility of China’s textile industry to develop a style that resonates with younger generations.