Zhongwu Chinese Businessmen Liu Jing'∞fu: Strategy and Action

　　On April 26, 2012, w‍↑e arrived at the Chang&<≈ §#39;an Xingrong Center in Xid÷★Ωan, Beijing, as scheduled, and visi<¥πted Liu Jingfu at the h‍σ©eadquarters of Zhongwu Huas×↔hang Group Co., Ltd. (her"™einafter referred to a•δ ≤s Zhongwu Huashang).

　　Strategic planning is unique

　　Sino-Chinese Businesφ ≈£smen began preparations δ₽for the establishment in March 2δα↕★011. Based on many years of cε≥∏areer and knowledge of China's l★±₩$ogistics market, Liu Jingfu made a stra"‍≤λtegic plan for the devel∞±opment of the entire company be>© fore it was founded, and put forward a↑ £± unique development conce‍↔pt.

　　"Chinese-Chin$♠♠πese businessmen make t ∞he world smoother!" "Be©> the most trusted supply chain™≠✘♣ integration service provider.&quo₹★®t; This is the Chinese-Ch>✔inese businessmen's corporate ε←εvision, and also the general manageβ←r Liu Jingfu's strategic p≠♦Ω↓lan for the company'≥ φδs vision.

　　Liu Jingfu believes that the spacα♦←e for functional logistics enterσ↓→prises will become sm≥§aller and smaller. At the beginning of$‍​ preparations, Sino-Chinese Business po♥®≠sitioned itself as a high-end suppβ↕₩ly chain integration service provi ™∑↑der. It should integrate a ε¶↓$variety of services, such as logist§₽φ$ics, finance, commerce, etc., • to provide comprehensive services for λ←πcustomers, and More than ​&just providing a logistics product or±★↑✔ function.

　　The four major business segments that≥→≥ Sino-Chinese Business↓δ™ currently focuses on are mainly logist★‍ics services related to  ≤'manufacturing, engineering, inte♥σrnational trade and do≤§ε←mestic trade. Unlike expres≤≥π¥s delivery companies and other services∑↕λ♦ that serve individual↔$§£ consumers in general, Sino-Chines¥ ₩e Businessmen focuses on the maα♦nufacturing, distribution, and pr☆&♥oduction links before consumption.

　　According to a popu ×≥lar view, in a countr ←↓σy’s economic develo•™§pment, GDP per capita is between US$¶₽®3,000 and US$5,000, which≥♠ is in the era of heavy c¥‌hemical industry. At this t↕π¶ime, a large amount o≠Ω←f material flow is concen±γ∞∏trated in the manufacturi≥✔∞ng field, engineering field and Ω∞αcirculation field. . "From the↓≤ current development poin∑♠t of view, this journey §÷in China is still a bit long↔↔, so in five to eight years, the main b★→↕≤usiness structure of Sino-Chine↔→∑≠se business will not change much. ​σ​÷If the per capita reachesσ€ 5,000 US dollars or 8,000 ≠ US dollars, Changes in indust±π rial structure and economic ✘↓structure, then the logistic♠&‍↔s service field may have to change↓ש ." Liu Jingfu explained $ ♦λthe reasons for the company&#→→↓₹39;s business sector to "≤determine.

　　In the field of fast-movin‌Ωg consumer goods, the ✔$×<Chinese-Chinese-Chinese busine≠↕ssmen made a commitment-"all pr‍<oducts through the Chinese-Chinese-∏ Chinese businessmen's logist><λ‌ics channels are safe and fidel‍→ ♦ity." Today, food sπ¥afety affects every consume×★≥εr's heart How to guarantee the impl§♠φ ementation of this commitment?
    "The core link is no₹​t technology, but an et∏π'hical system." Lδ↑δiu Jingfu has his own views on the sen≈×≈¥sitive food and drug safety issues at Ω↔↕present. He said that the Chineseδ$✘Ω businessmen dare to make a c✘‍ommitment because of the cβ"φ onstruction of the ethical syst✔✔em of the company team <"π↑The above is a high standard ★♦¥and strict requirements. To ∏≈←φmake money, you must earn it  ®reasonably, not earn money, ÷∏®εor make fun of people's™£¥ health or life. Liu Jingfu believes th≤εΩ↕at corporate culture construct£®ion is the core competitiven♠✘©§ess of an enterprise. The core ₩'competitiveness of &qεβ•∑uot;hardware" can change✔©↕λ in the short term. Only cultura×☆"βl competitiveness is long-term and ♥♣important. Before the company was es&φ≤αtablished, Liu Jingfφ×βu and Beijing Jiaotong Uni$<versity had completed the company&#‍ π39;s corporate culture, inc±↑luding the team's eth±•'σical system construction, and©§ other complete system architectures α€>εto ensure the company's strat​ egic planning was lauγ™nched ahead of schedule.
　　In addition to the abso≠★lute control of the mor∞∞₹al bottom line and the construc​φ∞tion of corporate cu≠ ®÷lture, Sinowu Chinese Bu​ sinessmen also has four other™& safeguards: up control♣ $ of resources, control ofα♥¥☆ upstream resources in the supp €ly chain, and all high-end food imp≈Ω↕orted by Sinowu Chinese B∏®usinessmen from abroad. The comp↔•Ωany appoints professiona"÷∞l organizations to purchase∏€♣∞ and select; under the construction♦™ of channels, when the go•&εods enter China to be distrib♣​±δuted downstream, the distributor must φ→↓→be carefully selected, and thereγ★✔© should be no problems in the bott≤ ¶∞om link. The channel const♣​×φruction is mainly di↓₽£rect management, and the interπ<πmediate links are minimized;γβ$♠ process Control, star​ ₩ting from the upper control r§ ‍esources, the whole process nee♣≤λds to be well controlled; adopt a&∑§dvanced technology. Liu Jingfu said tha≠ t Sino-Chinese businessmen h'♠ave always attached great im×× £portance to research and developmen♦ ±t. Since the establishment of t≈•he company, they have"Ω≤& cooperated with research instituteγ§s such as Beijing Jiaot☆♣>σong University, Tianjin Un≠γ≤iversity of Finance and Economics, B•∏eijing Technology and Business Uni↔€versity to carry out strategic ©×>₩research and research and  ∞☆development, and introduced a seβ‌©ries of high-end anti-count∑♣₩©erfeiting from abroad Iε↓​dentification technology.

　　Regarding anti-counterfeiting technπγology, Liu Jingfu gave¶¶"≤ us an example. He said that now therβ÷™e are more and more family car purch©"®ases. In view of the large number of•φ fake and inferior parts sold in r♠≠π≤epair shops, Zhongwu Huashang use§≤÷s its own research and development tec ≥∞∞hnology to manage the ✘♥entire life cycle of♠♥ important parts and add ra↕∏dio frequency codes, sλ©♣<tarting from upstream manufa↕£∞φcturers to 4S shop. He said th ♦•at for the distributi∞≈∑on of high-end auto parts, it also‌✔ has to make the same commitment ♦≈×as food logistics services. Anλ♦∑↔ything delivered by Zhongwu Chinese B•™∑Ωusinessmen will double the compensa>÷←tion if there are faπ‍↓™ke parts. "With  βλthe technology of ful☆♦l life cycle management>φα₽, we can give our customers and $​consumers a real guaran♠α♠tee and commitment." Liu Ji₩©ngfu emphasized.
　　Multi-industry lin•ΩΩαkage focuses on value
　　Liu Jingfu has always be"βφ en very concerned about the linφ₽ δkage between China'→≠&s logistics industry and man§✔‍®ufacturing. During the opening ≠♠≠ ceremony, Sino-Chinese Businessme♦&n held a summit forum on multi-industry£  linkage. The theme included no £<t only the linkage of >↑manufacturing and logistics, but also₽  the linkage of other s§∑≥ervices.
　　Liu Jingfu believes that the basis>←γ of the linkage between the two © industries is that the m ©​ anufacturing industry should ≠λbe fully outsourced, but the actual p☆≈roblem is that almos₽≤​t every large state-owned enterφ±× prise builds its own logistics≤γ≠β company and rarely outsources logis♣φtics; even if there is outsourcing, t♣¶♦βhey adopt Most of them areλ↕✘ bidding models, especially the online♦​ bidding model, which is m☆≤ore "crazy": for ex€δ✔ample, in the first year, the bid ♠¥&may be 15 million. In¶♥ the second year, the online bidd↓÷ing will be reduced to 6 mi✔÷llion, so that everyoneδ¥→ No profit, the price war is extr≠•→emely fierce. "This bidding model≈×∑ actually hurts the future development±≠ of the logistics industry," L↓γ↔βiu Jingfu said.

　　In response to these exis→Ωδ↔ting problems, Sino-Chinese Busi ↔&≥nessmen put forward th±✔φ±eir own development co≠ ∏ncept. In the manufacturing indust♠ε©ry, from the original focus o☆'↑n cost to the focus on value, thr↔Ωough optimization of logis Ω≈ tics solutions to maximize value. Liu∞$↔¥ Jingfu believes that‌∑"× many manufacturing ind★≠ustries use logistics bidding to sub∞≈↕δcontract logistics, and the cost of ea±≈δ<ch segment has indeed been min✔π♦imized, but the total cost has not beenλσ→© reduced but increased. The problem↕↑≤ lies in whether the overall lo¶₽gistics plan is correct.
　　Sino-Chinese businessmen provide c£‌ustomers with comprehensive services or™&↓ integrated services, and focus on wh∏'at value they can bring toα ÷  customers. Starting with diagn↓ ostic analysis, analyze and diagnos©♦™₩e the customer's logis€¥tics system, includin≤≈≤♦g his marketing system, and ε¶γthen point out the customer's prob€₹lems in strategy and system, and propo€ε♥Ωse a comprehensive solution, includiΩ∑ng procurement strategy, produ∞&←€ction structure, product distribu ♦↑ tion channels Construct÷ε♦¥ion, etc., will even interveneΩ↑ε in direct product marketing.
　　In view of the tightne♦±£ss of the enterprise's ca≈↓pital chain, Sino-Chinese Business has©Ω cooperated with many banks to σ>market financial prod€δα→ucts of different banks and cust Ωomers, thus establishing a fi₩β✔™nancial logistics service model based &¥​≠on the supply chain. For some stee§∞​βl manufacturing companies t₽¶↕±hat rarely study procurement strate±Ω≤♥gies, Sino-Chinese Business¶↑men can design a variety of procur​ §♥ement models for customers in the proc¶≠ε←urement process, and th←¶£en introduce strategic partners to al‌×€♦low customers' funds to be fully re¶α©​leased. For example,™$®& the customer originally o>∏rdered a ship abroad, and t↑& ↓he goods had to be paidΩ​¥ as soon as they arrived in Chin ✔ a. After the intervention of‍‌♦‍ the Chinese business, the goods wen®≥↑t from abroad to the manu∞‍facturer's yard. In this logistic‍≥s process, the customer di$π$γd not have to pay a penny. The cφ☆±±ustomer only needs to pay for the raw ☆∏≤materials such as ir←™¶®on ore required by the daily producti&☆÷‌on volume, and pay the bills to the fac‍ ↔tory every day, which reduces t©&♣he cost of the customer's p±♦∏rocurement stage and the scale ofβσ capital occupation.

　　"The linkage between the two ind✔∑↕₩ustries, if the strate±™$πgy is not linked, thereΩ÷¶ is no basis for such li✔∞nkage." Liu Jingfu made >• it clear that the manufacturing an≤ d logistics industries must be ©€strategically linked, stra∏βtegically integrated and inter±↕active.
Sino-Chinese Businessmen proposes cusδ ✔tomized logistics serv≥✘ices. After the two sides hav∏≠​φe formed a strategic interaα♥•ction, Sino-Chinese Busi<βσnessmen will make a cust✔±↓omized investment for a customer's ✔σ←business and generally sign<σ< a strategic agreement of a↕σ§γt least three to five years. Liu Jingδ€®∑fu said that in the past, man±¥→y logistics companie↓≤​s built warehouses or≈≈ logistics parks and then spent a ↓×♣lot of energy to attract inv♠ε∞Ωestment. At the beginnin©£↔g, they also attracted∞₩ low-quality customers. This is called ₹​εpulling investment, which is•≈§ to use investment to pull busi$↑&ness and customize Chemi$₹cal logistics is a driven investm≤γ✘≠ent, with business first and‍‍Ω then investment.

　　As a logistics company, Sino-Chinese ©≤£​Businessmen attaches great ∞εα×importance to the strategy of ma₩✘♠'nufacturing companies, πγ✔attaches importance to the strateg→≈λy of manufacturing as their£✘↓♦ own strategy, and will provide  ™↓♠their own suggestions to the developmeσ☆♦nt strategies of part♠©ners.
　　When choosing customers, Liu®≈ Jingfu will examine the oπ₩ther party’s cε←€←orporate culture and requireπ↑€← both parties to have some common± ₽• value judgments in terms of market poβ₩≤∞sitioning and cultural outlook. I₽¶ε§f they find that the other party ♦σ'is a short-sighted or irresponsible c€‌ompany, he will give up ¶​÷Do this single business. "φβεFrom a strategic perspective, if the ¶€values ​​of the two sides are too dif↑  ★ferent, then the cooperation  "will not last long." Liu Jin♥←✔βgfu believes that the cooperat©✔ion between Sino-Chinese Business ∞§>and Binhai TEDA Logistics is strategic ♦αcooperation. The corporate "≈>™culture of the two sid↓♣±es has many similarities, such as e‍®mphasis Responsibility and innov↑✘♥ation, such as asking employees to honoσ♦r their parents and so on±™≈.
　　Listed on the basis of ≈≠Ω•three years and listed for six y☆≠βears
　　Referring to the development plan a↔'nd conception of the Chinese and ±∞Chinese businessmen, Liu Jingf$<u is confident and confident:

　　"The first thre' e years are mainly to lay a &♠÷αgood foundation, and to rationally≥₽ lay out our network in China's ma<α₽ jor economic regions and within a α$ certain range of foreign countries.&qu↕♣ot; Zhongwu Huashang plans to op₹≠εβen 5 to 10 branches in ≈ε China this year. Increased to abo₽₩ut 30, this is the domestic network la§β≈∞yout. Internationally, this ye★ε&ar two branches will be establishedδ>≠ in Canada and Germany. In s♦σome economic regions, where the busπεαiness is very concentrated, build yoπ ↑ur own network with moderate i♠‌₹nvestment, integrate social ∑ ₽™resources, and improve theαε★ network layout through a large nu &₹₩mber of cooperation models↑←♥. This is the first foundat↓'ion in Liu Jingfu's plan.
　　Building the first-class t​→eam in China is Liu Jingfu's &quo₹↑t;second foundation". He par™∏α÷ticularly emphasized that middle and &λhigh-level teams shou→  ™ld not only have act↔ε₽ual combat experience, but e≥€₽veryone should have strategic thinkinקg. He believes that o₩∞€∞nly in this way can the c✘¶γ✔ompany go further.
　　The third foundation i₹® s in logistics resea∑≤rch and development. Sino-C ​‍hinese businessmen will promote‌∑ technology research and developmΩγ₩ent more effectively, and✔α the company will strengthen coopera×≤tion with universiti'$♥es and associations, and strive to beco↕¶me a logistics experiment ≥$πbase and an industry-unive​↕rsity-research base.
　　In addition, including the adj' ≈ustment of the business secto'>r structure from the persp‌‍ective of strengtheni∑↕ ♣ng risk management and control, ♥✘and balanced development of d‍ 'omestic and international busiπ±¶πness, etc., as the first five years ♣€∑φof Chinese and Chinese businessmen ​€Ω<need to lay a good foundat÷ ↑ion for the first three years.
　　In the next three years, ↑ Sino-Chinese Businessmen will im✔ ‍plement capital opera‍∞✘tions on the basis of  ☆←business development. "™φ₽;Strive for the sixth year, the co↓€♦mpany can be listed in the country.‍®☆" Liu Jingfu reve→ aled that in fact, since÷¥∞ the establishment of the Chinese♦λ business, the Chinese business has beeφ ≥→n operating in accordance•  with the standards of listed compa™☆∞ nies.
　　Liu Jingfu has designed a s•↑et of mechanisms to ensure that empφ>loyees and the company grow toget✘​her: the company builds a good ©βplatform on which employees’ ±§∑'value can be realized, and each s↓♠Ωσtep can see their own pro÷★gress. These advanceme &nts include employees' own abili φties, qualities, carΩ₩eer plans, and income. All →©↕ employees who participated ®©in the company’s first three yea↑£♥rs of entrepreneurship will hold sha&δres in the company in the futur♥§≤♠e. "We have all ↑≠∏§established plans for these.​₽ My biggest ideal is to make Zhonε§gwu Chinese Entreprene π<®urs the only company that employees±¶₹ choose in their lifetime. It may₩​↑₽ not be possible, but my goal is thi¶←s." Liu Jingfu said δ≤♣≤with a smile, he built ♠€≠the company himself Such sel↓φ≥•f-confidence as an exc§β≠ellent company that can attra☆§ct talent.

　　Practice the policy of unequal intern&σ al strength
　　Although my country's lo<≠‌'gistics market has great potent♦≠φial for development, Liu Jingfu is no™γt optimistic about the curre βnt status of Chinese logistics co✘εmpanies. He believes that←π≈ "China's manuf♠≈​λacturing industry today isσ"✔> the future of China's logisticsγ&↑ industry." Under <‍≥the global economic integratio©∑←↓n, China's manufaπα‍'cturing industry is basical≥€ly in the low-end state, with laλ☆←rge scale and high e↕φ≈nergy consumption, hitt→÷♠εing the major product gr  ₽↕ades abroad It is not hδ> •igh and the profits are meager. Und™≠÷‌er this background, the profits ¥ of logistics companies serving the ma₹₩βnufacturing industry c‌¶¥an be imagined. China's logistiΩβ<cs market is now flooded w♣‌®•ith low-price competition and e•☆'£xcessive competition. Many logist$☆ics companies that lack solutions a✘δγre fighting for and waiting for pref♣'erential policies, and ✘★±some are all stubborn. Fo₽÷®₹r example, if the business tax i™•£↕s changed to value-added↓γφ tax, Liu Jingfu thinks that this is ac±♦♥♥tually just a change of tax type, it is≥✘ the adjustment of local interests and ♠αcentral interests, and it is a reδ↔•♠form of the national ta☆$xation system. Misunderstood, that thβ₩"is is another good thing for the$€€ logistics industry. The resu÷±lts show that after the &÷•∑≠quot;camp reform", the cost•÷↕λ of logistics companies has ÷π↓εrisen instead of falling, and everyone®∑ began to be angry and co ♠£mplaining. "This also shows ← →±the fragility of the logis ≠&tics industry. But to develop, oα  ur logistics companies mu​¶γφst have a philosophy, from the᧣€ external to maintain policy survi✘♣↑™val to practice internal skills, build ∏ '¥a professional team, s $↑o that our logistics ca₽★¥n truly develop and become passive For ♣ε→σthe initiative." Liu ≤÷'&Jingfu said.
　　Compared with developed coun"♦$tries, Liu Jingfu is deeply touche↑&→d.
　　Liu Jingfu once wor← >ked with Japanese companies. Af♠₽¥↕ter the Japanese autΩ≤§≠o parts entered China, they used ←‍®αships for shipping and basically ∏¶¶↕used cars when they arrived on♦ >β land. Liu Jingfu propose©✔d a plan to the Japanese side to trans™←¥Ωport these parts by train. The ™πJapanese asked a question: What ♥‍<↑is the vibration coefficient of the tr☆≤÷ain? This question asked a g​✔↑roup of people. At that time, no o♠§ ☆ne in China knew the vibratλσ¶≤ion coefficient of the trai§≤<£ns they often took beγα cause the standards in this ↓‍∏₽area had not yet been formulat✔βed. In response to the Japanese reλ™quest, Liu Jingfu immediately sent some↔≤ one to buy a portable instrume÷±nt for measuring the vibr₹♠ation coefficient from Japa  n.
　　On another occasio≥£∑n, Liu Jingfu went to Japan for £ ∑‌an investigation visit, and he foun↔£₩d that a car company₩™≥ 's staff was stu¥₹  dying bird droppings in Tokyo©↕, and the curiosity made him ¶ ←↑go to find out. It turns out that this ασcompany's cars are so•↑→ld to the Tokyo market, and ≥€the bird droppings contain ™£π∞acid. If the droppings fall on  ×the car, it will cause corrosion"÷→€ to the car. Liu Jingfu was shocked:§π₽ When will Chinese companies be so ±α☆subtle and professional? Asβεδ  a result, he became more determined tβ✘¥×o develop his internal ski&→πlls and build a first-class pro♠ fessional team.
　　Liu Jingfu believes that if Cε☆hinese logistics companies do not str☆∏₽αive for development, in a few yea¶σ‌₽rs, they may become large factorie♣ δs of foreign logistics companies a₩¶≠πnd become objects of integration. Tπ€εαherefore, Liu Jingfu par₩♦ticularly emphasizes the strategic a ★wareness of senior man↓λ×agement, and should gradually €₹train himself from an enterprise oper♥♦₩ator to a management expert, and is a₹δ₹ strategic level-without a strategic e∏←nterprise, it is not possib•♠↑✘le to do much.

　　Restless

　　 Liu Jingfu'$→ €;s office is very wide, with a g♦←÷→rand layout and attention to detail. Aλασ¥ magnificent "Ch'♠‌ina Taishan" copper engraving ✔‍★almost occupied the entir∑±♠e wall behind the de ↕λsk.

　　Shapely shape, lig>₩€↕ht blue pinstripe shirt with dark suit,↕©≠™ from wearing to talking,σλ¶× Liu Jingfu gives people a sen¥>se of grace, elegance and lack of ₽><enthusiasm.

　　Since the establishment of China Rai∞<lway Modern Logistic"φ<∞s Technology Co., Ltd. (hereinafter ref← erred to as "China Railwayλ×‍→ Modern Logistics Tech₩πnology") in 2001, ​♣"→as the company's chairman, Liu Jing↓‍fu has witnessed its growth proces∞÷©s and has led her into the lead♥ε→≠ing third-party logistics en§×★terprises in China. Liu Jingfu pδ₽∞βositioned China Railway Modern LogΩ$÷©istics Technology business in high-∑↕±end logistics, proposed an&​€d implemented a series of mΩ§×λeasures such as "netw​™≤§ork strategy" and "talent str≤ ategy", and the company also ✔πwon a series of honors at the s©↔•¥ame time of its grea<¶↔±t development... But at this tim→>e, Liu Jingfu He chose to leave‍☆±.
　　Liu Jingfu, who has∏↓± been very successful in the po•∑sition of top state-owned ent÷γerprise, why did he choose to l ♣©eave and join the establishment of↕®× the Sino-Chinese bus↔₹≠iness? Many people have such a quγ♣£estion.
　　Liu Jingfu said: "This may '≥★≠be because I am a restless perso∏ ‌•n."
　　After graduation, £±•Liu Jingfu University w÷♣✘≤as assigned to the Tia•↕≈ njin Material Management Cadre Col©‌lege of the Ministry of Railways as a®₽•  teacher, from a normal teacher to an≤​ε$ acting dean, and also"$✘ served as the editor-in-chief ÷♥ε✔of the magazine. Liu Jingfu has§‌♣ always attached great imp÷®©ortance to communication,∑​ especially cross-bo☆<→±rder communication and collisionσ↔φ→. When he was a teacher¶₽→, he had a lot of interact♦∞ions with society. F♣☆or example, he participated iλ↓n the Tianjin Entreprene§≠"✔ur Association, Tianjin Manager×¥¥ s Forum, Tianjin Materials Society, ≠×€and even a member of th$αe Tianjin Futures Research As®∑α♦sociation. Futures trader. In these se©™​φemingly irrelevant inσ↕™dustries, Liu Jingfu h∏∑•as participated in a lot. It seems thatδδ÷∑ "Cross-Border" can€¶≠ indeed cultivate the thinking and the★>★£ long-term vision of contact.

　　 As an ordinary teacher, ¥ ©₩Liu Jingfu has taught leadership s↓ε "cience to the leaders of the m§‌♣₹aterial department many times and ed≥₹≠≤ited books in this area. He had clea£§rly recognized that leadership is an ↓ δ∑art and a science at that time, and it φε↑¥has its inevitable R★β₹egularity; The leader'δπ÷;s method is to summarize and master s©₽¥ome regular things in conσ₽♦stant practice. The ®γ®“uneasy” crossover allowed ♥δLiu Jingfu to grasp certain  γ≠laws and apply them to his own life pl÷δanning.

　　Nowadays, logistics companie←¥₩s can no longer just be satisfied with ™€ αthe exchanges among their ¥↑peers. Liu Jingfu believes₹•→ that logistics companies s↓&£♦hould sit more with manufacturing a→≠$λnd other industries, and then le✔≥± arn about the situation of other i™Ω♥δndustries through cr×φoss-border and remote÷↓ communication, get new iγ∏nformation, and collide with new ide♥₩ as. "If all the Ω★☆participants of the logistics busi≠®ness, no one will say it all their bo↔₽ttom line. According to this ♦✘♣routine, we get together★σ× to eat a meal, such≈÷♣‌ exchanges mean nothing."
　　Life, step by step forward
　　Jingfu very I have set ∞'myself a long-term future.Ω™ He said that there should b£♦e three stages in his lif♥✘e. The first stage is to adapt to∏♠ society, the second stage is toΩ$ ' be able to create and break through±  on a platform, and the thi₽>rd stage-to truly start a business.
　　In China Railway Modern ₽ ✔>Logistics Technology is the second s₩∞φ¶tage of Liu Jingfu's life. Faci→πγαng past achievements and honors, Li≥≠u Jingfu attributed it t​‍↑↕o the resources and str•∑ ‌ength of the organization. "​&;Testing whether I can succeed in λ✘×δthe future is on the platfo'≥σ±rm of Sino-Chinese Businessmen. ↓φ±Can the company move forward steadily∑☆∏ step by step according to o↓←ur predetermined strategy, ☆≠I think this is impor≥γ♦tant." Liu Jingfu said.
Liu Jingfu has a wide range <≠×of interests, and they are ®✔also suitable for communicating witα☆h people: playing badmintonε₽↕', card games, writing,↓ Ω and drinking tea with frie♦←nds. Liu Jingfu also uses the✘✘se rich activities to regulat±πφ™e himself in addition £$‍to his busy work.
　　 Stick to happiness

　　 Liu Jingfu has a happy fa≤→‌mily. Lover and he were↓Ω₩δ classmates in middle school©€. At that time, one was the↑↓✔ secretary of the Youth L§♣eague Branch and the‍∑≈ε other was the propagan€₽γda committee. Although they were in♥•> love only after goi↓₹ng to university, they already kn↔>λew each other very well,↔→>§ and they were emotionally sw∑∑eet.

　　Her daughter is 85, graduated from §'the Hong Kong Polytechni'δ¥c University, "very aggres↓÷←φsive, very confident&ε‍↓quot; This is Liu Jingfu&ε‌#39;s evaluation. Afδ‌‍ter graduating from colle★₩πge, she did not work a'∑§‌ccording to the route desi↕ ‌©gned by her parents, but ' insisted on working hard by herself,‍☆® applying to some well-known compΩ>γanies alone, and now working for≠'&& a German company.

Family members always support Liu'♦♦ Jingfu's major decision. Wh€€∞∞en I left China Railway Modern Logistic‍γ© s Technology, "My love→≠r and children are very supportiv  ≤e of me, especially my daug≥±←hter is very firm in supφ∞porting my dad to start a busin©★ess. She also said, "It is a p∏εity that you start you✔®×★r business earlier than me!"α✔ . She likes challenges and♥♣φε has my genetics." Liu J€πingfu is proud of her daughter.
　　Postscript:
　　Although Liu Jingfu know©γ•♣s his desire to chall€$✘enge and has carried out "unrest&‍¥₩quot; cross-border actions, he also adφ§★¥mits that if a person can persist in a∑∏ company or a position fo±∑♣r a long time, it is also commendab¶↑•<le.
　　When interviewing Liu Jingfu, he  ∞' was on a business trip in the field ∑∞and whether he would be refu‌∏sed. He did not expect that Liu Jingfu <♥λ>on the other side of th↕δ>e phone agreed very readily. In jus®> t a few minutes, the interview ti₹ me and place were co♠↕nfirmed. When we arrived as schedule¶≤&γd, Liu Jingfu was already waiting in t‍£σhe office.
　　The company's st₩♥∞yle is like its leaderו. Sino-Chinese businessmen are abouλ&¥★t to reach their first b"∑Ωπirthday, and we look forwa♠✔rd to Liu Jingfu's continued♣φ↔ success on this new platform‍★®&!