Recently, the “Worldwide Wealth Wisdom” Forum hosted by GreenPro Capital Group was successfully held in Malaysia. The scene was magnificent with more than thousand high-net-worth individuals and entrepreneurs gathered. At the opening ceremony, GreenPro Capital held a new book launch ceremony “New Finance In New Asia” under the theme of “One Road One Road Initiative.” Datuk Seri Yeo, Deputy Minister for International Trade and Industry of Malaysia, delivered a special speech about the new book unveiled.
“One Belt One Road Initiative” will be conducive to boosting the economic prosperity of all countries along the line and will bring more new international opportunities to Asian enterprises. In response to the call of the initiative, GreenPro Capital Group launched the book titled “New Finance In New Asia” and explored the concept of “Capital, Wealth and Value”. The mission is to redefine “Capital” to help more Asian enterprises understand the new pattern of capital while calling on more overseas Chinese to support the initiative of “One Belt One Road” and actively promote the concept of the rise in New Asia.
Guided by the “One Belt One Road” initiative, enterprises should be discovering and seizing opportunities. They must have a good strategy to enhance their own businesses and become bigger and stronger. From the book “New Finance In New Asia” and “One Belt One Road” initiative, the development of enterprises must fully grasp the situation under various circumstances, to avoid becoming a business world “dinosaur”. Enterprises must maintain their sustained competitiveness and advantages to adapt to the changes in the global trend. Therefore, it is necessary to take an active part in the “One Belt One Road” project. It is inseparable from the six key elements of “product/service, market, capital, top strategy, structure, and culture.”
First Products / Services: Meet the needs of the target groups and markets;
A product is a value created by the hardware, the service is to meet the needs of society, success or failure depends on the competitiveness of the brand, which requires the brand can be distinguished from competing products. A good identification, can establish a clear differentiated image, can bear the consumer’s brand image over the years, trust and feelings, reflected in the value of business operations and management level. So the brand products can be invincible, but the most important thing is to solve the social obstacle, then it will be more valuable.
Second Market: Breaking the single market restrictions, falling into Asia or even the global market;
In order to expand the market for enterprises, targeting the target groups and design products or services, expanding the process of international users. With a clear business scope and keep up with the pulse of the market. In terms of strategies and methods, we should not take any precautionary measures. We must start from our own characteristics, innovate our marketing ideas, integrate resources and understand the potential to open up the international market. Strengthening the layout of enterprises and following the trend and global development can not only attract international capital but also conform to the spirit of the “One Belt One Road Initiative.”
Third Capital: Through the securitization mechanism to reflect the tangible and intangible value of enterprises;
In the face of a brand new business era, many traditional enterprises regain the value of “Capital”. Regardless of the size and type of enterprises, all decision-makers face the same challenges and how to realize the true value of the enterprise, especially in the capital market. Oriented capital market attaches great importance to the strategic development of enterprises and the ability to create future value. A good strategy should conform to the operating rules of the capital market and recognize the value of the enterprise through the market mechanism. Policymakers need to do is how to base their existing resources create value and guide enterprises out of a heavy fog and let the market clearly read its true value.
Fourth Top strategy: Rapid securitization to improve the pain points of SMEs;
The management, growth, and development of an enterprise need to be guided by a superior strategy. Enterprises have a clear strategic intent, which determines the existence of the enterprise and the target market and builds up the core competitiveness to support the realization of this strategy. This is an enterprise key to gaining a competitive advantage and keeping up all the time. How to build a core competitiveness at a lower cost and faster, to occupy more markets and provide customers with a wide range of value.
Fifth Structure: Setting up international structure to cater to the international market and strengthening international capital operation;
To break into the international arena, the enterprise must first enter the course of internationalization and at the same time, it must also create a healthy international structure for the enterprise. The strategic structure of an enterprise must be dynamic, have a good shareholder structure, related to the layout of the company, and guide the management of culture. Also, teamwork, change of ability, sharing of resources, protection of know-how and long-term consideration of issues. A strategic structure is not easily imitated by competitors in order to meet new opportunities in the sound.
Sixth Culture: Business leaders with the more professional knowledge to lead the enterprise shaping corporate culture, enhance professional knowledge and wisdom.
Regardless of the size of an enterprise, the length of history, having their own corporate culture, regardless of whether the enterprise to build, the corporate culture is existing out there. There is a saying goes well: First-class business create culture, second-rate business create a brand, and third-rate business create products. The corporate culture strategy as the primary task to enhance the core competitiveness of enterprises is the real concept of brand value decision. It gives the brand soul. Enterprises should proceed from reality and build a corporate culture that is in line with their own characteristics.
These six key elements can measure the status of an enterprise, no matter which problems or deviations will cause enterprises to appear uncoordinated or lurks crises and hidden dangers. If the management does not promptly adjust and eliminate to make it back to normal, the future development of the company will face a threat or disaster. The significance of this book will revolve a message that companies must understand if they want to gain a foothold in the international arena, especially in the rise of New Asia.
In addition, series of “Worldwide Wealth Wisdom” founded by GreenPro Capital were conducted in all countries and major regions in Asia with a full swing and it had received enthusiastic responses. GreenPro Capital actively spread a brand-new definition of “Create Wealth, Protect Wealth, Inherit Wealth” to enterprises and HNWIs and realizes the strategic spirit of “One Belt One Road” advocated by Asia and strives to create a “New Pattern” for Asian Capital Market.
GreenPro Capital Corp.(OTCQB : GRNQ) is one of the fastest growing financial services company in Asia Pacific. GRNQ provides tailored professional advice and wide range of business solution services to businesses located in Asia and South-East Asia. Comprehensive range of cross border business services include, but not limited to, trust and wealth management, listing advisory services, transaction services, cross-border business solutions, record management services, accounting outsourcing services and tax planning. GRNQ also operate venture capital business in the region, which incubates and invests in emerging growth companies in the region, to maximize and capitalize stakeholders’ values globally at personal and corporate level.
Information about GreenPro Capital Corp. is available at www.greenprocapital.com
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