![]() ![]() As such Cheung Kong could incur fewer risks while still earning profits for both Li and his co-investors, fueling rapid growth. Li's strategy was to avoid debt by raising capital before building, both through the formation of joint ventures with landowners and by preselling apartments to friends and colleagues.ĭuring the riots of 1967 in Hong Kong, while masses fled from the country, Ka-shing was busy buying land as the price of property had plummeted. This would be the first of many investments in real estate by the 1960s Cheung Kong had transformed into a property development and management company. The name was reportedly an allusion to both the river's many tributaries and the need for business alliances.īy 1958, when his landlord raised its rent, Li had enough cash to purchase his factory. He named the firm Cheung Kong Industries, after the Cheung Kong River - also known as the Yangtze - the longest river in China. ![]() By 1958 he had a flourishing business manufacturing plastic flowers and was ready to expand. Throughout the 1950s the company saw steady growth and Li began looking for opportunities to expand the business. Initially, the company manufactured artificial flowers and exported them to the United States. Li proved to be a capable salesman and started his own plastics factory in Hong Kong in 1950. In a few years, Ka-shing’s company was one of the leading suppliers of plastics flowers in Asia. In 1947 Ka-shing borrowed money from close family and established his own company that produced and supplied high-quality plastic flowers. He worked hard, often working up to 16 hours a day, and proved to be a capable salesman. Without much formal education, Li started working in a plastics trading company as a salesman selling plastic watchbands and belts. ![]()
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