In depth interview | Yao Jun's transformation and breakthrough path: from cross-border pig farming through trade, how can the Evergreen model and Sequoia project empower family farms?
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- Time of issue:2025-04-23
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(Summary description)On March 21, 2025, Mr. Yao Jun, Chairman of Evergreen, accepted an interview with the "Pig Farmers Tell Stories about Pig Farming" column on New Pig Network.
In depth interview | Yao Jun's transformation and breakthrough path: from cross-border pig farming through trade, how can the Evergreen model and Sequoia project empower family farms?
(Summary description)On March 21, 2025, Mr. Yao Jun, Chairman of Evergreen, accepted an interview with the "Pig Farmers Tell Stories about Pig Farming" column on New Pig Network.
- Categories:News Center
- Author:
- Origin:
- Time of issue:2025-04-23
- Views:0
On March 21, 2025, Mr. Yao Jun, Chairman of Changrong accepted an interview with the "Pig Farmers Tell Stories about Pig Farming" column on New Pig Network.
Mr. Yao and members of the program team took a photo together
Mr. Yao shared in the interview his transformation process from cross-border pig farming after the 2008 financial crisis. He went from initially not adapting to the industry to providing systematic solutions for family farms through deep cultivation and innovation, gradually building a pig farming underlying logic centered on technology empowerment, data-driven, and value symbiosis. Changrong has established deep cooperative relationships with international enterprises such as Cargill and Handex, improving industry standards through technology sharing. At the same time, in the context of capital influx, it emphasizes rational cooperation and avoids short-term profit seeking behavior.
Mr. Yao proposed the sustainable development concept of "pigs can grow happily, and people can live happily", which runs through the main line of "transformation innovation ecology" in his corporate strategy. From family farms to Sequoia projects, from international cooperation to ecological practices, he has explored a transformation path of "risk resistance, efficiency improvement, and ecological promotion" for family farms and small and medium-sized pig farms, and also provided a development model that can be referenced for China's agricultural modernization.
Here are some of the contents of this interview:
New Pig Network: You have been involved in import and export trade since 1992, but made a major decision to raise pigs across borders in 2008. What prompted you to make such a transformation in the context of that era? What insights do you have from reviewing the 16 year journey of pig farming?
Yao Jun: The outbreak of the global financial crisis in 2008 actually became an important opportunity for our transformation. At that time, although the company's foreign trade business was not directly impacted, my team and I realized that traditional processing based trade products had limited competitiveness and uncertain future development prospects. When searching for a new strategic pivot, we established three core criteria: sunrise industry attributes, replicable business models, and compliance with national industrial policy guidance. After more than half a year of industry research, we have finally set our sights on the field of pig farming.
At first, we invested 10 million yuan to build a new pig farm, raised over 300 sows, and built an environmentally friendly biogas station. At that time, we realized that in order for enterprises to achieve sustainable development, they must attach importance to the construction of humanistic and ecological environments, otherwise it would be difficult to retain employees.
Honorary Title of Changrong Enterprise
In the early stages of transformation, I did experience a significant psychological gap. In the trade industry, we stand from the perspective of buyers and mostly deal with foreign customers. In communication, everyone is equal and respectful to each other. However, the pig farming industry was not highly regarded at the time and even faced social discrimination. When I tell others that I raise pigs, many people immediately look at me differently. This industry bias made me hesitate and regret for a while.
But in the end, I persevered. Firstly, since the company has decided to enter this field, it must face potential problems, even if it was not fully prepared at the time. Secondly, I have met some excellent people in the industry who later became our partners, and being able to work with them is a motivation for me. At the same time, the company has also attracted a group of young people who trust the company and are willing to grow together with us. Out of confidence in the team's professional competence and the industry's development prospects, we will steadfastly move forward. In fact, we have also witnessed the rapid changes and development of this industry.
Top view of Changrong 2400 sow breeding farm
Looking back on the past, from the trade industry to the pig farming industry, I have a deep impression. The trading industry is relatively simple, with fast turnover. After the order is signed, most of the time is relatively idle. In contrast, the pig farming industry not only has a long cycle and requires patience, but also faces multiple roles, including suppliers, markets, governments, banks, etc., with frequent role transitions and different game rules.
In 2008, the industrial sector had entered a mature stage, with standardized processes and business ethics building a stable industry ecosystem. However, agriculture has just begun to develop, especially after China's accession to the WTO in 2001. At that time, we faced many problems and were still in the exploratory stage. The industry standardization process lags behind, the market fluctuates frequently, and the dual game of policy and capital makes practitioners walk on thin ice. It is this transition from "fast variables" to "slow variables" that has given me a deeper understanding of the essence of the industry.
In that era, the agricultural industry was discriminated against, and many people were unwilling to admit that they were pig farmers. But over time, this industry has undergone tremendous changes. Ten years ago, when we participated in the Canton Fair, we saw global customers in suits and leather shoes and glamorous foreign trade practitioners. When participating in the relevant agricultural exhibition held in Chengdu in 2008, the gap between the pig farming industry and the foreign trade industry was clear at a glance. At present, the pig farming industry has undergone earth shaking changes and has attracted many outstanding young people to join, making the industry full of vitality and hope. Without excellent young people joining, this industry has no future.
New Pig Network: In the current industry landscape, people are very concerned about the survival status of family farms. What advantages and disadvantages do you think this group has compared to large pig farms? How can the Changrong model help them enhance their ability to resist risks?
Yao Jun: First of all, let me talk about the concept of family farms. When it comes to family farms, people may first think of their small scale and low level of standardization. Generally speaking, family farms with a scale of 200-500 sows are more common. In terms of quantity, I personally think that in China, those with six to seven hundred sows or less can basically be classified as family farms.
Because enterprises usually have a complete architecture and management system, including human resources system, production system, etc., while family farms mainly rely on family members. Family members can better compensate for the inefficiency caused by management with a sense of responsibility, and their execution ability is relatively stronger. But there is also a ceiling to the abilities of family members, for example, in terms of equipment level, technical level, etc., it is difficult for family farms to meet the standards of large enterprises.
Now, family farms do face some problems:
Low level of production standardization: Many family farms have a low level of standardization, which is related to their positioning. Family farmers generally believe that household management does not require too much investment in upgrading production facilities, which greatly limits their production efficiency.
Difficulties in management and resource allocation: Family farms have obvious shortcomings in factor allocation, technology acquisition, and external resource integration, often only able to achieve limited self breakthroughs within their internal small circles.
Weak market competitiveness: With market segmentation, price fluctuations and sales difficulties for piglets and fattening pigs are increasing. Family farms are relatively small in scale and do not have an advantage in marketing, lacking market competitiveness and making it difficult to cope with market changes.
Poor risk resistance ability: Many people have their lives and lives in it, and once they encounter emergencies such as epidemics, they will suffer fatal blows.
Of course, every disadvantage of a family farm can also turn into its advantage:
High flexibility: Family farms are small in scale, making decision-making and transformation more flexible. For example, when the market is sluggish, they are more likely to suspend production or adjust production scale. Many family farms lack long-term strategic planning and are more likely to make adjustments based on market changes.
Strong sense of responsibility: The members of the family farm are relatively fixed and have a stronger sense of responsibility. They can work anytime without worrying about overtime pay and other issues. In contrast, employees in large enterprises may have weaker sense of responsibility, especially in situations such as overtime, and lower work enthusiasm.
Environmental advantages: Small scale family farms make it easy to achieve environmental goals. For example, family farms with surrounding land can ferment pig manure and directly return it to the field, achieving waste utilization. We have been paying attention to some family farms since 2015 and have found that this integrated farming model is particularly feasible in northern regions. This is because the surface water in the north is relatively deep, and local rivers or wells are commonly used for irrigation, allowing pig manure to be directly returned to the fields.
Biosafety advantages: Family farms also have advantages in terms of biosafety. At the beginning of the African swine fever outbreak, we found that a considerable number of family farms were not affected. Because they are smaller in scale and relatively easy to manage, biosafety measures are easier to implement.
The two core issues that family farms need to address are safety and health.
Security is a systemic issue that encompasses biosafety, production safety, and data security. Due to the small size of family farms, lack of talent, funding, and space, as well as difficulty in accessing external resources, it is difficult for them to establish a stable and sustainable biosafety system. Production safety requires the establishment of a standardized process system to ensure the standardization and stability of the production process. Data security requires a clear understanding of the benefits and drawbacks of each link, and optimizing management decisions through data analysis.
In December 2023, Changrong successfully introduced Dutch Haibol GGP breeding pigs
The health of pig herds is the key to improving production efficiency. Family farms require a complete health management process, regularly assessing the health status of pig herds, and adjusting healthcare and immunization programs based on the assessment results. Only when the pig herd is healthy can efficiency be improved. Biosafety is not only about preventing African swine fever, but also includes the prevention and control of other diseases such as blue ear disease, pseudorabies, etc. In addition, family farms have disadvantages in production management and product upgrading, lacking external resources and learning opportunities. The gap between domestic and international, high-level enterprises and family farms is significant, and family farms need more opportunities to learn and improve.
The core of the Changrong model revolves around four elements: seed sources and nutrition, pig farm design and environment, health and biosafety, and data and information management systems. Our service system is fully centered around these four core areas.
Seed source and nutrition: This is the foundation of pig farming, but it is difficult for family farms to complete it independently. The Changrong model collaborates with excellent international strategic partners to deliver high-quality seed sources and advanced nutrition management experience to family farms.
Pig farm design and environment: Pig farm design and environment are decisive factors. If the design of the pig farm is not reasonable, and the ventilation, prevention and control, temperature control and other aspects are not done well, the pigs cannot be raised well. The Changrong model starts from the source, helping family farms with site selection and design, ensuring that the pig farm environment meets the requirements of modern farming.
Health and Biosafety: Biosafety is a systemic issue, and if not done well, pig farms will have no future. The Changrong model helps family farms establish a complete biosafety system, including disease prevention, pig herd health management, and more. By regularly assessing the health status of the pig herd and developing targeted healthcare and vaccination plans, we ensure the health of the pig herd.
Changrong Biosafety System
Data and Information Management System: Data is the key to improving efficiency. The Changrong model uses data and information management systems to help family farms analyze production data, identify weak links, and improve production efficiency.
The biggest difference between the Changrong model of services and other services is that we start with hardware intervention. In the period of 2015, traditional pig farms found it difficult to raise pigs well through simple efforts, as pig farm design and environment were decisive factors. If pigs are still raised in traditional old farms, even if the source and nutrition are changed, the improvement effect will not be too significant. The Changrong model starts with pig farm design and environment, helping family farms solve fundamental problems.
The two-point feeding or three-point feeding model is very common abroad. In the past, people did not pay enough attention to biosafety and health management, often only thinking about biosafety after the occurrence of diseases. The Changrong model starts from the source, emphasizing the rationality of underlying logic and helping family farms establish a complete systematic solution.
New Pig Network: At the beginning of this year, Changrong launched the "Sequoia Project" as a core upgrade of the Changrong model. What are the differences in concept, operation, and goals between it and the previous Changrong family farm model?
Yao Jun: First of all, I would like to explain why it is called the 'Sequoia Project'. Redwood trees, especially those in North America, are one of the tallest trees in the world, with a height of over 100 meters and thick trunks. This type of tree is difficult to destroy in harsh environments in North America, whether it's tornadoes or other storms, because its root system is very developed. When redwoods grow into forests, their roots are connected and can withstand stronger storms. This is like how small and medium-sized enterprises in our industry, especially those pig farms with 1000 to 10000 sows, need to form a strong "root system" through joint efforts like Sequoia to resist various risks in the industry.
Changrong Sequoia Project Meeting Site
The previous Changrong family farm model mainly focused on the independent development of small and medium-sized pig farms, while the Sequoia project emphasized collaboration, coordination, and data-driven management. We hope to improve operational efficiency and risk resistance by integrating the supply chain and industrial chain, thereby achieving sustainable development. The core concept of the Sequoia project is to achieve internal closed-loop upstream and downstream cooperation through joint efforts, thereby improving efficiency and reducing risks. This model is particularly suitable for small and medium-sized pig farms, as they find it difficult to efficiently integrate their supply chain and industrial chain independently.
The Sequoia project places greater emphasis on the efficient integration of supply chain and industrial chain. We have seen that large conglomerates have achieved rapid upgrades by integrating their supply and industrial chains, leveraging their own advantages to reduce costs and increase efficiency. But for small and medium-sized pig farms, this integration is almost impossible. The Sequoia project collaborates to help these pig farms achieve scale and standardization, thereby improving the efficiency of the entire industry chain, reducing production costs, and enhancing market competitiveness.
The Sequoia project places greater emphasis on refined management and services. We hope to assist our partners in setting cost models through data systems and standardized processes. For example, we propose to control weaning costs within 280 yuan and fattening costs within 5.5 yuan. This is an important difference between the Sequoia project and previous models.
The Sequoia project requires a stronger service system and resource integration platform. We not only provide seed sources and nutrition, but also offer comprehensive technical support and risk management solutions. For example, if a partner encounters a disease issue, we can quickly adjust our strategy through a data-driven full lifecycle cost model to ensure that production is not affected.
The Sequoia project emphasizes data-driven decision-making and management. Through a unified data platform, we can better monitor the production process, optimize resource allocation, and improve production efficiency. This is an important difference in operation between the Sequoia project and the traditional model.
The Sequoia project places special emphasis on risk management. We hope to help our partners cope with various risks and ensure stable production through data-driven management and resource integration. For example, if production is interrupted due to the epidemic or other reasons, we will provide them with high-quality breeding pigs at the price of commercial pigs to help them resume production in the shortest possible time.
The goal of the Sequoia project is to achieve sustainable development. We hope to form a strong industrial chain ecosystem through collaboration, so that every participant can benefit from it and achieve long-term stable development together. This is not only a model upgrade, but also a change in philosophy. We hope to help more small and medium-sized enterprises establish themselves in the industry and jointly tackle various challenges through this approach.
During the implementation process, we will evaluate potential partners in the early stages to ensure that both parties can benefit from the cooperation. For partners who have already joined the Sequoia project, we will gradually unify their sources and nutritional systems, because only through unified data and standardization can we better help them achieve their goals.
Changrong has released a three-year development strategy in 2025, known as the "Changrong Million Pig Project". The project is based on the advantage of seed sources, fully leveraging the cooperation power of the value chain alliance, and achieving a scale of 50000 sows within 3 years, forming a production volume of 1 million commercial pigs. Currently, Changrong has established a 300000 head pig industry project in the Lvliang area; The Changrong family farm model has more than 80 partners; We plan to pilot the Sequoia project in Hunan and other regions during the same period, gradually promoting it.
New Pig Network: Changrong has integrated international resources to empower family farms through top global enterprises such as Cargill, the largest animal nutrition company, and Handex, a European pig breeding giant. It has built a closed-loop collaborative mechanism of "technology service driven product sales, product sales feeding back breeding production". How do you balance the company's profits with the benefits of various stakeholders? What role do these international collaborations play in promoting the development of Changrong?
Yao Jun: First of all, let me talk about our cooperation model with international companies such as Cargill and Handex. We have been working together for so many years and have never been fixated on price. Because I have always believed that product pricing and cooperation models are two independent issues. This clear distinction allows us to focus on the collaboration itself, rather than being distracted by price fluctuations.
Changrong Cargill Global Innovation Center Opening Ceremony
When choosing a partner, our first consideration is whether they can help our clients succeed. If none of their clients can develop, such cooperation is meaningless. Next, let's look at their corporate culture, and finally, let's see if they can bring value to us. Our cooperation with companies such as Cargill and Handex is not only based on product prices, but also on the alignment of values. The development of Changrong in recent years cannot be separated from the support of partners such as Cargill, and this cooperation is mutually beneficial and win-win.
How to balance company profits with the benefits of various stakeholders:
We always believe that cooperation is not a zero sum game, but a mutually beneficial and win-win relationship. We respect the value of our partners and expect them to respect our value. Only based on ecological and friendly cooperative relationships can long-term stable cooperation be achieved.
When our value is delivered, customers will recognize our value, not just the price. Our cooperation with companies such as Cargill and Handex is precisely because they have gained recognition from numerous customers worldwide. They have achieved long-term partnerships by creating value for their customers. We hope that Changrong can also create value for customers and help them achieve profitability.
We have always emphasized that helping customers make money is the stickiness of cooperation. We hope to collaborate with top international companies to provide customers with better products and services, help them achieve higher returns, and ultimately realize our value.
International cooperation has played multiple driving roles for Changrong:
Firstly, technology and management experience: International companies such as Cargill and Handex have advanced technology and management experience. Through cooperation with them, Changrong can absorb these advanced concepts and technologies, improve its management level and production efficiency.
Secondly, resources and market channels: These international enterprises have extensive resources and market channels. Through cooperation, Changrong can better integrate resources, expand markets, and enhance brand influence.
Thirdly, risk management awareness: International enterprises usually have strong risk management awareness. Through cooperation with them, Changrong can learn how to better cope with market risks and enhance the company's ability to resist risks.
Fourthly, customer stickiness: Through cooperation with top international enterprises, Changrong can provide customers with higher quality products and services, help them achieve higher profits, and enhance customer stickiness.
Through cooperation with top international companies such as Cargill and Handex, Changrong has not only achieved technological and service upgrades, but also created greater value for customers. We always emphasize that cooperation is mutually beneficial and win-win. Only by helping customers realize value can we realize our own value. This cooperation model not only promotes the development of Changrong but also sets a good example of cooperation for the entire industry.
New Pig Network: You once pointed out to the point that "the biggest cost in the industry is cognitive cost". For a long time, many small and medium-sized pig farms have relied on upstream enterprise training to obtain technical knowledge, but some training has strong sales inducement and serious knowledge fragmentation problems. What is your opinion on this industry phenomenon? How can Changrong lead them from experience dependence to data-driven modern aquaculture through data sharing and systematic education and training?
Yao Jun: Actually, when I mentioned the issue of high cognitive costs, I was also reflecting on ourselves. If the underlying logic is incorrect, even the best top-level design is difficult to implement. The purpose of raising pigs is to make money, and to achieve this goal, we need to start from the source. Everyone knows that pig farming requires selecting good breeding pigs, appropriate feed, and ensuring biological safety. However, in practice, many people do not follow through due to a sense of luck. This cognitive bias is largely due to excessive attention and amplification of low probability events. For example, some media may promote small probability successful cases, but these cases are often not replicable and can easily mislead people.
Design schematic diagram of third-generation corridor style pig farm
Many practitioners tend to believe in low probability events and hope to create miracles through "overtaking on the bend". But the pig farming industry actually needs to adhere to basic elements, rather than relying on luck. For example, during the African swine fever outbreak, some pig farms seemed to have done nothing but lived well, but the reasons behind such rare events are difficult to analyze clearly, and we cannot use this as a basis to guide production.
The industry is still discussing the pig cycle, but in reality, pig farming has become a capital industry, and the combination of industrial capital and financial capital has made price fluctuations the norm. Some practitioners constantly inquire about the trend of pig prices and even believe in the pig price predictions of certain online hosts, but such predictions are usually unreliable. This excessive focus on the "pig cycle" can actually affect production decisions, such as not selling pigs when they should be sold, and selling pigs when they should not be sold, resulting in economic losses.
Many people are accustomed to listening to others' opinions and lack their own judgment. For example, criticism of large industry conglomerates and misunderstandings about AI technology actually reflect our cognitive shortcomings and lack of independent thinking.
Changrong hopes to help small and medium-sized pig farms shift from experience dependence to data-driven modern farming through data sharing and systematic education and training.
Systematic education and training: We provide systematic education and training to help farmers understand the necessary elements of pig farming, rather than relying solely on fragmented knowledge. We emphasize the basic logic of pig farming: excellent breeding pigs, suitable feed, and strict biosecurity. Through these trainings, pig farm owners can better understand how to improve production efficiency based on data.
Data sharing and information management: We hope that data can form a true information management system, rather than just being used as a statistical tool. The purpose of data is to promptly identify and correct problems. For example, by setting goals and breaking them down into daily, weekly, and monthly tasks, we can clearly see which tasks have been completed and which have not, thereby achieving efficient management. Our software system can help franchise factories and partners achieve this systematic management.
Goal setting and real-time monitoring: We help farmers monitor the production process in real-time by setting clear goals and breaking them down into daily production. For example, we can set the growth curve of pigs through the system, and once there is an abnormal situation, the system will immediately sound an alarm. The ability for real-time monitoring and timely correction is incomparable to traditional experience farming.
At present, Changrong's family farm PSY can reach 26-31 (the industry average is less than 20), while our R&D center can reach around 31, and the pig farm is also 30-31. These data indicate that through data sharing and systematic education and training, Changrong can help farmers achieve higher production efficiency and better economic benefits.
New Pig Network: After the African swine fever outbreak, a large amount of capital has poured into the pig farming industry. How do you view the "double-edged sword" effect of capital on industry technology upgrading and long-term ecology?
Yao Jun: First of all, I think when we talk about capital, sometimes we confuse it. What we actually need is financial support, not just capital. Modern agriculture cannot do without financial support. It used to be unrealistic to hope for financial support for agriculture, but now the entry of capital precisely shows that our industry has great attractiveness and development prospects, which is a good thing.
Changrong Haiboer Breeding Forum
The entry of capital has indeed promoted the development of the pig farming industry, promoting standardization and normalization of the industry. From breeding to production, and then to commercial operation, capital is helping the industry become increasingly sophisticated. It has not only attracted more attention from young people and research institutions, but also brought about technological upgrades and management optimizations. All of these have played a positive role in promoting the development of the industry.
After capital enters, enterprises often need to operate according to the rules of the capital game, becoming relatively passive. The purpose of capital is to obtain returns, and it may require companies to achieve financial goals in the short term, and may even impose stringent requirements. This may conflict with the original strategic planning and development pace of the enterprise.
In the capital market environment of China, capital entering must demand returns and may exit within 3-5 years. If a company cannot achieve the performance goals set by capital, it may face enormous pressure. This pressure not only affects the normal operation of the enterprise, but may also lead to the deviation of the enterprise from its original development direction.
Changrong Corporation is very cautious when introducing capital, and its capital ratio is not high. I am more concerned about the potential risks in the future, rather than the issue of dilution of shares. After capital enters, companies may face huge performance pressure within 3-5 years, and commercial operations themselves have great uncertainty. If the capital requirements cannot be met, the enterprise may fall into chaos. We hope to achieve sustainable development of the enterprise through stable operation.
New Pig Network: You have repeatedly called on the industry to "attach importance to sustainable development" in public occasions. What challenges do you think the pig farming industry is facing now and in the future, and how can it achieve sustainable development?
Yao Jun: Currently, although everyone in the pig farming industry has the idea of "sustainable development", there is no consensus on how to implement it, and the industry is exploring a state of "Eight Immortals Crossing the Sea".
I believe that true sustainable development must return to rationality and ecologicalization, and build a pastoral model where pigs can grow happily and people can live happily. However, the current situation is that practitioners generally feel exhausted, including upstream animal husbandry and feed companies, and the growth environment of pigs is also facing many pressures. This state of 'people tired, pigs tired' is obviously not the ultimate goal of industry development, but a stage dilemma that needs to be overcome.
Challenges faced by the industry:
Sustainability of aquaculture models: There are currently multiple aquaculture models, but each model has its own critical point. We need to reflect on whether the existing model has long-term feasibility? How to find a balance between efficiency and ecology? This is a core issue that the industry must confront directly.
Food security and environmental protection: China imports about 100 million tons of soybeans annually, while the domestic arable land is only 1.929 billion mu, and the problem of competition between humans and livestock for food is becoming increasingly prominent. Globally, the Amazon rainforest has been destroyed due to the cultivation of corn and soybeans, leading to a sharp decline in biodiversity. This reminds us that how to meet the domestic demand for pork while reducing dependence on imported feed grains and achieving harmonious coexistence between nature and society is a systemic challenge that the industry must address.
The limitation of domestic land resources: If we rely entirely on domestic production to meet the demand for pork without improving efficiency or achieving sustainable development, at least an additional several hundred million acres of arable land are needed. However, the existing arable land in China is obviously unable to support this demand, and resource bottlenecks have become an important constraint on the development of the industry.
Systematic thinking on food safety and environmental protection: Currently, meat safety issues are frequent, but with the improvement of regulations and industry standardization, this problem is expected to gradually improve. However, environmental issues require deeper and more systematic consideration: we cannot simply pursue industrial development while ignoring environmental costs, nor can we give up on eating for fear of choking and only focus on one aspect. Food safety, environmental protection, and industrial efficiency must be addressed in synergy.
How to achieve sustainable development in the pig farming industry?
I think the first step is to improve efficiency and think about how to achieve systematicity and sustainability, covering many aspects such as environmental protection.
Secondly, we need to promote ecological breeding models to achieve harmonious coexistence between pig farming and the environment. This not only includes reducing pollution, but also involves improving animal welfare and allowing pigs to grow in a better environment. At the same time, the government needs to support sustainable development in policies and improve relevant laws and regulations to ensure that the industry develops within a standardized framework.
In addition, it is necessary to enhance public awareness of sustainable development, enable more people to understand and support environmentally friendly farming models, change traditional farming concepts through education and publicity, and promote the entire industry towards sustainable development. Only in this way can we achieve harmonious coexistence between humans and nature, and promote the long-term healthy development of the pig farming industry.
1. Family farms have obvious shortcomings in terms of factor allocation, technology acquisition, and external resource integration, often only able to achieve limited self breakthroughs within a small internal circle.
2. Security is a systemic issue that encompasses biosafety, production safety, and data security. Due to the small size of family farms, lack of talent, funding, and space, as well as difficulty in accessing external resources, it is difficult for them to establish a stable and sustainable biosafety system.
The core of the Changrong model revolves around four elements: seed sources and nutrition, pig farm design and environment, health and biosafety, and data and information management systems. Our service system is fully centered around these four core areas. The Changrong model starts from the source, emphasizing the rationality of underlying logic and helping family farms establish a complete systematic solution.
We hope to improve the operational efficiency and risk resistance of the supply chain and industrial chain by integrating them, thereby achieving sustainable development. The core concept of the Sequoia project is to achieve internal closed-loop upstream and downstream cooperation through joint efforts, thereby improving efficiency and reducing risks. This model is particularly suitable for small and medium-sized pig farms, as they find it difficult to efficiently integrate their supply chain and industrial chain independently.
When choosing partners, our first consideration is whether they can help customers succeed. If their customers cannot develop, this kind of cooperation is meaningless. Next, let's look at their corporate culture, and finally, let's see if they can bring value to us.
Many practitioners tend to believe in low probability events and hope to create miracles through "overtaking on the bend". But the pig farming industry actually needs to adhere to basic elements, rather than relying on luck. For example, during the African swine fever outbreak, some pig farms seemed to have done nothing but lived well, but the reasons behind such rare events are difficult to analyze clearly, and we cannot use this as a basis to guide production.
Currently, the industry is still discussing the pig cycle, but in reality, pig farming has become a capital industry, and the combination of industrial capital and financial capital has made price fluctuations the norm. Some practitioners constantly inquire about the trend of pig prices and even believe in the pig price predictions of certain online hosts, but such predictions are usually unreliable.
Changrong Corporation is very cautious when introducing capital, and its capital ratio is not high. I am more concerned about the potential risks in the future, rather than the issue of dilution of shares. After capital enters, companies may face huge performance pressure within 3-5 years, and commercial operations themselves have great uncertainty. If the capital requirements cannot be met, the enterprise may fall into chaos.
True sustainable development must return to rationality and ecologicalization, and build a pastoral model where pigs can grow happily and people can live happily. However, the current situation is that practitioners generally feel exhausted, including upstream animal husbandry and feed companies, and the growth environment of pigs is also facing many pressures. This state of 'people tired, pigs tired' is obviously not the ultimate goal of industry development, but a stage dilemma that needs to be overcome.
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