fund venture and mangement

  • Since its economic reform in the 1979 China’s economy has grown substantially faster than expected.
  • In the early 1990s China made a bold move that changed Asia and the world forever.When the financial crisis swept across Asia in the late 1990s, China took a decision that provided a crucial firewall.
  •  As currencies and stock markets around the region collapsed, the Beijing central government held the yuan steady. It was a bold move for a nation that was relying on cheap exports to fuel its rapid economic development. China held the exchange rate steady was a great source of stability for the region.
  • In view of the economic and financial reform as well as the great investment opportunities in this tremendous growing economy, collaborating with MC Capital as its main collaborator and several Fund and Venture Capital organizations to spearhead the investment in the commercial real estate growth especially the retail properties.
  • With the uniqueness of both financially well stable and the ability to manufacturing low-cost product to meet its customer needs, the venture was able to expedite its oversea business expansion through merger and acquisition.
  • Besides the financial sponsorship, the collaboration of our Group and MC Capital differentiate from other investors by leveraging the experience, knowledge and networks of both companies to assist our investees in asset management, value creation and corporate governance.
  • It was a B2G, business to government venture which worked closely with the State Internal Trade Bureau （国家内贸局.
  • Through its China Business Group (中商集团) a pilot transformation and upgrading agreement was signed between TF Group and the Internal Trade Bureau. The Internal Trade Bureau offered its renown Friendship Commercial Malls (友谊商城) in ten (10) major cities and TF would invest to transform, upgrade, manage and operate them. The ten cities were Guangzhou, Shenzhen, Xiamen, Shenyang, Xi’an, Chengdu, Wuhan, Qingdao and Yantai.
  • Funding its acquisitions was not a problem, as internal sources, other shareholders, venture capital companies and investors were ‘more than willing’ to fund projects. By end 1994, our group already had several commercial property investments in various part of China.
  • MC Capital, a subsidiary of Mitsubishi Corporation (MC) and private equity fund of MC in Greater China region with special focus on China Mainland. It was initiated as a growth fund manager and corporate investment vehicle in 1996 targeting significant minority of ownership in middle market leaders with annual turnover from Rmb 500 million to 1 billion.

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