Jiang Kai, president of Dragon Power Co Ltd
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【11】 【12】 Jiang Kai started Dragon Power in 2004. In less than five years it has become a leading biofuel equipment and generating company in China, with an estimated 95 percent market share of the industry in China. It is the biggest seller of biomass boilers and the largest maker and operator of biofuel power plants, selling the generated electricity to the government.
Jiang is a pioneer in the biofuel industry in China, believing that renewable energy provides social and environmental benefits - and will still be profitable.
He also acts as an economic adviser to the Shandong provincial government on policy matters. Dragon Power has built 14 biofuel power plants in China and in other locations in Asia including Japan, and expects to sell to Europe soon. It acquired a Danish company for its technology, which has become its primary source of research and development.
Q: What major events made you proudest?
A: I felt the proudest at the instant when the Shandong Shanxian Biofuel Power Plant, the first in China, was put into operation. After this milestone, biofuel power plants were built throughout the country.
Q: As an entrepreneur, what was your biggest reward?
A: I started the business because it was environmentally friendly and energy-conserving. It has turned out to be a pleasant surprise and an unexpected harvest, especially as it develops and benefits everybody.
Q: What do you think has sustained the growth of Dragon Power?
A: The driving force is the common interests of the country, enterprise and people. Our plants have contributed to society and have so received more support, such as subsidies and tax preferences. Both the local governments and people welcome us, and our business has a solid and healthy foundation for development.
Q: How do you interpret entrepreneurship?
A: I believe an entrepreneur should be practical, cooperative and frugal. An enterprise must be practical and operate within the limits of its abilities, seek cooperation with others and remain frugal regardless of its size. Our company must especially have a spirit of frugality because we are doing business with low-income farmers.
Q: Some entrepreneurs claim an early priority is the market and development of the enterprise, while the internal management and mechanisms can be strengthened at a later time. What do you think?
A: Personally, I don't agree with this opinion. The unresolved small problems of the early stage will, like snowballs, accumulate and evolve into big problems that can hardly be solved. To avoid future collapse, standards and norms should be in place from the very beginning.
Source:China Daily【1】 【2】 【3】 【4】 【5】 【6】 【7】 【8】 【9】 【10】
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