Wang Yaocheng rubbed his brows tiredly and turned his attention again to the company affairs that needed to be dealt with urgently.
Looking at the confidential documents that are more than half a foot high on the desk, this is a highly streamlined core content, a summary of information compiled by more than a hundred assistant secretaries in the Secretariat who worked overtime for four consecutive days.
If the original data reported by each company were dozens of times higher than this, Pacific Company alone would have to use a pickup truck to pull an entire truck.
This shows how important paperless smart office is to strengthening enterprise management.
You wouldn’t know if you didn’t look at it, but when you saw it, you were shocked. Only then did Wang Yaocheng realize how big his business empire was?
He first picked up a red summary of confidential materials placed at the top, with the cover clearly printed;
Confidential corporate documents
A compilation of pictures and texts on the operating conditions of Royal Family Fund’s companies in the second fiscal quarter of 1995 (March to the end of May)
This thick book of information has more than a hundred pages. It is financial information that Wang Yaocheng must carefully review so that he can have a clear understanding of the operating conditions of his company.
If there are boring financial statements such as balance sheet, income statement, cash flow statement, statement of changes in owner's equity, etc., which last for more than a hundred pages, it will definitely be overwhelming to read. If you read too much, your head will look like a mess.
If you keep cutting it, it will become messy.
In the graphic compilation produced by the secretariat, senior professionals have done financial analysis, using a large number of easy-to-understand column tables, wavy trend lines, brightly colored ladder tables, etc., to create a full-color illustrated version.
The purpose is just to make it easier for the boss to read and have a perceptual understanding of the company's operating conditions at the first time. It is very simple and easy to understand.
Being able to carry out the work of the secretariat carefully to this point, it seems that the director of the secretariat, Zhang Shuguang, is very qualified.
Second fiscal quarter 1995
The companies under Pacific Company are divided into two sectors: mainland China and Hong Kong Island.
mainland;
Carrefour supermarket chain
Under the personal leadership of Pacific Company President Mo Yuxuan, it continues to expand across the country. Following the deployment of economically developed coastal provinces and some central provinces, Carrefour hypermarkets in western provinces are also being put into use.
Generally speaking, western provinces mainly build a Carrefour hypermarket in the provincial capital city.
By the end of May 1995, the Carrefour supermarket chain had grown to 77 stores.
There are 31 more under construction or planning, totaling 108 hypermarkets, which will all be put into operation before June 1996, covering all domestic provincial capital cities, as well as sub-provincial capital cities and economically developed cities in coastal areas.
It took five years to complete the nationwide layout.
In the second fiscal quarter of 1995, 77 Carrefour supermarket chain hypermarkets contributed 26.591 billion yuan in revenue, with profits reaching 6.17 billion yuan. The profit margin exceeded 20%.
Nearly 70% of the loan agreement signed by Royal Fund totaling 25 billion yen (US$2.3 billion) and SoftBank Group's strategic investment of US$1.2 billion has been invested in the nationwide expansion of the Carrefour supermarket chain, plus the investment of existing enterprises.
Huge profits can support such large-scale development.
As for the domestic loan interest rate of up to 20%, I really can’t afford it, so the domestic loans dropped to zero.
Pacific Home Appliances Chain Store
Under the leadership of President Dong Mingzhu, the home appliance chain store has gained momentum for expansion.
By the end of May 1995, 331 sales stores (including the original Green Air Conditioning Store) had been built nationwide, including 17 flagship stores of home appliance hypermarkets with a business area of more than 5,000 square meters. The nationwide layout has temporarily come to an end.
Most of these home appliance chain mall stores have a business area between 400 and 2,000 square meters. Most of them were purchased and renovated from ready-made properties in downtown areas of the city, so they are expanding rapidly.
In the second fiscal quarter of 1995, 331 sales stores contributed 9.722 billion yuan in revenue, and the developed eastern coastal provinces contributed more than 80% of revenue, with profits reaching 1.77 billion yuan.
At the same time, the home appliance chain store used US$472 million in Royal Fund funds, which is also a booster to ensure the rapid development of the Pacific home appliance chain store.
At this point, the nationwide expansion of home appliance chain stores has come to an end. It will take one to two years to slowly digest the sequelae of corporate expansion, improve talent training and adjust the sales structure, and contribute more to the group's revenue.
pacific electronics computer co.
Under the leadership of President Fan Qingyun, three ultra-large electronic trading markets were built in Huaqiang North of Shenzhen City, Zhujiang Road of Jinling City, and Zhongguancun of Yanjing City, completing the layout of the north, middle, and south. A total of US$385 million of royal family fund infrastructure funds were used for market construction.
It's over for now.
In the second fiscal quarter of 1995, three comprehensive electronic trading markets contributed 457 million yuan in revenue and a profit of 301 million yuan.
From the current point of view, these three companies have entered a state of healthy development and need to slow down, recharge their batteries, and accumulate internal strength in order to achieve greater development.
In particular, the Carrefour supermarket chain faces greater challenges from foreign multinational retail chain giants.
Since 1995
The world-famous Wal-Mart, Crossroads (Carrefour), Auchan, Metro, Lotus, Charoen Pokphand Enterprises, and Costco have entered the mainland market and are preparing to build their first stores, preparing to take a share of this huge retail market.
They were disappointed to find that the local Carrefour supermarket was already ready.
It has already been deployed in almost every prosperous city in the country, and the hardware and software of commercial facilities have reached world-class standards, not inferior to those of these international retail giants.
Looking at the report with joy, Wang Yaocheng felt that his business layout in the country had been perfected, and he couldn't help but feel happy secretly.
subsequently
Wang Yaocheng happily signed "no" to the ambitious next expansion plans of the three companies, and then signed the same note;
The fist is retracted in order to punch out more powerfully.
At least before the Southeast Asian financial crisis in 1997, Wang Yaocheng would not agree to the continued expansion of these three companies.
In order to expand on a large scale, the cash cows have been cut off in the past two years.
Is it easy for me to be a boss by selling Netscape and then speculating on Nokia shares to make some money to support the company's continued development?
It’s time to take a breath. The development of these enterprises is like a wild horse running wild. They must rein in the faucet, otherwise they will die from exhaustion.
Green Electric Group
Under the leadership of President Zhu Jianghong, Green Electric has introduced internationally advanced wall-mounted air-conditioning production lines, and has dominated the national air-conditioning market, continuing to firmly occupy the double crown in production and sales.
At the same time, Green Electric has expanded very rapidly in the field of small household appliances. With its high-quality and affordable small household appliances, it has quickly seized the market share occupied by major Japanese manufacturers, and the results have been very gratifying.
Second fiscal quarter 1995
Gree Electric’s operating revenue reached 10.186 billion, with a gross profit margin of 27.1%.
Excluding sales expenses, financial expenses, product research and development expenses and management expenses, the four expenses accounted for 16.72%, and Green Electric's net profit margin reached 10.84%, recording a net income of 1.104 billion yuan.
The initial advertising and promotion of new products is intensive, high R&D expenses are spread into the cost, and the corresponding channel construction expenses will squeeze out profits. As the products are continuously produced, these expenses will drop rapidly, increasing the net profit margin.
What is particularly gratifying is that Gree Electric's sales increased by 46% in the second fiscal quarter compared with the first fiscal quarter.
These are mainly new products - OEM copiers and small household appliances, which were put into the market one after another from April to May, strongly boosting market sales and brand reputation to rise linearly, and driving the company's production and sales to flourish.
This shows that Gree Electric has great potential for development.
The copier products are purely assembled. The OPPO brand production base produces spare parts, and the Gree Electric copiers are assembled on-site in the local factory in Huaizhou, focusing on the low-end market of the world's copiers.
It has formed two high-end and low-end product lines with OPPO brand copiers, and jointly attacked the world's office supplies market, forming the effect of one plus one being greater than two.