As time goes by, the harm caused to people by the global stock market crash has gradually emerged, and various book losses have also turned into actual losses. More and more companies and individuals have fallen into the crisis of insolvency.
Therefore, when a large number of companies declare bankruptcy and a large number of individuals declare bankruptcy, many high-quality assets that are usually extremely rare appear on the market and are urgently needed for sale.
At this time, people's choices are exactly the same. They all need to eliminate marginal assets and reduce non-essential assets to achieve cash withdrawal and adjust the industrial layout in order to tide over the difficulties.
In addition, there are a large number of unfinished contracts, which are also being processed at low prices through various channels. This approach is more passive, just like a strong man cutting off his arm, forcibly stopping the loss.
In the face of sudden crises, the irrational asset-liability structure of an economy often turns into a heavy yoke, dragging its owner into a bottomless abyss.
This is an era where cash is king!
However, the cash flow was so abundant that it was a bit wasteful to build the future. After just taking advantage of Kasol Film Company, another good thing came to our door immediately.
On Sunday afternoon, Sun Dahai, who had just finished his trip to Lamma Island, returned to Chef Cao's house in Ba Fu Garden. After a short rest, he and Cao Yong took a bus to Kai Tak Airport to pick up Liu Yang, who was about to leave from Wanwan.
Arrive in Xiangjiang.
Liu Yang came to Xiangjiang this time to attend the celebration of an agent in Xiangjiang. The event was not important, Liu Yang could come or not. Because Sun Dahai was in Xiangjiang at this time, Liu Yang came in person, mainly because he wanted to see him
Meet Sun Dahai.
On the way to the airport, Sun Dahai received a call from Zhu Lihua. Scala, deputy director of sales for Bombardier's North American region, had just contacted her. He had a cheap, quasi-off-the-shelf aircraft in his hand and asked Zhu Lihua if she needed it.
Sun Dahai looked at his watch. It was now 16 o'clock in Xiangjiang time, and it should be already one o'clock in the morning in the western United States. Comrade Lao Si was still in contact with the work at this time, and he was really working hard.
…
Scala has been very busy lately.
Bombardier is a Canadian machinery company born in 1942. It originally produced motorized sleds and tracked snow vehicles, and later added two new business categories, namely aircraft and rail vehicles.
As the company continued to develop, and after acquiring the Canadian Aircraft Manufacturing Company for $1.2 billion in 1986, Bombardier became the leader of Canada's aviation manufacturing industry.
Compared with world aviation manufacturing giants such as Boeing and Airbus, Bombardier is undoubtedly just a little brother in terms of connections, funds, technology, and production and R&D capabilities.
Bombardier's decision-makers have a clear understanding of this, so they have temporarily abandoned the research and development of large mainline aircraft in the aircraft field to avoid direct competition with Boeing and Airbus. Instead, they have chosen to develop and produce differentiated products, focusing on small and medium-sized branch lines.
Market for aircraft and executive-class business aircraft.
In recent years, with the development of the economy, the market demand for business aircraft has increased rapidly. Whether it is an executive-level business aircraft used by enterprises or a private jet required by wealthy individuals, orders are fully booked and the delivery date is
It will take at least two or three years.
The global aviation market is booming, and senior salespeople like Scala are even more relaxed. On weekdays, they only need to maintain good customer relationships, and there is no need to bother to find orders. They will often be delivered to your door.
However, the emergence of the global stock market crash destroyed this good situation. Countless companies and individuals fell in front of the stock market crash and became sacrifices.
Scala had a huge headache. He made careful statistics and found that more than half of his own clients suffered varying degrees of losses in the stock market crash.
Although not many people have completely collapsed due to this, at least one-third of the customers will have to struggle on the line of life and death within a year or two, and they will no longer have the same style of spending money as before.
The purchase of an aircraft is generally an order transaction. After the customer signs the order and pays about 30% of the purchase price, the aircraft manufacturing company will officially start issuing manufacturing tasks.
The entire manufacturing process is like a precision machine. Multiple companies work together to prepare materials, manufacture, transport, and assemble materials according to established time and procedures. Finally, after completing the overall inspection, they are delivered to the customer.
At this time, the customer needs to settle the remaining balance, retain only about 10% of the warranty deposit, and officially take delivery of the aircraft.
Herein lies Slaka's headache. A stock market crash interrupted the capital chain of many clients.
There is still room for turnover for orders with forward delivery, but orders facing delivery within three months are troublesome. Some customers have obviously lost the ability to continue paying and cannot complete the order.
Scala has been busy communicating with customers recently. He needs to judge the other party's intentions in advance. When encountering customers with difficulties, he also needs to help contact loans or partners to ensure the smooth completion of aircraft orders.
When he encounters a customer who really cannot afford to pay, he can only quickly find a new customer to take over the original order. You must know that the aircraft manufacturing process is almost irreversible. If there is no customer to take over, the aircraft will be parked there and depreciate every day.
Aircraft is a complex product with ultra-high technical requirements, and almost every customer has different specific requirements.
It ranges from the selection of aircraft machinery and equipment, the setting of the cabin structure, to the style, color and material of the interior, the model of the seats, the brand of faucets and sanitary ware, etc., all of which are meticulous.
Zhu Shifu ordered a Learjet 55LR executive aircraft from Scala. Because this aircraft will stay in the North American continent and will be mainly used by Zhu Lihua, the specific purchase contract was also signed by Zhu Lihua.
Zhu Lihua did not put forward any special requirements. Even so, it took her more than a week to sign the contract. The pile of various detailed documents was more than ten centimeters high.
Because of this, Zhu Lihua complained to Sun Dahai, saying that this was the most difficult contract she had ever signed in her life.
At that time, Scala proudly said that no two business jets he had sold were exactly the same.
The result of being too personalized is that once the aircraft needs to be transferred, even if the price is much cheaper than normal bookings, it will be difficult to fully satisfy the customers who are interested in taking over.
The closer the aircraft is to the standard configuration, the easier it is to handle. On the contrary, the aircraft with more personalized changes will have fewer customers willing to accept it, even if the price is much cheaper.
You must know that the purchase cost of a business aircraft is only a part of the total cost. The subsequent use, repair and maintenance costs are the bulk.
Therefore, customers who can afford and use business aircraft have sufficient financial resources and high moral standards, and basically will not buy an aircraft that they are not very satisfied with just for some discounts.
