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Wang Yaocheng rubbed his brows tiredly, and turned his attention back to the company affairs that need to be dealt with urgently.
Looking at the half-foot-high confidential document on the desk, this is the highly streamlined core content, a summary of information obtained by more than 100 assistant secretaries in the secretariat working overtime for four consecutive days.
If the original data reported by each company is dozens of times more than that, the Pacific Company alone has to use a pickup truck to pull a whole truck.
It can be seen how important paperless smart office is to strengthening enterprise management.
I don't know if I don't look at it, but I was startled when I saw it, and Wang Yaocheng realized how big the stalls of his business empire were?
He first picked up the red summary of confidential materials placed on the top, and the cover was prominently printed;
?Confidential corporate documents
? Royal Family Fund¡¯s second financial quarter of 1995 (from March to the end of May), a graphic compilation of the operating conditions of its subsidiaries
This thick document is more than a hundred pages long, and it is the financial information that Wang Yaocheng must carefully review, so that he can have a clear understanding of the operating conditions of the company he belongs to.
If the boring balance sheet, income statement, cash flow statement, statement of changes in owner's equity and other financial statements are more than a hundred pages in a row, the head will be too big to read, and the head will look like a mess of characters after reading too much.
The cutting is constant, and the reasoning is still chaotic.
In the graphic compilation made by the secretariat, senior professionals have done financial analysis, using a large number of easy-to-understand column tables, wavy trend lines, and brightly colored ladder tables, etc., to make a full-color graphic version.
The purpose is just to make it easier for the boss to read, and to have a perceptual understanding of the business situation at the first time, which is very simple and easy to understand.
It seems that Zhang Shuguang, the director of the secretariat, is very qualified for being able to do this carefully in the work of the secretariat department.
?Second fiscal quarter of 1995
The company under the Pacific company is divided into two parts: mainland China and Hong Kong Island.
Mainland;
Carrefour supermarket chain
Under the personal leadership of Mo Yuxuan, President of Pacific Corporation, the company continues to expand across the country. Following the deployment of stores in coastal economically developed provinces and some central provinces, Carrefour hypermarkets in western provinces are also being put into use one after another.
Generally speaking, the western provinces mainly build a Carrefour hypermarket in the provincial capital city.
By the end of May 1995, Carrefour had grown to 77 hypermarkets.
There are 31 more hypermarkets under construction or planning, totaling 108 hypermarkets, all of which will be put into operation before June 1996, covering all provincial capital cities in China, 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, the 77 hypermarkets of the Carrefour supermarket chain contributed 26.591 billion yuan in revenue and 6.17 billion yuan in profit. The profit margin is more than 20%.
Almost 70% of the 25 billion yen (2.3 billion U.S. dollars) loan agreement signed by the Royal Family Fund and the 1.2 billion U.S. dollar strategic investment fund of Softbank Group have been invested in the nationwide expansion of Carrefour supermarket chain hypermarkets. Huge profits can support such a large-scale development.
As for the domestic loan interest as high as 20%, I really can't afford it, so the domestic loan has dropped to zero.
? Pacific Appliance Chain Store
Under the leadership of President Dong Mingzhu, the expansion momentum of the home appliance chain store is even stronger.
Before the end of May 1995, 331 sales stores (including the original Geli air-conditioning franchise store) had been built nationwide, of which there were 17 flagship stores of home appliance hypermarkets with a business area of ??more than 5,000 square meters, and the national layout has come to an end for the time being.
Most of these home appliance chain shopping mall stores have a business area between 400 and 2,000 square meters. Most of them are purchased from existing properties in the downtown core of the city and rebuilt, so the expansion speed is rapid.
In the second fiscal quarter of 1995, 331 sales stores contributed 9.722 billion in revenue, and the developed eastern coastal provinces contributed more than 80% of the revenue, with a profit of 1.77 billion.
At the same time, the home appliance chain store used 472 million US dollars from the Royal Family Fund, which is also a booster to ensure the rapid development of the Pacific home appliance chain store.
So far, 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 enterprise expansion, improve talent training and sales structure adjustment, and contribute more to the group's revenue.
Pacific Electronic Computer Corporation
?Under the leadership of President Fan Qingyun, three super-large electronic trading markets have been built in Huaqiangbei, Shenzhen City, Zhujiang Road, Jinling City, and Zhongguancun, Yanjing City.??385 million US dollars, the market construction has come to an end temporarily.
In the second fiscal quarter of 1995, the three comprehensive electronic trading markets contributed 457 million yuan in revenue and 301 million yuan in profit.
?From the current point of view, these three companies have entered a state of healthy development, and they need to slow down, recharge their batteries, accumulate internal strength, and intend for greater development.
? In particular, the Carrefour supermarket chain faces greater challenges from foreign multinational retail chain giants.
?Since 1995
World-renowned Wal-Mart, Crossroads (Carrefour), Auchan, Metro, Lotus, Chia Tai Enterprises, and Costco have entered the mainland market one after another, preparing to build their first stores, and preparing to take a share of this huge retail market.
They were disappointed to find that the local Carrefour supermarkets were ready.
Almost every prosperous city in China has already established a layout, and the hardware and software of commercial facilities have reached the international first-class level, which is not inferior to these international retail giants.
Looking at the report full of joy, Wang Yaocheng felt that the business layout in the country had been perfected, and couldn't help being secretly happy.
Later
Wang Yaocheng happily signed "No" on the ambitious next expansion plan of the three companies, and then signed the same remark;
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.
All rely on myself to sell Netscape, and then fry some Nokia stock to make some money to support the continued development of the company. Is it easy for me to be the boss?
It's time to take a breather. The development of these enterprises is like a wild horse that has run wild. It must be reined in, or it will die of exhaustion.
Gree Electric Group
Under the leadership of President Zhu Jianghong, Gree Electric introduced the internationally advanced wall-mounted air conditioner production line, leading the national air conditioner market and continuing to firmly occupy the double crown of production and sales.
At the same time, Gree Electric has expanded rapidly in the field of small household appliances. With high-quality and affordable small household appliances, it quickly seized the market share occupied by major Japanese-funded manufacturers, and the results are very gratifying.
?Second fiscal quarter of 1995
Gree Electric's operating income reached 10.186 billion, with a gross profit margin of 27.1%.
? Excluding sales expenses, financial expenses, product development expenses and management expenses, the four expenses accounted for 16.72%, and the net profit margin of Gree Electric reached 10.84%, recording a net income of 1.104 billion yuan.
? In the initial stage of new products, the advertising and promotion efforts are intensive, and the high R&D expenses allocated to the cost, as well as the corresponding channel construction expenses will squeeze out profits. As the products are continuously produced, this part of the expenses will drop rapidly and increase the net profit margin.
What is particularly gratifying is that Gree Electric¡¯s sales in the second fiscal quarter increased by 46% compared with the first quarter.
These are mainly new products - OEM copiers and small household appliances, which were successively launched into the market from April to May, which strongly stimulated the market sales and brand reputation to rise sharply, and drove the production and sales of the company to flourish.
It can be seen that Gree Electric has great potential for development.
Copier products are purely assembled, with spare parts produced by the production base of the oppo brand, and Gree Copiers are assembled on-site at the local factory in Huaizhou, focusing on the low-end market of the world's copiers.
Form two high-end and low-end product lines with oppo brand copiers, and jointly make efforts to attack the world office supplies market, forming an effect of one plus one greater than two. (Remember the site URL: www.hlnovel.com - Didn't finish reading? Add this book to your favoritesI'm a member and bookmarked this chapterCopy the address of this book and recommend it to your friends for pointsChapter error? Click here to report
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