Chapter 758 Standard Chartered
First, salary + 2.8% of the store’s profit;
“Wait a moment.”
After Tong Yaya interrupted, she took it from the bag Get out pen and paper.
"Speak slower and I will take note of it."
Xu Liang smiled and waved.
"Don't bother me. I'll write you a document when I get back. Now let me briefly mention it to you."
Hearing what she said, Tong Yaya nodded and put away the paper. Pen.
“Let’s continue.
Second, salary + 0.4% of the profit of the store + 3.1% of the profit of the apprentice’s store + 1.5% of the profit of the apprentice’s store.
It can be expected that most store managers will choose the second salary mechanism, because employees do not want to work for others all their lives. Everyone wants to be their own boss one day and have passive income.
Any person with ambition and talent will work hard to change.
“It seems that you have indeed learned a lot during this period and can think keenly about the problems, rather than simply seeing the benefits.
This is equivalent to starting a business for yourself. The better you do, the more you earn.
When he came in, Lu Hui, wearing a light pink women's suit, high heels and short ear-length hair, came up to him.
Therefore, we also need to make certain changes in the equity of new stores.
“Keep working hard, I’m waiting for you to achieve better results.” Xu Liang said.
For example: the store manager cannot quit before the store makes a profit, otherwise the previous investment will not be returned. If the store chooses to exit after making a profit, it can gradually withdraw its shares in three installments over three years, or the company can buy back the store at 3 times the dividend.
Not bad. "
"Thank you. Please come with me, the boss is waiting for you above. ”
Based on this motivation, store managers will actively work hard to cultivate talents and lead apprentices.
After dinner, it is natural to relax your mind and body in all aspects. After all, as the old saying goes, what do you think about keeping warm?
——
A black Mercedes-Benz S sedan slowly parked in front of Hanhua Center.
“It’s actually very simple. Just run a horse race among all your store managers. Only those who rank in the top three or the store’s profit reaches a certain standard will be qualified to open a branch.
Xu Liang picked up the bowls and chopsticks, "Okay, let's eat now, I'm hungry."
For example, for every new store opened, the headquarters and the store manager jointly invest, and the headquarters holds 70% of the equity, and the chain store The store manager holds 20% of the shares.
In this mechanism, the store manager can obtain store shares and is responsible for the store's performance and his apprentices.
"Please."
When the new store manager brought out by the old store manager can operate independently, the old store manager will enjoy a 10% dividend of the new store's profits.
Also, all branches will not be profitable immediately at the beginning.
"Miss Lu, you are still as beautiful as ever."
At that time, we only need to do a good job in supervision, financial management and logistical support, and the stores in Hutaoli will expand rapidly, far better than Due to the current inefficient chain store expansion model. ”
The new store manager will not give up opening a store because of financial problems, he only needs to think about how to run the store well.
If the store manager does not want to work anymore, the company must also have an 'exit mechanism' .
However, the opening of a new store is just the beginning. The most important thing is to ensure that the new store generates sufficient revenue.
For example: for a store's losses in the first three years of operation, the store manager is responsible for 30% of the losses, and the company is responsible for 70% of the losses. If it is still losing money after three years, the headquarters will evaluate whether to close the store.
After Tong Yaya nodded vigorously, "You haven't answered my question yet."
After Tong Yaya nodded, "Are there certain assessments for the store manager? No. Expanding stores with qualified store managers will only cause more losses to the company."
Xu Liang said with a smile: "The core logic here is the 'partnership mechanism' in the financial industry, which turns store managers into. Join Hutaoli's entrepreneurial partners and turn passivity into initiative
Anyone can settle this account.
Because as long as he brings out apprentices and opens a new Hutaoli branch, he will have more income.
If he manages to open more than five branches, he can be promoted to regional manager.
“Okay, please lead the way.”
When the time comes, he will take the initiative to work overtime without us asking, trying his best to improve the performance of the store. In order to make more money, he will also open Opening more and more branches.
Tong Yaya smiled and said: "To receive such a compliment from you is not in vain that I have been studying hard in the correspondence class of Wudaokou College of Economics and Management."
So there must be a 'loss mechanism'.
The car door opened, and a tall middle-aged white man in a black suit stepped out.
Completely solve the problem of talent shortage in enterprise expansion. ”
This kind of equity distribution method can not only solve the problem of funds in the fission of stores.
As for the specifics, you can set standards based on the actual situation in Hutaoli after you go back. "
He raised his head and looked at the modern office building in front of him, then walked in.
"Mr. Humphrey, welcome to China. ”
“Dear, you are so awesome! "Tong Yaya admired sincerely.
Lu Hui took them in the elevator to the VIP reception room.
"John, welcome, welcome."
John Humphrey looked at the young man walking towards him. It had been nearly two years since the last time the two met.
Two years is not too long for a company.
But over the past two years, the identity of the other party has undergone earth-shaking changes. From a Chinese tycoon with a certain reputation in the Internet industry, he has grown into the world's top financial giant, a world-class super rich man, and a guest of dignitaries from various countries.
The huge identity change is particularly shocking when seeing it in person.
John Humphrey took a breath and stepped forward with a smile.
The two briefly hugged each other, and after chatting for a while, they sat down on the sofa next to them.
"John, I have read Standard Chartered's 2004 financial report. You did a great job."
Standard Chartered Bank's pre-tax profit in 2004 increased by 39% to US$2.158 billion, with net income increased to US$5.367 billion, an increase of 13%.
Earnings per share were 125.9 cents, an increase of 40%, and return on equity rose to 20.1%.
At the same time, the bank’s bad debts decreased by 60% to US$214 million.
Compared with when Xu Liang acquired it, Standard Chartered Bank’s market value has exceeded US$15 billion, almost double.
However, Standard Chartered’s performance increase is not all due to operating income, but more comes from mergers and acquisitions.
Especially the acquisition of First Bank of South Korea.
The First Bank of South Korea was once the largest commercial bank in South Korea. During the Asian Financial Crisis, South Korea experienced a massive flight of capital and faced the risk of sovereign debt default. The International Monetary Fund (IMF) provided a US$58 billion rescue plan.
But it is not easy to get money from the United States.
It requires the South Korean government to sell two banks that have failed and been nationalized, namely Korea First Bank and Seoul Bank, to foreign investors.
The IMF said that the reason for this request is mainly to hope that foreign investors can introduce the advanced bank credit culture from Europe and the United States into the South Korean banking system and improve the level of bank operations.
But in fact it is just taking advantage of the economic crisis to acquire South Korea's wealth.
Although the oppas were unwilling in their hearts, they couldn't resist their father's thick legs.
I finally agreed.
So, Newbridge Investment from the United States obtained the First Bank of South Korea.
In December 1999, an investment agreement was signed. Xinqiao and the South Korean government invested a total of approximately US$900 million. Xinqiao held 51% of the shares and the government held 49%.
In December 2004, due to competition from Standard Chartered and HSBC, Standard Chartered acquired all the shares of First Bank for US$3.3 billion.
After 5 years, Xinqiao Capital's return multiple was approximately 3.67 times, which is quite generous.
The merger of South Korea's First Bank directly increased Standard Chartered's total assets by US$45 billion and annual net revenue of nearly US$700 million.
In addition to the First Bank of South Korea, Standard Chartered also acquired a 44.56% stake in Gem Bank, the tenth largest bank in Indonesia, and Xiangjiang Essence Credit.
“Without your support, Standard Chartered would not have developed so fast.”
John Humphrey’s tone was respectful.
The Xu Liang of today is no longer the Xu Liang of two years ago.
Although his stake in Standard Chartered is still 36.7%, it has not increased.
But through the temptation of Hanhua hedge funds and private equity funds, he controlled seven of the eleven board seats of Standard Chartered.
Although the United Kingdom is the same as the United States, within the company, the CEO is the boss, but Xu Liang, who controls the board of directors, can replace him without hesitation.
Xu Liang, who directly controls the lifeblood of Standard Chartered, also indirectly controls the power of Standard Chartered.
"John, we are all on our own, and when I help you, I am also helping myself, so there is no need to be polite. However, you flew over from England in such a hurry, so there must be something big going on, right?"
Humphrey nodded.
"Xu, do you know about Huaxia Guangdong Development Bank?"
"Guangdong Development Bank?"
John took out a thick piece of information and handed it over .
"You can take a look."
Xu Liang took it and looked at it carefully.
Guangdong Development Bank was established in 1988 as a joint-stock financial enterprise with a registered capital of 1.5 billion yuan.
There are 55 sponsoring shareholders, mostly from commercial banks, finance departments at all levels and large enterprise groups in the province.
Up to 90% of the cumulative loans issued by Guangdong Development Bank are used to support local economic construction.
Before 1995, Guangdong Development Bank had always implemented a multi-level legal person system. The head office had weak control over each branch. The city and county finance and professional banks had great power in local branches.
In some places, Guangdong Development Bank once played the role of "secondary finance".
In other words, there is no distinction between public and private matters in the management of China Guangdong Development Bank.
Anyone can take money from it.
In 2001, Guangdong Development Bank’s capital increased from 2.5 billion yuan to 3.5 billion yuan.
After the capital increase, Guangdong Development Bank's equity is still quite dispersed, with more than 900 shareholders, and every city in Guangdong Province also holds Guangdong Development Bank's shares.
The 2003 annual report of Guangdong Development Bank shows that the top ten shareholders of Guangdong Development Bank collectively hold 50.12% of its shares.
The top three major shareholders are Qilu Lianda Group, Modou Shenhua Holding Industrial Co., Ltd. and Suzhou Iron and Steel Group Co., Ltd.
Guangdong Enterprise (Group) Co., Ltd., which is wholly owned by the Guangdong Provincial Government, is the fifth largest shareholder.
In October 1996, China Guangdong Development Bank acquired the bankrupt Bank of China Trust from the central bank and actually incurred a debt of 4 billion yuan.
This move is considered to be the first of its kind for Chinese financial institutions to withdraw from the market after the founding of the People's Republic of China.
The Guangdong Development Bank, which undertook the "experiment", got the opportunity to expand from a regional bank to a national bank.
(End of this chapter)