Huarun Venture Integration Is Difficult To Adjust In Depth From 3 To 5 Years.

Huarun venture will need to continue to adjust and drag the Huarun venture to its parent company. In the background of the parent company Huarun group has no listing plan, it is in fact a disguised privatization of the retail sector, and this way will make the future development of the attention retail giant more mysterious.

In fact, since the establishment of a joint venture between Huarun venture and Zhengda Group in 2013, Huarun has undoubtedly become the largest retail company in China. Although the company is large, it has been influenced by the integration of Tesco (Theme Reading) (Le Gou), which is big but not strong.

According to the announcement of Huarun venture, the company's net profit in 2014 will drop by HK $2 billion, due to the impact of Tesco's China business. In stark contrast, Huarun snow beer and Huarun beverage business performed well in 2014, with net profits of HK $1 billion 42 million and HK $151 million in the first three quarters.

However, there are also people interviewed by reporters, saying that Huarun's pioneering work can be described as "killing two birds with one stone", while stripping off the deficit assets. On the other hand, Huarun entrepreneurship can also enhance the dominant industry in the beer industry downturn and lay the beer market.

According to public information, at present, Huarun snowflake brand is the first brand in the domestic market share, accounting for about 24% of the total market share. By the end of 2014, Huarun started to operate 98 beer plants in mainland China with an annual capacity exceeding 20 million tons. In terms of sales volume and value, China is the largest and two largest beer market in the world.

Affected by the non beer plate stripping, the 21 day resumed the day, which opened 57.90% higher and reported HK $24. At the close, China Resources Enterprise The increase is 55.92%.

In April 22nd, the reporter called the relevant person in charge of Huarun venture. The official confirmed that the retail sector other than beer business was stripped. As for the reason for divestiture, the person said it was the arrangement of the group. But whether the plate will be merged into the listed company again in the future, there is no new view at present.

Yan Biao, general counsel of Huarun group, also admitted that Online retailers And enterprises management model The challenge of change is that Huarun Group intends to restructure its consumption and retail business. It intends to make a deep adjustment in 3 to 5 years, and whether the whole retail business will be injected into other Hong Kong listed companies of Huarun.

"The reason why Huarun's entrepreneurship is big and not strong is difficult to integrate. This is closely related to the continued expansion of Huarun's retail sector in recent two years and the accumulation of multiple problems." A senior industry veteran who has long been concerned about Huarun's business has told reporters.

Public data show that since the acquisition of Suguo supermarket in Jiangsu in 2004, Huarun has been expanding its acquisitions in a pioneering manner. By the end of last year, the Huarun pioneering retail sector has successfully acquired nine major supermarket brands including Guangdong min run, Guangzhou Hongcheng, Tianjin home world, Jiangxi Honglong, Xi'an love home, and so on. Coupled with the establishment of a joint venture with Tesco last year, Huarun bought its ten large regional supermarkets in just over ten years.

Up to now, the Huarun venture retail sector has become a Huarun network including Huarun, Su Guo, ode to joy, Pacific (601099, bar) coffee, and Tesco, including the integration process, and has more than 4600 retail outlets nationwide. Since the acquisition of Tesco in 2014, Huarun's retail sector is undoubtedly the largest retail giant in the country.

Though big, big and not strong is also true. "It is precisely because of the development of the Huarun retail sector which is only greedy, but not the integration of each brand, it leads to the existence of a variety of supermarket operation modes. It is difficult to integrate in a short time, and the accumulation of various malpractices leads to a big but not strong ending. If the company wants to integrate within one year, it will be very difficult." Industry veteran Ding Liguo told reporters.