Pan Wei 9 Billion Fine Life Of The Ramen Kingdom

In the view of Pan Wei, chairman of the board of directors, the most long-term consideration is to do the finest things.

Twenty-first Century: before you manage the noodles, your job is food trade. Why is it that you will be chosen as the general agent in China?

Pan Wei: in 1995, I visited the Japanese business delegation to visit Hongkong for the first time.

At that time, the flavor thousand noodles had been operating for over 30 years, and more than 300 branches were considering stepping out of Japan, and had already discussed cooperation with many people.

After visiting the factory of noodle noodle, I feel this is not a small business, but also an agent for the noodle.

I was lucky that the president chose me.

I took him to Hongkong to investigate the market environment, and took him to the mainland where I once did business, such as the one hundred thousand mountain areas of Guangxi. Let him see how I did food trade with local farmers and supply and marketing cooperatives, then pferred to Shenzhen for processing, and finally sold to the United States.

Having seen my business experience for more than 10 years, the president saw my ability to run contacts in the local area and assured me that he eventually authorized me to act as an agent in China.

Twenty-first Century: after taking the agency, how do you consider the company's development steps?

At that time, I decided to set up a factory first and then open a shop.

I feel that the factory is the most golden part of the noodles.

I invested 10 million Hong Kong dollars for the construction of the plant.

Now, if we don't build factories first, we may not pass the best food technology to us.

The strategy of building factories first ensures the cost control of the later expansion.

In 1996, the first store opened in Tongluowan, with a profit margin of 30%. That's because we built a factory first.

I did not think about the long-term development of the company.

It is worth talking about my experience of accumulating food trade in China for more than 10 years.

At that time, I did both sales and purchase, and also set up a market.

Over the past 10 years, I have set up my personal brand and know how to do well.

Later, I chose to taste thousand, choose to set up shop after opening, this is my business sense of smell, rely on is the experience and judgment of people and things.

"Twenty-first Century": what stages can you think of the history of the operation?

I feel there are three stages.

The first stage started in 1996, and started with the establishment of the company's operation system.

At that time, although the company was small, but the five organs were all, every link needed to be established step by step.

The second stage was around 2002. I began to integrate and reorganize the stores, straighten out the company's property rights structure, and standardize our taxation.

The third stage is in the last two or three years, and Mr. Wei began to consider the issue of listing. By 2007, the market was successful.

Twenty-first Century: how do you establish the management system of the noodle noodle?

Pan Wei: she has taught me the operation mode of the Japanese noodle noodle, but it is not entirely suitable for the domestic operation.

In terms of management, construction, training, marketing, engineering and other systems all need to be built from scratch, and the mode of each system needs to be adjusted.

We operate 4 to 5 stores a year, and find the essence of management and management, and then model this essence so that everyone can follow the pattern.

"Twenty-first Century": what is the process of the rearrangement of the "thousand thousand" around 2002?

Pan Wei: 1999, a thousand thousand noodles come to Shanghai.

At that time, domestic policies did not allow wholly foreign-owned enterprises to make meals, and I did not want to join in joint ventures, so I set up shop in the name of relatives.

This was the prevailing practice in the catering industry.

However, the more shops I have, the less they are in my name.

The reorganization is to return the store from other people's names to its own name.

This process allowed the company to straighten out the property rights and regulate our tax.

Many catering enterprises can not be listed soon, because the tax is not standardized.

I did that, which is beneficial to the long-term development of the company.

"Twenty-first Century": what is the reason for making property rights clear?

I don't know much about the capital market. I don't care about the stock market either.

A lot of investment banks have found me, asking me whether I lack capital or not to do IPO.

I didn't think about it, so I didn't care about it.

What really touches me is that in June 2005, I saw a report about Fuji.

At that time, I thought, a fast-food enterprise can achieve billions of scale. Why can't we?

By 2006, Mr. Wei decided to do IPO.

Twenty-first Century: what is the reason why the product is successful?

Pan Wei: many people say that the process of listing is very fast.

In the final analysis, some things I did in the early days were right.

Before going public, it is a well regulated and standardized company.

Twenty-first Century: How did you feel about your job?

Pan Wei: some listed companies are short-sighted and think that listing is for cash, even if the listing is successful.

In fact, the key is to do well in business, and the performance will be good, and the share price will go up naturally.

Now, my role in the company is to decide the general direction.

We have decided to invest mainly in building factories.

We have production bases in Shanghai and Shenzhen. We have to build new factories in Beijing, Tianjin and Chengdu. So we have four bases in East China, Southern China, North China and central China.