Masato Nakagawa has long known that management itself is not a likable job. As a deputy, sometimes he solves troubles and problems for the full-time job, or even takes the blame.

Although Masaya Nakagawa, who is about to retire, has taken some things openly, she has taken some things seriously.

It was not that he didn't realize that Masao Ishihara had always wanted to become younger, but that he had already seen it. He had sat on the chair under his butt for a long time and was really reluctant to leave it out.

In addition, today is different from the past. He is no longer the vice president of small and medium-sized enterprises, but the vice president of big-hand enterprises.

Masato Nakagawa also said with great sincerity: "President, I will support your decision. However, I think your business strategy is too radical.

Nowadays, although our Karuizawa Group has high assets, it is also accompanied by high debt. I am just worried that if it is, I will lose everything if it is not careful."

Masao Ishihara is not a man who doesn’t listen to different opinions. If he hears flattery, then the company is really dangerous.

The other party dared to say some unpleasant words in front of him, which shows that he was worried about the company from the bottom of his heart.

"The steady and steady business strategy, although the risk is low, has too slow development. Moreover, sometimes, this conservative business strategy may not be good.

From a certain perspective, it is like waiting for death passively. It was because my father adopted a conservative business strategy that made Karuizawa Whiskey Distillery fall into a business dilemma.

If I had not tried my best to resist public opinion and bet on the new project of cider, I would not have opened up a new situation now.

If the Maru Group did not buy its stock at a particularly low price when it proposed bankruptcy and closed down, it would not have caused the winery's assets to soar, thus earning Karuizawa Commercial Bank's loan with a larger credit line and the favor of Fuji Bank.

Without these, there would be no money to acquire Otter Sacrifice Sake Factory, which impressed Toki Kenji to develop high-end sake and enter the high-end market of sake.

The success of the Otter Sake Festival marks that our winery has stepped out of Karuizawa's geographical scope. Miki Cider Brewery was naturally included in our company.

As for the successful acquisition of the Zhuangyuan Lang Huang Winery, it means that our winery is no longer limited to Japan, but has taken the first step towards overseas."

Masao Ishihara has never taken the acquisition action blindly. The reason why he bet on cider is that whether this project will succeed or not can achieve immediate results in a short period of time.

Not only that, sake is the same. Whether it is cider or sake, you don’t need to wait patiently for years of maturity like whiskey.

Even rice wine can still be brewed in the same year, and new wines can be sold out of the factory. What's more, there are many years of ageing wines in the wine cellars and warehouses of Zhuangyuanlang Yellow Wine Factory that cannot be sold.

Therefore, these investment projects can bring themselves back their funds and cash flow in a relatively timely manner, and there is no long return on investment cycle at all.

"I have never questioned your business strategy from beginning to end. It's just..." Nakagawa Masato said to the point where he spoke, and did not say a flash in the pan.

"I know what you want to say, only when a company lives well and lasts for a long time can you show your true skills." Masao Ishihara knew that the Japanese value the quality of their own products and the lifespan of their companies.

They are no longer just committed to building a century-old enterprise like the Chinese, but want to become stronger and bigger and create new glory.

"It's absolutely right." Nakagawa Masato nodded and said very seriously.

"If you have no objection, then Hashimoto Akigo is the director of the No. 1 Wong Rou Wine Factory, and Mizukawa Takashi takes up the position of first deputy director, and is still in charge of and responsible for financial work.

I will entrust a headhunting company in China to select a Chinese who understands both yellow wine brewing technology and management as the second deputy director, supervisor and responsible for wine brewing technology.

As for other management positions, they will decide and arrange it themselves. Employees of Karuizawa Group who voluntarily apply for transfer to work in Shaoxing, Zhejiang, China will be promoted to a higher level in principle. The corresponding level of salary, welfare and benefits will not change in the corresponding position of the department."

While Masao Ishihara finally made a clear decision on the structural matching of senior management staff at the Zhuangyuan Lang Huang Brewery, he reiterated that the things promised in the past will still be fulfilled.

"In this way, the positions of the production minister and finance minister of the group are all vacant. Will the deputy ministers of the relevant departments be promoted and replaced?" Nakagawa Masaya also discussed the matter.

"There is no need to worry about this. Whether it is production or finance, we have long entered formalism and proceduralization.

Even if you are just empty for a while, nothing will happen. Whoever can be promoted to become a minister, let’s take a look.

As the saying goes, if it is a mule or a horse, you have to pull it out and slip it out." Masao Ishihara knew that the most urgent task was to first solve the personnel appointment problem of the Zhuangyuan Lang Huang Winery.

The next thing is to restore production as soon as possible, and to deliver rice wine aged for more than five years to Karuizawa, Japan through foreign trade exports.

Whether it is the blending and improvement of the flavor of rice wine, it is more in line with the taste of the Japanese, or the filling must be completed in Japan.

The benefit is that mainland China will be exempted from taxes in accordance with relevant laws and regulations as a foreign-funded enterprise.

As for Japan, the products needed by Japan in domestically invested in overseas factories also enjoy tax reductions on import tariffs.

Furthermore, you can also say that it is a semi-finished product in customs declaration, just like the concentrated juice of Coke is shipped from the United States. After all, there is no blending, filling and labeling of rice wine.

You can get benefits from both ends and minimize costs. Compared with mainland Chinese rice wineries and even Taiwanese rice wineries exported to Japan, there is a huge cost advantage.

Even if you fight price wars with those rice wineries in the Japanese market in the future, you will not be afraid at all, and you will still make money. This will play a key role in monopolizing the entire Japanese rice wine market.

Sales will still be handed over to the sales department where Taro Watanabe is located to follow up. Only by selling the No. 1 Winner Rice Wine in the Japanese market can the company reduce the pressure on funds.
Chapter completed!