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\u7167\u4f8b\u505a\u4e9b\u6458\u5f55\u3002<\/p>\n\n\n\n
You know, Wall Street goes in phases,\u2019 he continued. \u2018It\u2019s a question of getting there first and being ahead of the curve; creating the leader in whatever\u2019s gonna be the next big story. Just like Milken did with junk bonds. The smart people figure out where the money flow will be and get there first. It\u2019s a question of riding the next wave and that\u2019s why I\u2019m in Asia.<\/p><\/blockquote>\n\n\n\n
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We were all over the press. The Asian Wall Street Journal ran a whole page on us. The article, which was entitled \u2018The Insiders versus the Outsiders\u2019, compared our chances with another group of Hong Kong investment managers who had raised ninety million for one of the big Beijing-based industrial groups. We were the \u2018outsiders\u2019 from Wall Street up against the \u2018insiders\u2019 from Hong Kong who claimed to have all the right relationships in the inner chambers up in Beijing.\u201d<\/p><\/blockquote>\n\n\n\n
\u5f53\u521d\u7684\u5de8\u5927\u6210\u529f\u4e5f\u5728\u5a92\u4f53\u4e0a\u5f15\u8d77\u4e86\u8f70\u52a8\uff0c\u6240\u8c13\u9ad8\u5149\u65f6\u523b\u3002<\/p>\n\n\n\n
He was flexible and only dug his heels in on two points: our cash had to come quickly and he was to remain in charge. After a couple of months, we agreed a handshake deal: twelve million dollars for a 60 per cent stake in the business. On 8 September 1994 the twelve million dollars were wired into Shi\u2019s bank account in Ningshan. Late that day, I took a long walk up to the Great Wall and stared out northwards towards Mongolia over the ancient parapets. We had made our first investment. I felt exhausted, exhilarated and apprehensive all at the same time. It had been a bruising process. Would it all be worth it ?<\/p><\/blockquote>\n\n\n\n
\u5b81\u56fd\u7684\u8001\u77f3\u4f5c\u4e3a\u6c11\u8425\u4f01\u4e1a\u5bb6\u8fd8\u662f\u76f8\u5f53\u75db\u5feb\u7684\uff0c\u76f4\u63a5\u4e86\u5f53\u3002\u57fa\u91d1\u7b2c\u4e00\u4e2a\u9879\u76ee\u6295\u51fa\u53bb\u5e26\u6765\u7684\u5174\u594b\u611f\u4e5f\u8dc3\u7136\u7eb8\u4e0a\uff0c\u7ecf\u5386\u4e86\u8bf8\u591a\u7684\u4e0d\u987a\u4e4b\u540e\uff0c\u5df2\u7ecf\u662f\u5de8\u5927\u7684\u6210\u529f\u4e86\u3002\u4f46\u6700\u7ec8\u662f\u5417\uff1f<\/p>\n\n\n\n
In the space of eighteen months, we had come from nowhere to be one of the biggest financial investors in China, right at the height of the China boom. We were fast becoming the nexus between the vast capital resources on Wall Street and the greatest growth story ever. <\/p><\/blockquote>\n\n\n\n
94-95\u5e74\u95f4\uff0c18\u4e2a\u6708\u6210\u4e3a\u4e86\u5f53\u65f6\u56fd\u5185\u6700\u5927\u7684\u5916\u56fd\u6295\u8d44\u673a\u6784\u4e86\uff0c\u72b9\u5982\u4eca\u65e5\u7684\u7ea2\u6749\u4e4b\u7c7b\u7684\u3002<\/p>\n\n\n\n
During the money-raising process, Pat and IHC were clear about the strategy of buying up factories and consolidating them into the largest components company in China. The investors identified with the story. It had happened in the States so why not in China? Pat had told the investors that we would go for size; we would only use their money to buy stakes in businesses that were in the top three of their markets.<\/p><\/blockquote>\n\n\n\n
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With a bit more straight talking, I thought that I could bring them round. They maintained their optimistic attitude and it seemed more like a slight bump in an otherwise smooth ascent rather than any serious stalling of the engines. We asked the factory directors to come to Beijing where we went through the numbers together. They were all confident of being back on budget by the year-end so there were no particular alarm bells. But I never felt as though I had got the whole picture. There were nagging inconsistencies in the description of the overall market from the various factory directors. Whenever we asked questions, they seemed to throw up a smokescreen of perplexing detail that was difficult to assemble into a coherent story. Unperturbed by our confusion and rising exasperation, they sat on the opposite side of the table, smiling and slurping their tea out of big glass jam-jars at each meeting until they suggested lunch at eleven-thirty.<\/p>
The factory directors would often talk for hours on end without getting to the point and then suddenly demand an immediate decision on purchasing millions of dollars\u2019 worth of machinery without any analysis, insisting point-blank that the decision had to be made there and then.<\/p>
By the end of the year, with profits still nowhere in sight, it was obvious that the task ahead was much more difficult than any of us had imagined. But with more than four hundred million in the balance it was hardly the time for doubts.<\/p><\/blockquote>\n\n\n\n
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But Pat still felt that they would come through in the end and he remained optimistic. The market hadn\u2019t grown as fast as predicted, but he was confident that the situation would right itself in the end. He\u2019d seen these kinds of cycles before on Wall Street, and with the four hundred million, we had enough capital to get through these temporary difficulties. Pat even thought that the downturn might do us some good. \u2018It\u2019ll weed out the weaker opposition,\u2019 he said.<\/p><\/blockquote>\n\n\n\n
Pat\/Jack\u7684\u81ea\u4fe1\u6211\u8fd8\u662f\u5f88\u6b23\u8d4f\u7684\uff0c\u867d\u7136\u4f5c\u8005\u540e\u6765\u5df2\u7ecf\u64a4\u4e86\uff0cJack\u51e0\u4e4e\u8fd8\u662f\u575a\u6301\u5230\u4e86\u6700\u540e\uff0c\u867d\u7136\u6ca1\u6709\u7ed9\u6295\u8d44\u4eba\u4ee5\u597d\u7684\u56de\u62a5\uff0c\u4f46\u4ece\u4e8b\u4e1a\u89d2\u5ea6\u8fd8\u662f\u6210\u529f\u4e86\uff0c\u4ed6\u7684\u4e50\u89c2\u9047\u89c1\u6027\u6ca1\u6709\u9519\u3002<\/p>\n\n\n\n
So we invested and, after a brief period of profits, in startling contrast to the radiant future that Pang had foreseen in his projections, there were massive losses. Much more alarming were the rapidly dwindling bank balances as cash poured out of the business. Basic things were missing. Pang never seemed to collect money from his customers, but paid his suppliers in advance. There was never any serious analysis when he wanted to buy new equipment.Pang became more and more difficult to deal with; he talked in great ellipses, never really getting to the point and blowing up minor details into major rows.<\/p><\/blockquote>\n\n\n\n
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But who would have guessed that the situation would ever get so complicated or so severe, or that Pang would go to such lengths to protect his own position? Or that the contract would have been so useless? It didn\u2019t make sense. All we had wanted to do was to build a strong business where all parties could benefit but we\u2019d ended up achieving the exact opposite. I felt confusion and anger \u2013 and a deep sense of frustration that such an opportunity had been wasted by our inability to rein in one individual. All I could do then was survey the wreckage: the broken buildings and the broken lives, up in the ice and the cold.\u201d<\/p><\/blockquote>\n\n\n\n
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Pat had a way of looking at our factory directors that he often wrote about and mentioned in speeches. He\u2019d talk about a \u2018management gap\u2019 in China. His analysis was that, after the founding of the People\u2019s Republic, China had essentially been closed to foreigners and there had been no true competition in the socialist economy. So managers in China had just been allocated capital and told what to make. There had never been any pressure to respond to a market or develop new products. Capital was simply assigned to whoever worked their government networks most successfully. There was no market regulation to funnel capital to the best managers and no pressure to perform. Once Deng took off the handcuffs, the natural Chinese entrepreneurs suddenly burst out into the open. The problem, Pat thought, was that managers seemed to go to either extreme. \u2018If the management is too bureaucratic, you can\u2019t get anything done,\u2019 he\u2019d say, \u2018But, on the other hand, if they\u2019re too entrepreneurial you can\u2019t sleep at night. You may be in the components business one day and find that you are in the hotel business tomorrow.\u201d<\/strong><\/p><\/blockquote>\n\n\n\n
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What had I learnt? From my eight years at the coalface in China, I knew that I was dealing with a society that had no rules \u2013 or, more accurately, plenty of rules that were seldom enforced. China seemed to be run by masterful showmen: appearances mattered more than substance, rules were there to be distorted and success came through outfacing an opponent. The irony was that the entire nation seemed to be shadow-boxing with itself. Whereas to most foreigners China seemed too centralized, with an all-controlling Party brooding at the hub of a vast monolithic State, everywhere I had looked there had seemed to be a kind of institutionalized confusion.<\/p>
\u201cI hoped that this might give me a chance of reaching across the cultural divide, a chance of appealling to common values. If it came to a struggle with the factory directors, I had to convince them that I was fighting them not as a foreigner but as a businessman. That way, I might have a chance.\u201d<\/p><\/blockquote>\n\n\n\n
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