Start with hooves

The performance of S electric vehicles is much better than market expectations.

Even high-end models priced between US$50,000 and US$60,000 have maintained sales of thousands of units per month. When mid-to-high-end models continue to be launched, the scale will likely reach ten times the current size.

This greatly increases the possibility of S electric cars surviving, and the market valuation will naturally rise accordingly. There are many venture capital institutions interested in it.

Suri then went to BuyMe to investigate.

Its sales have maintained a growth rate of more than 30% in the second and third quarters of this year. In August, the total merchandise transaction exceeded US$8 million for the first time, and a clothing sales platform has been initially established.

This gave Suri the idea that he could actually let go. Even if he didn't keep an eye on them all day long, they would be able to develop well.

In order to optimize the company's management structure and accurately identify the market positioning with the greatest potential, various companies in Suri have paid more than 200 million US dollars for consulting agencies this year to conduct a comprehensive review again.

Regardless of the company's organizational structure or development direction, they are all well sorted out, and the management of each project is also very capable and experienced.

So during the visit, Suri only skimmed the scene.

All the work of flattering and offending people is left to the management, and now he only needs to be a mascot, responsible for controlling the general direction of financing and listing, marketing and publicity, and ensuring that these start-up companies do not go astray.

I inspected companies, met local acquaintances, and even went to Stanford University for a stroll, almost being surrounded by students.

Two days passed quickly.

Suri slept until almost noon and was thinking about what to eat for breakfast and lunch, when she received a call from Amanda's secretary.

She reported that the Yahoo board of directors, after difficult negotiations, finally passed the decision to sell Yahoo to him in a package for US$215 billion. This news will be disclosed to the public soon.

Starting a business is hard, but packaging and selling it is easy.

The team responsible for acquisition negotiations has made preparations in advance to fully take over Yahoo. In the short term, the current CEO will still be responsible for the management until the split and reorganization is completed.

The equity interests of Alibaba and Yahoo Japan will be packaged and transferred to the Hong Kong City World Island Group afterwards. At that time, in addition to cash, real estate, patent libraries and Yahoo's main search engine business, the only valuable items left will be the contracts signed with Jifu Bao a few years ago. protocol.

The two parties agreed that when Jifubao is listed, Alibaba Group will pay Yahoo a one-time compensation of no less than 20 billion U.S. dollars and no more than 60 billion U.S. dollars.

Earlier, in order to successfully obtain a financial license, JiFubao was completely separated from the Alibaba Group and forced to liquidate the shares held by foreign investors. Afterwards, it went to court to litigate and eventually reached a settlement.

Su Rui didn’t know when Jifubao would be listed on the market. Anyway, in his impression, Ant Financial still failed to go public until the accident happened.

According to Su Rui's idea, sooner or later he would have to talk to Boss Ma face to face about this matter to prevent the compensation from being lost forever.

but.

Because both Dongjing Mall and Pinxixi are owned by Su Rui, they are in a business competition relationship with each other. Now even about 20% of Alibaba's shares have been taken over by Su Rui, and they are frantically seizing the market share of Dibao. It is estimated that we will see When Boss Ma is here, the situation will be quite embarrassing.

Before this, Suri had contacted Boss Ma through an agent to avoid being confused by the other party's particularly powerful words and accidentally stepping into the pit.

When he learned that Yahoo's board of directors had agreed to the acquisition, Su Rui hurriedly changed his clothes. After he was fully dressed, he realized something and asked Amanda's secretary, "I couldn't wait to come to the door as soon as they agreed to the deal. Doesn't it seem too urgent?" Is it a bit arrogant?"

Secretary Amanda nodded and suggested:

"It's best to wait a few days until the contract is officially signed. It doesn't matter what the shareholders think. The main thing is that you plan to cut off many Yahoo departments. Those employees should not welcome you yet."

Yahoo's plate is a bit big. In the past, for the sake of internal stability of the company, it has not dared to make drastic cuts in layoffs and projects to avoid panic.

Taking advantage of the acquisition and reorganization, the plan given by the Goldman Sachs team is to lay off about 30% of employees in batches and cut dozens of departments and projects that cannot generate profits. This will effectively reduce expenditures on employment costs.

This plan has been approved by Suri, and he has communicated with Yahoo's board of directors in advance. A month will be allowed for the handover, and the current management will act as the villain, while he will get a clean and refreshing Yahoo.

When Yahoo's board of directors disclosed the news to the public for the first time, it was only a few lines, but it aroused widespread attention in Silicon Valley, Nasdaq, Wall Street and other places.

Some Yahoo stockholders were so excited that they put dozens of exclamation points in the comments, praising Yahoo's board of directors for finally being reliable. Some stockholders couldn't wait to buy shares of Netflix Entertainment, hoping that Suri could use Yahoo to invest in this company. The company continues to attract traffic and expand the scale of active users.

Even in Silicon Valley, sky-high acquisitions with a scale of more than 200 billion US dollars are uncommon. Google CEO contacted Suri immediately and said that he could meet and chat if he was free.

Because there have been rumors outside that Suri is likely to sell Yahoo's core business.

When the Yahoo search engine was managed by the current board of directors, there was no pressure on Google, and the existence of this established Internet giant was often ignored.

However, as the deal was actually concluded, Yahoo's core business was in the hands of Suri, which made Google executives restless. Suri has always been good at creating miracles.

Rather than continuing to allow Yahoo to develop, Google's board of directors has begun serious discussions about whether it is necessary to kill competitors in advance and invest in the acquisition of Yahoo's core business.

Microsoft and Du Niang are also nervous and are carefully watching the latest situation. Even Suri and SoftBank Group executives have a meal together, which is interpreted as a signal that the two parties may reach a new cooperation.

Suri did mention that he wanted to use Yahoo Japan's equity in exchange for SoftBank's Alibaba equity, but SoftBank didn't seem to be interested and was more willing to buy it back in cash.

I can only say that he is very smart, and Softbank founder Masayoshi Son is not a fool.

The scale of the Japanese market is limited, and the potential of Yahoo Japan is far inferior to that of the Alibaba Group, which firmly occupies the top spot in the mainland's online shopping market.

Suri thought it would be a good idea to get some cash, and after only a few minutes of thinking, he agreed to SoftBank Group's repurchase of all Yahoo Japan shares held by Yahoo for US$40 billion.

For SoftBank Group, although it paid more money, it solved the crisis contained by Suri ahead of schedule. Both parties are very satisfied with this verbal agreement.

Since Suri once wanted to take Yahoo search engine to develop in the mainland market, the family office made some plans through consulting companies in advance.

According to the survey results of McKinsey Consulting Company, the mainland market is almost saturated, the cost of acquiring customers may be relatively high, and the potential benefits are still relatively average.

In Su Rui's eyes, these data seem very discouraging (End of Chapter)