Officialdom: The beautiful leader took me to the top

Although Jianghe Group itself also faces risks, its 35 car dealerships can be directly transformed into new energy vehicle experience centers.

The 12 properties in core business districts enable the rapid implementation of cultural and tourism supporting facilities.

JH International's cross-border resources can introduce high-end overseas brands to projects, and this "endogenous synergy" is unmatched by the other two companies.

In terms of government resources, Jianghe Group holds an absolute advantage.

The supplementary report shows that Jianghe Group took the lead in planning the "Cross-border Trade Demonstration Zone" in Handong Province as early as two years ago.

It is the only private enterprise in the province that simultaneously possesses "bulk commodity import and export qualifications + cultural tourism project development qualifications".

More importantly, the acquisition of the development rights for the Binjiang New Area was not accidental.

Jianghe Group established the "Handong Youth Entrepreneurship Fund" through donations, and formed a deep cooperative relationship with the Provincial Development and Reform Commission.

Hanergy Group's environmental violations and Binjiang Cultural Tourism's land ownership disputes put them at a natural disadvantage in terms of government endorsement, with more than 20 related litigation risks.

In terms of financial health, Jianghe Group also performed exceptionally well.

Despite the seemingly large scale of 80 billion yuan in bank loans, the accompanying cash flow projections in the report show that the annual rental income of its high-end hotels remains stable at 3.2 million yuan.

The cash collection cycle for car sales is only 45 days, which is sufficient to cover loan interest.

In contrast, Hanergy Group's accounts receivable turnover rate has decreased by 20% in the past six months due to fluctuations in its overseas supply chain.

Moreover, Hanergy Group's real estate liquidity ratio has fallen to the warning line due to its backlog of housing inventory, making its financial risks far greater than those of Jianghe Group!

At least based on the current analysis report, Li Zhihua had a premonition.

There must be some fierce generals under Li Ying's command!

Otherwise, relying solely on Li Ying's remote operations from abroad, it would be difficult to establish a cooperation channel between Jianghe Group and the government within just a few years.

Jianghe Group has long since completed its initial capital accumulation and has already established a firm foothold in Handong.

What's lacking is simply the opportunity to soar to new heights.

And this opportunity lies in our collaboration with IF!

Li Zhihua could even foresee that once Jianghe Group reached a cooperation agreement with IF, Jianghe Group would definitely be able to rise to the top of private enterprises in Handong Province within a year.

Li Ying herself will become the richest woman in Handong Province thanks to the profits from Jianghe Group!

As for Li Ying, is she confident in securing this collaboration?

The answer is obvious!

From a purely commercial perspective, Jianghe Group is indeed the best current solution for IF.

The subordinate team has already completed evaluation reports for Handong Precision Machinery, Hanergy Group, and Jianghe Group.

Handong Precision Machinery currently has a score of only 68.2, while Hanergy Group has a score of only 79.5.

As for Jianghe Group, its score is as high as 92.3, which is not even in the same league as the other two companies.

If Li Ying hadn't caused trouble at the Li family's house, or even if she didn't have Li Dong's connection, there's a 90% chance that IF would have chosen Jianghe Group to land in Handong Province.

If Li Ying could support the marriage and show enough consideration for Li Dong, given Li Zhihua's love for his nephew, why would he need Jianghe Group to come knocking on his door?

She would even proactively include Jianghe Group in IF's core cooperation list, and personally coordinate the group's resources to tailor cooperation plans for projects.

And the cooperation agreement didn't even require Li Ying herself to say a word.

She would offer it with both hands, and even the terms of the cooperation would be biased towards the other party!

After all, there was a huge gap between Li Dong and Song Ci, and the Li family's apparent strength was far inferior.

As long as Li Ying shows even the slightest approval of this marriage and cultivation of Li Dong as her son-in-law.

Li Ying will always make concessions when faced with commercial interests!

Unfortunately, judging from Li Ying's current performance, everything about her is a negative factor.

In other words, if Li Ying cannot accept the marriage between Li Dong and Song Ci, then why should Li Zhihua hand over this enormous fortune to Li Ying?

It doesn't matter who you cooperate with.

Hanergy Group's roots in Handong are far deeper than those of Jianghe Group.

Whether it's economic foundation, historical foundation, or policy foundation, none of them can compare to the small Jianghe Group.

As a high-quality enterprise controlled by the State-owned Assets Supervision and Administration Commission of Handong Province, Hanergy has long been the "ballast stone" of energy supply in Handong Province.

Hanergy Group is behind the power supply for more than half of the factories in Handong Province, the centralized heating network, and even the charging pile infrastructure for the two main highways in the province.

This kind of resource, which is deeply intertwined with urban operations, is a policy shortcoming that Jianghe Group, which has left Ying, can never make up for through commercial mergers and acquisitions!

Not to mention Hanergy Group's local talent pool, with its core team mostly being graduates of Hantong University who have been deeply involved in the local community for decades.

They are familiar with policy guidelines and also understand regional characteristics.

Unlike the senior management team of Jianghe Group, which is mostly parachuted in from outside and often encounters "culture shock" when cooperating with local departments.

Even several key leaders of the Provincial Development and Reform Commission had worked at Hanergy Group.

This natural bond of trust is something that Jianghe Group finds difficult to shake, even with its public relations efforts!

As for the risks associated with Hanergy Group, there are ways to mitigate them.

Insufficient strategic alignment?

It is possible to split and reorganize Hanergy Group, divesting its traditional coal business to other provincial enterprises while retaining its new energy power generation sector.

Furthermore, with IF Group's technology at its core, they will jointly establish a "Smart Energy-based Cultural Tourism Company" and operate it as a joint venture.

Hanergy provides the site and infrastructure capabilities, while IF provides the technology and operating model!

The problem of rigid systems is not unsolvable.

Li Zhihua recalls that the requirement for "pilot reform of mixed ownership of state-owned enterprises" was mentioned at the beginning of the year in China.

If we can use IF's investment as an opportunity to encourage Hanergy Group to establish a special cooperation business unit.

By granting the general manager of the business unit direct policy decision-making authority over the IF, the approval process has been reduced from 7 levels to 3, which can fully meet the needs of rapid project implementation.

She could even proactively submit suggestions to the Hantong Provincial Party Committee to develop this cooperation case into a model of mixed-ownership reform, which the Provincial Party Committee would certainly fully support.

As for financial risks, there is more room for maneuver.

Hanergy Group has a serious backlog of commercial office buildings, while IF Group needs to expand its regional headquarters in China, which is perfect for acquiring 5 square meters of them.

It not only helps Hanergy revitalize its assets, but also solves its own office space needs.

The problem of high debt ratio can also be resolved through debt-to-equity swaps.

IF, as a strategic investor, acquired a stake in Hanergy's new energy sector, directly converting 45 billion yuan of high-interest trust financing into equity, thus reducing its debt-to-asset ratio to within a safe range.

As for the production restrictions brought about by the "dual carbon" policy, the photovoltaic technology brought by IF can be used to transform Hanergy's thermal power plants and realize a hybrid power supply mode of coal-fired power plus photovoltaic power.

This aligns with policy guidelines and enhances the stability of energy supply!