Xu Fuji 1999 sold 30,000 tons. Products are sold in major shopping malls and stores in first-and second-tier cities across the country, and New Year candy is sold in more than 5,000 sales points. In 2000, Hsu Fu-kee was recognized by the National Bureau of Statistics of China as the first brand in the national candy industry in terms of annual sales.
Candy is synonymous with candy, biscuits, preserves and other foods.
Xu Fuji, who opened up a domestic sales network in the Mainland, 1992 began to invest in the Mainland, and 1994 officially set up a factory in Dongguan. At present, Xu Fuji has three factories in Dongguan, which can produce 200 tons of candy, 70 tons of cake and 0/80 tons of jelly pudding every day. Xu Ling, vice president of Xu Fuji, can't hide his pride, saying that our monthly shipment is about 300 to 500 containers, and our cakes can be seen in supermarkets from Guangzhou to Tibet.
What he said is no exaggeration. In today's domestic and foreign markets, Xu Fuji's brand and its products can be seen everywhere as long as you enter the candy market. In China, Xu Fuji has almost become synonymous with candy, and the products produced by this candy kingdom basically occupy the whole candy market. Even in countries all over the world, Xu Fuji brand products can be seen everywhere. 10 years ago, Xu Fuji was only a small and medium-sized enterprise in Taiwan Province Province.
However, it has been produced and operated in the mainland for just over ten years, and its annual turnover has reached more than one billion RMB, and it is still increasing at a rate of 20%-30%.
The magic of domestic sales was initially driven by high raw materials and labor, just like most Taiwanese businessmen who invested in the mainland. Of course, in addition, it also includes coveting the vast domestic market in the mainland. Xu Ling recalled the price of candy raw materials (such as sugar, flour, oil, fruit, etc.). ) At that time, the wages in Taiwan Province Province were too high and the cost of human resources was quite high, which greatly increased the unfavorable factors for the development of Xu Fuji. In the late 1980s and early 1990s, Hsu Fu-kee began to inspect all parts of the world to find the best investment sites.
Compared with other places, the cost of candy raw materials in Chinese mainland is much lower than that in Taiwan Province Province, with abundant labor resources and low cost. China has a vast territory and a vast consumer market. Finally, Hsu Fu-kee set the base camp of the candy kingdom in the mainland of China, and Dongguan became the bridgehead for Hsu Fu-kee to enter the mainland.
In the early 1990s, there was a shortage of products in the mainland candy market, and the quality was not very good. As soon as the varieties of Xu Fuji candy entered the mainland market, they were immediately favored by mainland consumers. 1992, Xu Fuji formally invested and established Dongguan Xufuji Food Co., Ltd. in Dongguan to further expand the candy kingdom. 1997, Singapore TRANSPAC huiya group, China overseas investment fund and Xu Shi brothers formally signed a joint venture case to establish BVI hsu fu kee international group, which marked the first step of transnational investment in dongguan hsu fu kee food.
Create gold-lettered signboards in many directions
Like most Taiwanese businessmen's beliefs, Xu Ling repeatedly stressed the need to be down-to-earth and work hard, which is the cornerstone of Xu Fuji's vigorous growth. Secondly, he mentioned Xu Fuji's unique management mechanism: the mainland business department of the headquarters headed by the board of directors, fully authorized by vertical division of labor, and horizontally integrated and coordinated, which ensured the clear power of each institution.
Although Xu Fuji belongs to the snack food industry, he attaches great importance to the integration of high technology and the research and development of new products. Since the establishment of R&D laboratory, Xu Fuji has successfully upgraded the traditional manual manufacturing to semi-automation and moved towards automation in stages. In addition, 5% of the surplus is invested as research and development funds every year, and expert consultants are hired to participate in product research and development. We develop more than 50 new products every year.