Less than half a year after transmigrating, the two of them had finally learned what it meant to "stand in the right place and even pigs could fly" amid the fervent support of the people. Because they themselves were now two pigs swaying in the wind.
With the situation looking excellent, Yanchuan Technology could no longer rely mainly on its previous customized sales model. Following the broader trend in computer sales, Tao Yan and Huo Baichuan assembled three commonly used computer configurations and distributed stock nationwide according to the needs of each province and city.
However, the two of them never forgot the crisis of the massive worldwide computer brand price cuts that would come several months later. As they distributed goods across the country, they kept a tight grip on inventory levels. Based on sales growth, they only purchased enough computer components to last one to one and a half months. Under the lofty banner of achieving zero inventory and maximizing cash flow, they declared that they would not stockpile goods and would fully implement a monthly inventory-clearing management system. They also strongly advised their upstream and downstream computer component suppliers, as well as their peers, to adopt the same model, so they would not pour all their cash flow into parts.
Naturally, Yanchuan Technology's partners and peers did not understand the future development trends of every industry as clearly as Tao Yan and Huo Baichuan did. Upon hearing their proposal, some dismissed it, while others were genuinely tempted. But the widely delayed payment cycles and increasingly severe chain debts of the time made it impossible for them to do so.
"You two know this as well. Our prices are determined by weighing upstream raw material costs against terminal market prices. We have too many partners, our shipment volume