insight
工程技术，地产投资，信仰家园，时尚生活
（2011-10-16）
| ● 郑明杉
财经人物 提起魏成辉，一般人都知道他很有钱，不过知道他确实身家的人可能不多。 最近，国际财经杂志《福布斯》公布的新加坡富豪榜，魏成辉首次上榜，而且还以12亿美元（15亿5000万新元）的资产， 高居第12位。榜上有名后，魏成辉一直很低调。本报日前总算有机会同这位富豪新贵对谈，做了较深入的专访。 魏成辉是全球最大的薄饼皮生产商， 他的食品厂一年的营业收入可高达13亿美元， 设在新加坡、中国、马来西亚和美国的现代生产厂， 每天可生产3500万张饼皮。 而魏成辉的财富主要还是房地产，尤其是在一片火红、价格屡创新高的中国房地产市场。 扬州、南通及天津是魏成辉在中国房地产投资的 三大重点，涉及钱来钱往的金额就有百亿元人民币， 魏成辉的财力可见一斑。 既然身价是大家关注的热点，对谈就直接从12亿美元资产的敏感话题开始。 对于自己的财富，魏成辉向来相当低调，一再强调比他有钱有势的人多的是。 同其他超级富豪一样，魏成辉一时也不十分清楚自己到底拥有多少资产。问起12亿美元的资产是高估还是低估，他面露难色，笑而不答，当然要算出个“准确数字”有其难度，采访他时也只能慢慢“推敲”，才能从中略知一二。 问起12亿美元资产是以哪些为主，魏成辉轻描淡写地答道：“有一大半是房地产，其他一半是以食品为主的制造业，以及诸如证券、股票之类的长期投资。” 魏成辉长期享有“世界薄饼皮大王”之誉，他的食品帝国的旗舰第一家食品厂公司（Tee Yih Jia Food Manufacturing）一年营业收入估计可高达13亿美元，是全球最大的薄饼皮生产商，设在新加坡、中国、马来西亚和美国的现代高速生产厂，每天可生产3500万张饼皮。 制造薄饼皮看来也只是魏成辉事业的一部分，他的财富主要还是房地产，尤其是在一片火红、价格屡创新高的中国房地产市场。他说：“刚出来创业的几年，食品生意的确是让我赚了一些钱，我事业上的第一桶金也是来自食品的销售，这是2000年之前的事，赚的是点点滴滴的辛苦钱。2000年之后在食品制造业的稳固基础上，我把部分的发展重点转到中国的房地产，中国房地产的投资加速了我事业的起飞。” 中国房地产投资让魏成辉富上加富。他虽然没明言在中国房地产的投资数额，不过单看最近几年他趁势在中国快马加鞭的投资，就不难计算出他注入的资金，以及取得的优厚回报。 扬州、南通及天津是魏成辉在中国房地产投资的三大重点，就先说他情有独钟的扬州。 早在2003年，魏成辉开始在中国华东一带寻找地皮，2006年以扬州骏和置业公司先后买下了扬州的三块住宅地段，滚动的资金上亿美元。2009年9月，公司推出扬州的第一期项目时，近300个单位在短短一天里就被抢购一空，50万元人民币／80平方米的售价则比毗邻新住宅售价高出50％。骏和置业在扬州的三个住宅开发项目已完成了两个，另一个预定明年可完工。 骏和在扬州的最新开发计划占地100万平方米，集住宅、商场和酒店于一体，预定明年可动工兴建。 在“上海的后花园”南通，魏成辉多年前买下一块面积近50万平方米的地皮，单是地价就超过10亿元人民币，计划在三年里兴建3000个住宅单位。 不过最庞大的开发项目是在天津的滨海新区，这块在今年初敲定的800万平方米地皮，主要是兴建住宅和工厂，这个项目在2018年可全部完工。 因此，单是中国的几个房地产开发项目，涉及钱来钱往的金额就有百亿元人民币，魏成辉的财力可见一斑。 他表示，在中国买地皮一般上是很难向银行贷款的，何况是外资企业，我们用的是真金实银，资金也必须在规定的时间里到位。在一些人看来，我们往往以高价买地盖房，不过我们也可以较快的时间高价卖出，如果买到地点较差、较便宜的地皮，那就得花多一些时间，慢慢等机会了。 事业第一春继续开花结果 1968年成立时，第一家食品厂只是一家以半自动化机械生产薄饼皮的小工厂。于1977年购厂时，工厂的23名员工每天估计生产3200张饼皮，以手工制皮平均每分钟的产量只有四张，不停工作两个小时还得轮流休息，人工成本高。搞机械出身的魏成辉入主公司后，立即大刀阔斧引进自动化生产设备，改革产品品质，高速自动化后每分钟可生产180张饼皮，生产成本也大幅下降。 魏成辉第一次乘搭飞机远行就是到澳大利亚的悉尼，西装笔挺地到唐人街四处推销薄饼皮。在澳大利亚建立据点后，第一家食品随后进军美国和欧洲市场，1988年更买下了美国洛杉矶的一家食品经销公司Mian An。开始时，第一家食品每年运送两个集装箱的薄饼皮到美国，第二年每个月就得运送两个集装箱，如今第一家食品有九成的“Spring Home”薄饼皮是外销到欧洲、北美、南非、中东和亚太的50个国家和地区。 一向以来把食品的质量、卫生、营养当成事业生命的魏成辉认为，食品工业没有了品质、卫生，就等于没有了生命。由于自动化不但可以节省一些人工，又可在生产成本不会大幅增加的情况下，保障产品的质量，因此这些年来第一家已投资了好几千万元增添和改良生产设备，每年一小改，三年一大改。仅最近一次提升厂里的生产设备就投下1000多万元。 “今日改良昨日，明日改良今天”是魏成辉的经营理念，也是第一家的口号。他也把第一家的成功归为公司上下力行“3S””。所谓的“3S”就是：“S”指“Small”市场小；“Specialized”专门经营某种具有特色的产品；“Strong brand”是很强的品牌观念。 跟父亲借钱开机械修理店 魏成辉虽以食品业起家，不过搞机械修理是他的第一份事业。 六岁时，魏成辉全家随同父亲魏可忠从福建福清移民新加坡，落户在肮脏破烂的芽笼。曾在老家务农的父亲就在这出名的红灯区开了间杂货铺，一家人包括魏成辉和他的三个兄弟姐妹都挤在一间棚屋里；魏成辉高中辍学后，闲来无事就帮助父亲打理店铺。为了打发单调的生活，他开始在一家机械修理店做散工。1969年，21岁时的魏成辉说服父亲借给他8000元，开了一家修理店，自己当起老板。可是不到一年，小店就因生意欠佳而关门。 魏成辉自认对机械修理有天赋，所以他的第二个生意还是做回机械修理，并从中国同乡那里筹措到1万6000元，成立了名为“星城”的新公司。四年后，修理店年收入达到了50万元，于是魏成辉和一批工程师合组了因特威机械工程公司（Interwide Mechanical Engineering），在裕廊设厂修理船舶。又过了四年，他的两家公司年收入合计达到了250万元，员工400余人，并搬迁到工业区。1977年是魏成辉事业的转折点，他以37万元买下了薄饼皮制造厂的部分股权，三年后买下了全部股份。此后，食品就成为魏成辉的核心事业之一。他还陆续收购了几家和食品业有关的上市公司。 善于发掘价值被低估公司 除了曾持有佳福（QAF)、佑康（Youcan)等上市公司股权外，目前，魏成辉是超级集团（Super Group）的第二大股东，持有9000万股（占16.2％股权）、另持有新晔科技（Serial System）的9500万股（占11.6％股权）、普威集团（PSC）的6900万股（占12.4％股权）、中国医疗保健（China Healthcare）的6300万股（占22.1％股权）、JEL的4200万股（占10.5％股权）、友联钢铁（Union Steel）的3300万股（占8.4％股权）、永佳（China Powerplus）的2800万股（占6.6％股权）、同乐（Tung Lok）的2100万股（占15％股权），以及莱萨特国际（Lasseters International）的1400万股（占5.9％股权），其中单是持有超级集团股票市值就达1亿5000万元，因此他持有上市公司的股票总市值也有好几亿元。 8月间，Ceina公司以每股30分提出全面收购上市公司亚洲环保控股，魏成辉把手中的近7％股权（3592万股）全部脱售，套现1078万元。他解释说，我持有这批股权已有好多年了，Ceina提出全面收购后亚洲环保就会除牌，我不得不先脱手。 取之社会用之社会 受访时，魏成辉不断强调，有些时候是小富在勤、大富在天，而做生意要取之社会、用之社会，财富不应炫耀。他常说：赚钱、用钱是门高深的艺术，用钱不当就是乱花钱。 魏成辉身为德明政府中学咨询委员会主席，最近他登高一呼，率先捐出50万元，随后捐款很快达到130万元，超出100万元的筹款目标。此前，他也捐出100万元给李光耀公共政策学院，至于三几万元的小额捐款则不胜枚举。 今年62岁的魏成辉多年前已开始部署集团的接班人。除了房地产由自己掌舵外，他的两儿两女中，老大负责集团的物流业务，老三主管高科技部分，一个女儿处理市场促销，另一个则是中学教师。他认为，只要能力相当，由家族打理生意还是不错的方法。 善解人意的鹦鹉 魏成辉爱喝红酒和听歌唱歌，《星夜的离别》一曲是他的最爱。而养鱼养鸟是他在家里的另一个消遣。他的皇宫式的豪宅养有50条金龙鱼，不过鹦鹉看来是他最爱的宠物。 三只“威风凛凛”的鹦鹉就放在底层停车场的入口处。养了12年的鹦鹉，在主人的耐心调教下，会喃喃唱起《生日快乐》、《太阳公公起床了》……，而且还会随着访客的“指挥”展翅起舞。 魏成辉熟悉食品业，也热爱食品业，他在中国第一个较大的投资就是和福清同乡——印度尼西亚巨富林绍良、林文镜联合投资5000万元人民币，于1988年在福清市融侨经济开发区创办福建冠辉食品企业，并成立了福建名味食品。此外，他的另一个食品投资是收购恒顺醋业的一批股权。恒顺以生产镇江香醋闻名。 其实，魏成辉在中国还有两个较受注目的收购。早在1993年，他旗下的福州第一家啤酒厂收购了亏损多年的国营榕城啤酒厂，成为中国啤酒业的第一家外资独资企业。在他大刀阔斧的重组和亲自主持下，啤酒厂才在2000年转亏为盈，取得320万元的税前盈利。 第二年，魏成辉见好就收，把第一家啤酒厂的51％股权，以1850万元或1.15倍的溢价，转让给中国最大的啤酒厂青岛啤酒，一些扩展啤酒版图的计划也只好搁置一旁。他说：“在中国经商或投资有时是计划赶不上变化，因此要进可攻、退可守，如果是不攻不守，大可洗手不干。” 差点收购“中国魔水”健力宝 果然没多久，第一家食品以小吞大的姿态，准备动用30亿元人民币收购有“中国魔水”之称的健力宝。 当时健力宝约有26亿元人民币的债务，按照第一家食品和持有78％股权的广东佛山市三水区政府达致的初步协议，买方必须承担这庞大的债务，加上3亿8000万元人民币的收购价，以及资金调动的成本，整个收购涉及的金额达30亿元人民币。 不过这项看来即将敲定的并购，却因无法在两个月的期限内审核公司账面而功亏一篑。具有18年历史的健力宝业务庞大，非核心业务又多。买方要求进行精确审核，可是在期限之前也只能取得20％至25％的相关资料，最后买卖以告吹收场。 日前旧事重提时，魏成辉仍强调：“收购不成，没有可惜只有遗憾，如果有可惜的话，那就是如果好好经营、整合健力宝，它会是座金矿。这也不是我不够冒险，冒险要有个程度，千万不能因冒险而付出惨痛的代价。” 在中国市场南征北战多年，魏成辉认为，中国的经商、投资环境和新加坡的大不同，“人”的因素在中国还是很重要，中国的法治精神虽然明显提高，不过人与人的关系万万不可忽略，记得要懂得吃点亏，交点“学费”，不要斤斤计较、急功近利，否则到头来什么都拿不到，最后是赔了夫人又折兵。 一、上下的人际关系要搞好，只要是双方互惠互利，中国人并不难打交道； 二、要有一定的财力，善于调动资金，外资企业投入的资金要到位； 三、企业本身要有自己的优势、技术，产品和服务要与众不同； 四、许多事要亲力亲为，小处不可马虎，行事时该低调就设法低调； 五、把一些利润用在当地的公益事业上，让当地居民也能从中分享公司发展业务的成果。   Wednesday, Jun 26, 2013
The Straits Times
Investors see him as the man with the Midas touch, but billionaire businessman Sam Goi says he is uneasy when people rush into buying shares just because he has made an investment. The Sam Goi effect, as it is known, has occurred a number of times this year after Mr Goi made significant investments in local companies, including Global Yellow Pages. News of his interest is enough to convince many investors and traders that the share must be a winner and they jump on the bandwagon. But Mr Goi, 64, says the faith others put in his judgment is stressful. "I don't want those investors who follow me to suffer losses, and I feel very bad if they do because they put their trust in my investment decisions," he adds. "As a result, I've become even more cautious about the companies I buy into. But I'd like to remind investors - I'm no god, please do not follow me blindly." You cannot blame other investors for backing the same horse as Mr Goi. On Feb 20, a day after Mr Goi's buy-in, Yamada's shares surged 126 per cent to close at 30.5 cents while JB Foods' stock added as much as 30.6 per cent at one point on Jan 24 - a day after Tee Yih Jia's investment was announced - before closing 27.4 per cent up. While Mr Goi is becoming increasingly well known for his share market forays, he is still regarded by most as the "Popiah King" - and for good reason. He remains executive chairman of Tee Yih Jia, which manufactures more than 30 million pieces of frozen popiah skin daily. However his appetite for investments has gone far beyond the food industry over the past decade. The canny investor tells The Straits Times that holdings in the food sector account for only 20 per cent of his interests. The rest range far and wide, including real estate, particularly in China, where Singapore-listed GSH Corporation, in which he holds a majority stake, develops projects. His shrewd business sense over the years has made Mr Goi a wealthy man with a US$1.7 billion (S$2.17 billion) fortune, according to Forbes magazine, but he shows no signs of slowing down. In the hour-long interview at Tee Yih Jia's factory in Senoko, he excuses himself several times to pick up calls and attend to business matters. There has also been a flurry of investments this year, buying stakes in Global Yellow Pages, mushroom supplier Yamada Green Resources and JB Foods, a cocoa ingredient maker. He denies speculation that he buys into these companies to make a quick buck, describing himself instead as a long-term investor looking for businesses with growth potential. While Mr Goi shows plenty of skill and verve in share investing, he is still resisting the many calls to list Tee Yih Jia. He brings out old newspaper clippings to show that it has occupied minds in corporate Singapore for many years. "My answer is still the same, now's not the time," he says with a laugh. "There have been a number of offers to have joint ventures or buy into Tee Yih Jia, but I have rejected all of them." He does hint that he will consider listing the company when the combined turnover of all his food-related businesses exceeds $1 billion, but gives no indication of when that might be. Why not sell up and retire? "I believe that everyone needs to do something meaningful to pass time," he says. "It's just in my character - I love to work and enjoy having something to do." He quoted a Chinese saying, which translates as: "When one dies and goes to heaven, all his wealth is left in the bank." When he eventually retires, Mr Goi said that he intends to do even more charity work to keep busy. In the past five years, he has contributed $2 million to $3 million annually to various organisations. Retirement seems a long way off, given how carefully Mr Goi looks after his health. "Every morning, I wake up at about 5.30am and start my 8km morning walk by 6am," he says. Mr Goi used to be an avid golfer who hit the green three times a week but that has been cut back due to work pressures. There are a few regrets among the huge successes. "I enjoy playing with my three grandchildren over the weekend, but it makes me think about how I wasn't there for my children for the first 20 years of their lives as I was busy working." Mr Goi has two daughters, aged 41 and 39, and two sons, 38 and 36. The three younger ones have been working in Mr Goi's businesses for about 10 years. His second daughter, Laureen, is an executive director at Tee Yih Jia, while sons Kenneth and Ben are involved in the property and food-related businesses. Mr Goi's eyes well up with tears as he recounts how he lost his mother to cancer six years ago. "Since her passing, I tend to get emotional when those around me sing the Chinese children's song, Mom's The Best, and it makes me feel helpless that I couldn't do more for her," he says. "Nothing is more important than one's parents, that's my view towards family and kinship."
How the 'Popiah King' became a billionaire It was a gesture of goodwill that led 62-year-old billionaire Sam Goi to his #12 spot in Forbes Asia's Singapore's 40 richest list this year, but his entrepreneurial streak was what carried him through. Despite being known as the 'Popiah King', food was not what Mr Goi set out to do when he first ventured into business. Born to a farmer from China's Fujian province, Sam Goi migrated with his family to Singapore when he was six. They lived in Geylang, where they lived in a one-room tenement and where his father opened a small grocery store. After dropping out of high school, he did odd jobs at a mechanical repair shop while also helping his father at the store. It was here at this repair shop that he found out that he had a knack for fixing machines. His first business venture was, fittingly enough, his own repair shop, which he financed through a loan from his father. However, it closed in less than a year. He did not give up. He was able to raise enough money through the informal Chinese community lending network to start the same business, now called Sing Siah. In four years, his revenues had grown to half a million dollars, and he started a new business to repair ships at the Jurong Shipyard. These two businesses kept flourishing, with multi-million dollar revenues that enabled him to employ 400 people. It was his third business, however, that made him a billionaire. When he moved to an industrial zone, he stumbled upon a factory which had a unit that was struggling, with feuding partners. The product: popiah skins. He bought a controlling stake from the owners, who he had earlier befriended. He later bought out his partner, who had started a similar business in Malaysia. By 1980, he had full control of Tee Yih Jia. From a small operation employing 23 people who could produce 3,200 wraps a day, it is now a frozen foods empire with estimated revenues of US$1.3 billion (S$1.6 billion) that produces 35 million pieces of popiah skins daily in factories in Singapore, China, Malaysia, and the US. These are sold under the company's Spring Home Brand, and are distributed internationally, together with other products like roti paratha, Indian samosas, glutinous rice balls, and prawn balls. In 2006, he handed over operations to his US-educated children, and is now going into property in China. He told Forbes Asia: "I'm a simple man who started in a small way with the humble popiah, but now we've gone far beyond that." Source: Forbes Asia |
