Yang Jing did not catch up with the fastest development period of the Western world after the war, and he could not get through the 1960s and 1970s even with the power of the Holy Ring. But Yang Jing was able to catch up with the 1980s and 1990s when the financial market in the Western world was at its most turbulent.
If the early to mid-1980s was the last high tide of the development of traditional industries in Western developed countries, then from the late 1980s until the beginning of the new century, the traditional industries in Western developed countries had already clearly declined, with the outbreak of the third industrial revolution represented by information technology and the advent of an era of large-scale mergers of traditional industries.
In the past ten or nearly twenty years, the information industry has flourished, transforming the earth from a "planet" into a true "global village."
Traditional industries and financial sectors have also entered an era of large-scale mergers, with big fish eating small fish and wolves eating rabbits. In any case, those large companies with huge assets will spend a lot of money to acquire any company that looks suitable.
If companies with a market value of US$100 billion were rare before the new century, large multinational corporations with a market value of US$100 billion are everywhere after the new century. In the 1980s, a merger of more than US$20 billion could become the largest merger in history, so in the mid-to-late 1990s and even in the new century, mergers of US$50 billion or even US$100 billion were common.
Yang Jing possessed the Holy Ring, so he naturally knew the history of world development. Therefore, in the 1980s, he worked desperately to make money and took advantage of various black swan market conditions to earn enough funds, especially during the two major world events in the early 1990s. He was able to rely on the huge amount of money he had earned before to make greater profits from the collapse of the Japanese economy and the disintegration of the Soviet Union.
As long as they can grasp these two waves of market, Dragon Fund can calmly make plans in the upcoming era of mergers and acquisitions, acquire some companies that should be acquired, and acquire some companies that should be invested in. Of course, in the information age, the well-known IT and communication companies, KY Investment Fund, Atlantic Capital, or Pacific Capital under Dragon Fund, can all rely on the foresight of Yang Jing, the leader, to obtain angel round investment.
When it comes to layout in the information industry, there is probably no fund in the world that can compare to the Dragon Fund.
KY Investment Fund currently owns a large number of shares in emerging IT companies such as Microsoft, Oracle, Cisco, Qualcomm, Intel, and Dell. KY Investment Fund is also the largest shareholder of established IT companies such as IBM, Motorola, and HP, and has been steadily absorbing their shares.
As for Amazon, Yahoo, Google, and Facebook, which have not yet appeared, and Apple and Nokia, which were not the right time to intervene until the mid-1990s, they will certainly not escape the clutches of KY Investment Fund.
By controlling these future giants in the IT and communications industries, after entering the new century, the Dragon Fund, or the Giant Dragon Fund, could firmly become a huge consortium by relying on its own banks and other industries.
In fact, even though Yang Jing has always asked David Anderson to keep an eye on the Japanese financial oligarchs, Yang Jing actually appreciates the management methods of those Japanese oligarchs, especially that of Mitsui & Co.
Mitsui & Co. is the parent company of the Mitsui Group. Although it owns hundreds of large enterprises, Mitsui & Co. itself does not engage in any production. In the words of the Japanese, "Mitsui & Co. is not a manufacturer, its greatest asset is its people!"
Yang Jing appreciates this way of management, and he knows very well that once the "restricted time-space travel skill" of the Holy Ring can no longer exert its maximum power, then if the Evil Dragon Consortium wants to develop for a long time, it can only rely on a large number of outstanding elite talents.
Now the "restricted time-space shuttle skill" of the Holy Ring can still play a huge role, but what if the Dragon Fund is completely taken over by me? Then my greatest reliance - foresight - will lose its greatest power.
Therefore, if you want to prevent the Dragon Fund that you have worked so hard to build from collapsing in the future, you must focus on talent cultivation from now on, and use less than 30 years to establish a complete system of talent cultivation and succession for the Dragon Fund.
Therefore, after entering the 1990s, the main task of the Dragon Fund, apart from Japan and the Soviet Union, the remaining main focus was on integration and talent training.
In this regard, although Yang Jing can rely on foresight to dig out some famous managers in later generations in this time and space, this is also not a long-term solution. The most critical thing is to establish a training mechanism that belongs entirely to the Evil Dragon Fund.
Therefore, after the biggest profit periods in Japan and the Soviet Union were over, the Dragon Fund needed to really calm down and recuperate.
As for the Southeast Asian financial crisis in 1997, it was just a good black swan market for the Dragon Fund. At that time, the Dragon Fund only needed to allocate a part of its resources to reap its own benefits in the financial crisis that swept Southeast Asia, Japan and South Korea.
As a Chinese, Yang Jing really has no good feelings towards those Southeast Asian countries and Japan and South Korea. Yang Jing has absolutely no burden in his heart to earn their money. If he hadn't been worried about the time-space paradox, Yang Jing would have dared to fight during the financial crisis.
Moreover, Yang Jing knew very well that with the power of the Dragon Fund at that time, Japan and South Korea could definitely be brought to an irreparable state. And the US government was also happy to see this, after all, an obedient dog was always more in line with the interests of the United States than a dog that always wanted to oppose its owner.
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