insight
工程技術，地產投資，信仰家園，時尚生活
（2011-10-16）
| ● 鄭明杉
財經人物 提起魏成輝，一般人都知道他很有錢，不過知道他確實身家的人可能不多。 最近，國際財經雜誌《福布斯》公布的新加坡富豪榜，魏成輝首次上榜，而且還以12億美元（15億5000萬新元）的資產， 高居第12位。榜上有名後，魏成輝一直很低調。本報日前總算有機會同這位富豪新貴對談，做了較深入的專訪。 魏成輝是全球最大的薄餅皮生產商， 他的食品廠一年的營業收入可高達13億美元， 設在新加坡、中國、馬來西亞和美國的現代生產廠， 每天可生產3500萬張餅皮。 而魏成輝的財富主要還是房地產，尤其是在一片火紅、價格屢創新高的中國房地產市場。 揚州、南通及天津是魏成輝在中國房地產投資的 三大重點，涉及錢來錢往的金額就有百億元人民幣， 魏成輝的財力可見一斑。 既然身價是大家關注的熱點，對談就直接從12億美元資產的敏感話題開始。 對於自己的財富，魏成輝向來相當低調，一再強調比他有錢有勢的人多的是。 同其他超級富豪一樣，魏成輝一時也不十分清楚自己到底擁有多少資產。問起12億美元的資產是高估還是低估，他麵露難色，笑而不答，當然要算出個“準確數字”有其難度，采訪他時也隻能慢慢“推敲”，才能從中略知一二。 問起12億美元資產是以哪些為主，魏成輝輕描淡寫地答道：“有一大半是房地產，其他一半是以食品為主的製造業，以及諸如證券、股票之類的長期投資。” 魏成輝長期享有“世界薄餅皮大王”之譽，他的食品帝國的旗艦第一家食品廠公司（Tee Yih Jia Food Manufacturing）一年營業收入估計可高達13億美元，是全球最大的薄餅皮生產商，設在新加坡、中國、馬來西亞和美國的現代高速生產廠，每天可生產3500萬張餅皮。 製造薄餅皮看來也隻是魏成輝事業的一部分，他的財富主要還是房地產，尤其是在一片火紅、價格屢創新高的中國房地產市場。他說：“剛出來創業的幾年，食品生意的確是讓我賺了一些錢，我事業上的第一桶金也是來自食品的銷售，這是2000年之前的事，賺的是點點滴滴的辛苦錢。2000年之後在食品製造業的穩固基礎上，我把部分的發展重點轉到中國的房地產，中國房地產的投資加速了我事業的起飛。” 中國房地產投資讓魏成輝富上加富。他雖然沒明言在中國房地產的投資數額，不過單看最近幾年他趁勢在中國快馬加鞭的投資，就不難計算出他注入的資金，以及取得的優厚回報。 揚州、南通及天津是魏成輝在中國房地產投資的三大重點，就先說他情有獨鍾的揚州。 早在2003年，魏成輝開始在中國華東一帶尋找地皮，2006年以揚州駿和置業公司先後買下了揚州的三塊住宅地段，滾動的資金上億美元。2009年9月，公司推出揚州的第一期項目時，近300個單位在短短一天裏就被搶購一空，50萬元人民幣／80平方米的售價則比毗鄰新住宅售價高出50％。駿和置業在揚州的三個住宅開發項目已完成了兩個，另一個預定明年可完工。 駿和在揚州的最新開發計劃占地100萬平方米，集住宅、商場和酒店於一體，預定明年可動工興建。 在“上海的後花園”南通，魏成輝多年前買下一塊麵積近50萬平方米的地皮，單是地價就超過10億元人民幣，計劃在三年裏興建3000個住宅單位。 不過最龐大的開發項目是在天津的濱海新區，這塊在今年初敲定的800萬平方米地皮，主要是興建住宅和工廠，這個項目在2018年可全部完工。 因此，單是中國的幾個房地產開發項目，涉及錢來錢往的金額就有百億元人民幣，魏成輝的財力可見一斑。 他表示，在中國買地皮一般上是很難向銀行貸款的，何況是外資企業，我們用的是真金實銀，資金也必須在規定的時間裏到位。在一些人看來，我們往往以高價買地蓋房，不過我們也可以較快的時間高價賣出，如果買到地點較差、較便宜的地皮，那就得花多一些時間，慢慢等機會了。 事業第一春繼續開花結果 1968年成立時，第一家食品廠隻是一家以半自動化機械生產薄餅皮的小工廠。於1977年購廠時，工廠的23名員工每天估計生產3200張餅皮，以手工製皮平均每分鍾的產量隻有四張，不停工作兩個小時還得輪流休息，人工成本高。搞機械出身的魏成輝入主公司後，立即大刀闊斧引進自動化生產設備，改革產品品質，高速自動化後每分鍾可生產180張餅皮，生產成本也大幅下降。 魏成輝第一次乘搭飛機遠行就是到澳大利亞的悉尼，西裝筆挺地到唐人街四處推銷薄餅皮。在澳大利亞建立據點後，第一家食品隨後進軍美國和歐洲市場，1988年更買下了美國洛杉磯的一家食品經銷公司Mian An。開始時，第一家食品每年運送兩個集裝箱的薄餅皮到美國，第二年每個月就得運送兩個集裝箱，如今第一家食品有九成的“Spring Home”薄餅皮是外銷到歐洲、北美、南非、中東和亞太的50個國家和地區。 一向以來把食品的質量、衛生、營養當成事業生命的魏成輝認為，食品工業沒有了品質、衛生，就等於沒有了生命。由於自動化不但可以節省一些人工，又可在生產成本不會大幅增加的情況下，保障產品的質量，因此這些年來第一家已投資了好幾千萬元增添和改良生產設備，每年一小改，三年一大改。僅最近一次提升廠裏的生產設備就投下1000多萬元。 “今日改良昨日，明日改良今天”是魏成輝的經營理念，也是第一家的口號。他也把第一家的成功歸為公司上下力行“3S””。所謂的“3S”就是：“S”指“Small”市場小；“Specialized”專門經營某種具有特色的產品；“Strong brand”是很強的品牌觀念。 跟父親借錢開機械修理店 魏成輝雖以食品業起家，不過搞機械修理是他的第一份事業。 六歲時，魏成輝全家隨同父親魏可忠從福建福清移民新加坡，落戶在肮髒破爛的芽籠。曾在老家務農的父親就在這出名的紅燈區開了間雜貨鋪，一家人包括魏成輝和他的三個兄弟姐妹都擠在一間棚屋裏；魏成輝高中輟學後，閑來無事就幫助父親打理店鋪。為了打發單調的生活，他開始在一家機械修理店做散工。1969年，21歲時的魏成輝說服父親借給他8000元，開了一家修理店，自己當起老板。可是不到一年，小店就因生意欠佳而關門。 魏成輝自認對機械修理有天賦，所以他的第二個生意還是做回機械修理，並從中國同鄉那裏籌措到1萬6000元，成立了名為“星城”的新公司。四年後，修理店年收入達到了50萬元，於是魏成輝和一批工程師合組了因特威機械工程公司（Interwide Mechanical Engineering），在裕廊設廠修理船舶。又過了四年，他的兩家公司年收入合計達到了250萬元，員工400餘人，並搬遷到工業區。1977年是魏成輝事業的轉折點，他以37萬元買下了薄餅皮製造廠的部分股權，三年後買下了全部股份。此後，食品就成為魏成輝的核心事業之一。他還陸續收購了幾家和食品業有關的上市公司。 善於發掘價值被低估公司 除了曾持有佳福（QAF)、佑康（Youcan)等上市公司股權外，目前，魏成輝是超級集團（Super Group）的第二大股東，持有9000萬股（占16.2％股權）、另持有新曄科技（Serial System）的9500萬股（占11.6％股權）、普威集團（PSC）的6900萬股（占12.4％股權）、中國醫療保健（China Healthcare）的6300萬股（占22.1％股權）、JEL的4200萬股（占10.5％股權）、友聯鋼鐵（Union Steel）的3300萬股（占8.4％股權）、永佳（China Powerplus）的2800萬股（占6.6％股權）、同樂（Tung Lok）的2100萬股（占15％股權），以及萊薩特國際（Lasseters International）的1400萬股（占5.9％股權），其中單是持有超級集團股票市值就達1億5000萬元，因此他持有上市公司的股票總市值也有好幾億元。 8月間，Ceina公司以每股30分提出全麵收購上市公司亞洲環保控股，魏成輝把手中的近7％股權（3592萬股）全部脫售，套現1078萬元。他解釋說，我持有這批股權已有好多年了，Ceina提出全麵收購後亞洲環保就會除牌，我不得不先脫手。 取之社會用之社會 受訪時，魏成輝不斷強調，有些時候是小富在勤、大富在天，而做生意要取之社會、用之社會，財富不應炫耀。他常說：賺錢、用錢是門高深的藝術，用錢不當就是亂花錢。 魏成輝身為德明政府中學谘詢委員會主席，最近他登高一呼，率先捐出50萬元，隨後捐款很快達到130萬元，超出100萬元的籌款目標。此前，他也捐出100萬元給李光耀公共政策學院，至於三幾萬元的小額捐款則不勝枚舉。 今年62歲的魏成輝多年前已開始部署集團的接班人。除了房地產由自己掌舵外，他的兩兒兩女中，老大負責集團的物流業務，老三主管高科技部分，一個女兒處理市場促銷，另一個則是中學教師。他認為，隻要能力相當，由家族打理生意還是不錯的方法。 善解人意的鸚鵡 魏成輝愛喝紅酒和聽歌唱歌，《星夜的離別》一曲是他的最愛。而養魚養鳥是他在家裏的另一個消遣。他的皇宮式的豪宅養有50條金龍魚，不過鸚鵡看來是他最愛的寵物。 三隻“威風凜凜”的鸚鵡就放在底層停車場的入口處。養了12年的鸚鵡，在主人的耐心調教下，會喃喃唱起《生日快樂》、《太陽公公起床了》……，而且還會隨著訪客的“指揮”展翅起舞。 魏成輝熟悉食品業，也熱愛食品業，他在中國第一個較大的投資就是和福清同鄉——印度尼西亞巨富林紹良、林文鏡聯合投資5000萬元人民幣，於1988年在福清市融僑經濟開發區創辦福建冠輝食品企業，並成立了福建名味食品。此外，他的另一個食品投資是收購恒順醋業的一批股權。恒順以生產鎮江香醋聞名。 其實，魏成輝在中國還有兩個較受注目的收購。早在1993年，他旗下的福州第一家啤酒廠收購了虧損多年的國營榕城啤酒廠，成為中國啤酒業的第一家外資獨資企業。在他大刀闊斧的重組和親自主持下，啤酒廠才在2000年轉虧為盈，取得320萬元的稅前盈利。 第二年，魏成輝見好就收，把第一家啤酒廠的51％股權，以1850萬元或1.15倍的溢價，轉讓給中國最大的啤酒廠青島啤酒，一些擴展啤酒版圖的計劃也隻好擱置一旁。他說：“在中國經商或投資有時是計劃趕不上變化，因此要進可攻、退可守，如果是不攻不守，大可洗手不幹。” 差點收購“中國魔水”健力寶 果然沒多久，第一家食品以小吞大的姿態，準備動用30億元人民幣收購有“中國魔水”之稱的健力寶。 當時健力寶約有26億元人民幣的債務，按照第一家食品和持有78％股權的廣東佛山市三水區政府達致的初步協議，買方必須承擔這龐大的債務，加上3億8000萬元人民幣的收購價，以及資金調動的成本，整個收購涉及的金額達30億元人民幣。 不過這項看來即將敲定的並購，卻因無法在兩個月的期限內審核公司賬麵而功虧一簣。具有18年曆史的健力寶業務龐大，非核心業務又多。買方要求進行精確審核，可是在期限之前也隻能取得20％至25％的相關資料，最後買賣以告吹收場。 日前舊事重提時，魏成輝仍強調：“收購不成，沒有可惜隻有遺憾，如果有可惜的話，那就是如果好好經營、整合健力寶，它會是座金礦。這也不是我不夠冒險，冒險要有個程度，千萬不能因冒險而付出慘痛的代價。” 在中國市場南征北戰多年，魏成輝認為，中國的經商、投資環境和新加坡的大不同，“人”的因素在中國還是很重要，中國的法治精神雖然明顯提高，不過人與人的關係萬萬不可忽略，記得要懂得吃點虧，交點“學費”，不要斤斤計較、急功近利，否則到頭來什麽都拿不到，最後是賠了夫人又折兵。 一、上下的人際關係要搞好，隻要是雙方互惠互利，中國人並不難打交道； 二、要有一定的財力，善於調動資金，外資企業投入的資金要到位； 三、企業本身要有自己的優勢、技術，產品和服務要與眾不同； 四、許多事要親力親為，小處不可馬虎，行事時該低調就設法低調； 五、把一些利潤用在當地的公益事業上，讓當地居民也能從中分享公司發展業務的成果。   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 |
