Chapter 989: 897: Let Me Show You the 21st-Century Rhetoric

Chapter 989: Chapter 897: Let Me Show You the 21st-Century Rhetoric

For example, the manufacturing technology of the key component “steam pressure gauge” of the high-pressure steam engine, Sandler did not bring it from the Boulton-Watt Company.

The prototype he produced used finished pressure gauges brought from France.

In the meeting room, all the company directors, under Frank’s highly provocative speech, had eyes filled with blazing enthusiasm.

They all had heard how profitable the United Steam Engine Company of France was.

If they could snatch the steam engine business of the European Continent into their own hands, the company’s profits would increase tenfold!

Someone excitedly said, “That’s right! It’s time to go all out!”

“Suppressing costs with output is correct.”

“Produce 200 units and defeat the Frenchies!”

Forkner, however, slightly frowned and looked at Sandler again: “Mr. Sandler, if we produce 200 units annually, how much capital do we need to invest?”

The latter forgot to bow and calculate for a moment and promptly reported the result: “About 80,000 British Pounds.”

No one cared about the genius technician’s calculation speed, but they started discussing it:

“Isn’t this too much?”

“With the company’s current funds, we have to loan at least 50,000 Pounds.”

“We have new steam engine technology; the banks should be happy to provide loans.”

Frank, however, slightly smiled, raised his hand to signal a pause, and said:

“No, we have other channels to obtain funds.”

Everyone immediately looked at him.

“For example, the pre-sale model.” Frank spoke eloquently, “We can pre-sell to customers who need steam engines, meaning they pay part of the payment first and receive the machines a few months later. As long as we give them a small discount, they’ll pay happily.

“Also, I don’t know if you’ve heard of a golden rule in cost control in production—’Build less, buy less, and lease instead’?”

Everyone shook their heads.

Frank followed the “script” given to him by the Crown Prince and said:

“Look, building a milling machine would require an investment of about 3,000 Pounds. However, this thing can be bought in the market for 1,400 Pounds.

“Building a production workshop for ‘steam pressure gauges’ would cost up to 5,000 Pounds!

“But I know, in the Netherlands, there’s a company specifically producing these types of pressure gauges. Oh, on the prototype I built this time, I used their product, which costs only 1 Pound 7 Shillings.

“With such cheap items, why invest 5,000 Pounds to produce them ourselves?

“Furthermore, the Dutch company will undoubtedly develop new pressure gauges a few years later. Then we can just use them directly. No R&D costs required.”

Watt, who had been silent all along, suddenly said coldly, “What if that company suddenly refuses to sell to us?”

Frank exaggeratedly laughed, “After spending so much money to build a production workshop, why wouldn’t they sell to us? There’s no fool who doesn’t want to make money in this world!

“Even the French, they are at war with us, yet to earn money, they’re shipping boatloads of fashion and cosmetics to London, aren’t they?

“We buy hundreds of pressure gauges annually, such a large customer should make the Netherlands eager to curry favor with us.”

Watt opened his mouth, wanting to refute, but felt what he said made sense.

That’s right, why wouldn’t they earn money?

Don’t even mention Watt; even Eastern countries in the 21st century couldn’t believe that the Americans would decide not to do business worth billions of dollars.

Of course, the so-called Dutch instrument company was a setup arranged beforehand by Joseph there.

To prevent the British from getting suspicious, this company even provided pressure gauges to Upper Hesse at low prices, used them normally for a long period—items originally made in France, just “bathed” in the Netherlands, naturally usable without issues.

Frank continued:

“We need to carefully inventory parts available for purchase to avoid duplicate investment. In this way, an initial investment of around 50,000 Pounds should suffice.”

Forkner was overjoyed:

“You truly are a master of company management! This way, we only need to loan 30,000 Pounds.”

“No, we still need to obtain as much in loans as possible.” Frank said, “We should invest heavily in advertising. No matter how good the product is, if buyers haven’t heard of it, they won’t spend their money.

“I believe, at least 10,000 Pounds should be invested in promoting the new steam engine. Let every European know how great Boulton-Watt Company’s steam engine is. This will further boost sales!”

All the shareholders nodded in agreement, thinking to themselves that this time Boulton not only poached Sandler the technical master but also simultaneously hired a talent in business operations, truly a major gain!

Boulton immediately said to Frank, “Mr. Frank, I’d like to invite you to serve as the assistant to the company’s general manager, and I hope you won’t refuse.”

Frank was overjoyed internally. Boulton himself was the general manager, and the assistant to the general manager was the number two person in daily company management, which would greatly facilitate his plans.

But he feigned modesty and said, “If I could obtain some company shares…”

Boulton and Forkner discussed for a moment; both wanted to retain this managerial talent, and finally nodded, saying, “The company can grant you 2% of the shares.”

“Thank you for your generosity; I will do my utmost to earn more profits for the company!”

After several hours of discussion, the board of Boulton-Watt Company finalized a plan for a 50,000 Pound loan, a total investment of 70,000 Pounds, and the production of 200 units of new high-pressure steam engines annually.

The next day, all shareholders successively signed the equity change agreement.

At this time, the company’s equity structure was as follows:

The largest shareholder, Boulton, held 26%, Watt held 22%, Forkner 17%, Sandler 20%, Frank 2%, and other small shareholders totaled 13%.

Thus, Sandler and Frank’s combined shares already rivaled that of Watt, the company founder.

Half a month later, the company’s new workshop was already taking shape.

Milling machines and boring machines purchased from the French company were unloaded at the dock, and orders for various instruments and raw materials had been signed with suppliers.

Meanwhile, in the company’s R&D workshop office, Sandler and Frank were going through the company’s technician list one by one.

“This Martin has solid theory and agile thinking…”

Sandler had not finished speaking when Frank crossed out Martin’s name.

“Hmm, Mars seems to be related to Boulton, without much capability, at most can handle piston repairs.”

Sandler immediately drew a tick.

The two quickly reviewed the 27 core technicians, listing all capable or even potential technicians as dismissed.

“In the coming days, you need to quickly hire 14 new technicians, ensuring they can skillfully assemble machines, without arousing Boulton’s suspicion. As for the dismissals, I’ll handle them.”

One as the chief technician and the other as the assistant to the general manager, it was a cinch for them to get rid of a few technicians now and then.

A few days later, as the unexpectedly dismissed Xilan Martin from the Boulton-Watt Company just reached his doorstep, a well-dressed middle-aged man approached with a cordial smile, saying:

“You must be Mr. Martin, I presume? Pleasure to meet you, I’m Brian from the Lyon Mechanical Manufacturing Company.”