Chapter 1796 A Hundred Times the Small Goal

“What is the current annual production of the winery?”

Yang Cheng's drinking capacity was okay. Except for the Magic Selection, he only drank a small glass of the rest. Even so, his face began to turn red.

"About 60,000 bottles a year~" Gary Horner reached it truthfully.

Yang Cheng muttered this number. 60,000 bottles seemed like a lot, but compared to the big wineries, this number was less than a fraction.

If calculated based on the average price of 20 US dollars, the annual income of 60,000 bottles per year is 1.2 million, which is not bad, barely acceptable.

The winery Zhao Yanzi bought in France had an annual output of only 30,000 bottles, but she later promoted it to a large winery. In fact, the so-called 'superior' winery in Bordeaux is only a fourth-level wine producing red wine. She was just getting started, and a truly top-notch winery was definitely not something she could afford. After all, even if she could afford it, no one would sell it to her.

"How many people are there in the winery now?" Yang Cheng asked again. This involved costs, and he had to be concerned about them.

Gary Horner was a little embarrassed, but seeing Yang Cheng's firm eyes, he knew that the information had to be revealed.

All I can say is, "Excluding administrative and service staff, there are a total of 35 staff working on the brewing ~"

Yang Cheng frowned suddenly, 35 people? so much?

You must know that in Bordeaux, three people can run a 12.5-hectare winery, saving the expenditure of a huge sales force, and can even set the price of 97% of the wines below 15 euros. Only then can the wine be positioned as a 'fast-moving consumer goods' .

Many people do not understand that wine, which symbolizes French aristocratic culture, does not exist in a luxurious way, but this is the money-making philosophy of Bordeaux wine.

And it is not just a fabrication to say that three people run a winery. In fact, many wineries in Bordeaux are operating under this model.

Three people are enough to run a winery with an annual output of 60,000 bottles, from pruning and picking to brewing, storage and bottling.

Many wineries with an annual output of 600,000 bottles and more than 65 hectares have only a dozen employees, excluding the picking staff, to maintain daily operations without delaying anything. So when Yang Cheng heard that the output of Ayras Winery was only 60,000 bottles, But it has 35 employees. This does not include the administrative and service staff in the reception center. I am afraid that the total number is almost 100. This is a huge cost. No wonder the Ailas family can't bear it and is preparing to introduce partners. .

Yang Cheng held the wine glass with one hand and shook it gently.

Letting the deep red wine ripple in the glass, he took a sip and said softly, "Did you know that in Bordeaux, the most labor-intensive picking process can now be completed by machines?"

Nowadays, grapes are picked by machines because they can pick the grapes in a short time and keep the sweetness of the grapes consistent. Therefore, the quality of picking is better than manual picking. The most important thing is to save money.

Gary Horner is an industry insider, so how could he not know?

With a wry smile, he said, "Currently, 80% of the harvesting work in Bordeaux vineyards is done by machinery, which can ensure the precise time of grape harvesting, because grapes picked too early will be sour and too late will lack aroma."

Yang Cheng snapped his fingers, "Yes, I don't understand why Willamette Valley hasn't kept pace with the times."

Of course, he also knows that it may be related to scale. For example, the wine industry in country Z is a large-scale production, producing and selling by itself.

The wine trade in Bordeaux for many years has formed a chain of interests. Wine producers are not worried about sales, and they are not even very clear about the price.

They only need to make good wine, and other trade matters can be left to the brokers.

The broker system is an important role in the Bordeaux wine trade. In Bordeaux, brokers are very strictly controlled. Within the Bordeaux Wine Industry Association, there are only 84 brokers, more than 10 of whom are responsible for major classified chateaus. .

These “rare” brokers are considered one of the three major players in the Bordeaux wine trade.

A broker is usually very familiar with the wineries and wines in a region. He can easily connect with suitable wine merchants and producers, making sales easier and more economical.

The convenience of doing this is to avoid conflicts caused by direct collisions between producers and buyers. In Bordeaux, wine producers generally sell wine through brokers. After the broker sells the wine to traders, this batch The wine then goes to the importer or retailer, and finally reaches the consumer.

The disadvantage of this is that it reduces the profits of producers. Contrary to what many people imagine, even in the wine mecca of Bordeaux, owning a winery is not as huge a profit as people imagine. For winery investment, 3% to 8% The annual return on investment is normal. Many wineries make very little profit. Some wineries are even just trying to break even. These wineries are not aiming at strategic exports for profit, but rather as a kind of enjoyment chosen by investors. way of life.

Therefore, if you want to make money, the winery must save expenses as much as possible, such as using machines to replace labor.

But this is no longer easy. Many wineries in the United States are even losing money. They have no choice but to directly connect with buyers and traders to maximize profits as much as possible. Often a winery is responsible for both production and production. They also have to be responsible for sales and transportation, which invisibly increases labor expenses.

Think about it, a winery has a boss, managers, and grassroots employees. The sales team must also be yourself. Is it cost-effective to raise a transportation team?

Sure enough, Gary Horner's explanation was exactly what Yang Cheng thought.

Yang Cheng had no choice but to say, "Let me state in advance that once the acquisition is successful, we will definitely make changes to the number of employees. Of course, we will try our best to come up with a plan that neither lays off employees nor reduces costs."

Gary Horner has no hope in this. How can there be the best of both worlds?

But Yang Cheng's next words made him realize one thing. As expected, he was only suitable for winemaking and not management.

Yang Cheng's plan is very simple. After the acquisition, he will start preparing to recruit the group's management. The management will be responsible for setting up various departments, such as sales, transportation, publicity, etc. Nowadays, all the winery's manpower can be transferred to it. Of course, those who are not capable enough will be automatically eliminated after a period of time, so you can’t blame others because you are not capable enough.

Furthermore, winemaking employees will also be transferred to wineries that need more manpower.

Based on Yang Cheng's plan, the wine industry group will definitely not only have one winery, Ailas. How can the annual output of 60,000 bottles be called a group?

It has to be doubled at least 10 times, and 100 times is just a small goal!

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