"Anyone who is good at fighting should first be invincible, waiting for the enemy to be defeated." In the era of stock game, the assets of enterprises are no longer just a symbol of "ownership", but also a key organ for value transformation. Goheal has long been concerned about the efficiency issues in capital operation, especially the leverage effect of financial integration on asset utilization. In our view, the value of assets is not only on the books, but also on whether it can flow, coordinate and release efficiently.
Many entrepreneurs face a similar dilemma: there are many assets, but the profit is not high; the books are bright, but the funds are tight. Goheal found in his research that behind this kind of phenomenon, there are often two problems of unbalanced asset allocation and inefficient financial system.
American Goheal M&A Group
Seeing "inefficiency" - starting with financial transparency
"The fog of account books" is often a hotbed of asset inefficiency. Some manufacturing group companies, due to the independent accounting of each subsidiary, have led to the widespread phenomenon of repeated procurement and inventory redundancy. Some studies have pointed out that the proportion of repeated inventory materials of some cross-regional enterprises is as high as 30%, forming "sunk assets".
In this context, some companies have begun to test the waters of financial integrated management. For example, a leading daily chemical company has achieved centralized monitoring of fixed assets, raw materials, semi-finished products and other resources through a unified financial system and ERP platform. As a result, it not only improves asset transparency, but also optimizes the asset disposal path through data-driven.
In Goheal's view, the combination of data penetration and intelligent early warning mechanism will be the core of the next stage of asset efficiency revolution. This does not mean that we should immediately embrace high-precision AI systems. Even simple statistics on asset turnover and equipment utilization are enough to find out which resources are "lying down for the New Year."
More forward-looking companies are already trying to "package and rebuild" non-core assets - by setting up SPVs and introducing financial instruments such as ABS, they can realize book resources and release liquidity. This kind of approach is common in industries such as transportation, commercial real estate, and medical services. It not only revitalizes assets, but also optimizes the report structure.
Collaboration is king - financial integration is not just about "reducing burdens"
The improvement of asset efficiency cannot rely solely on "cutting off useless things", but should also create multiplication value through collaboration. Goheal observed that after completing horizontal mergers and acquisitions, the first step for many companies is not "personnel arrangements", but financial unification, procurement coordination, and logistics reconstruction. Through a centralized procurement system, a regional chain retailer reduced its procurement costs by 15% after the merger and integration, and achieved unified inventory allocation of more than 500 stores by the headquarters.
In addition, more and more companies are trying to establish "internal asset trading platforms". Concepts similar to the scheduling algorithm of shared bicycle companies have been introduced into the group to optimize the allocation of equipment and resources. For example, an electric power equipment company used the platform to transfer idle generators and transformers internally, saving nearly 200 million yuan in new purchase expenses in one year.
It is also critical to open up the capital chain in vertical integration. Some large manufacturing companies have improved their overall working capital efficiency through "reverse factoring" or securitization of accounts receivable assets. Goheal believes that this type of "cash flow reconstruction" model will release greater potential in the fields of real estate, supply chain finance, etc. in the future.
Let assets "speak" - the integration of data portraits and dynamic control
Enterprise assets are not static financial data, but should have "dynamic feedback" capabilities. In recent years, more and more companies have begun to collect equipment utilization and output efficiency through IoT, 5G and other means, and combine the EVA model to label each asset with an "efficiency label".
For example, after an auto parts company introduced an intelligent asset monitoring system, it found that about a quarter of the equipment was only used less than 40% in the production cycle. Subsequently, the company made adjustments, eliminated inefficient equipment, merged redundant production lines, and significantly improved asset efficiency.
Asset transparency not only improves efficiency, but also provides a handle for compliance control. Goheal noted that some companies have introduced blockchain traceability technology to record asset transfer processes, which has significantly improved audit efficiency and reduced the risk of asset misappropriation. This trend has begun to accelerate in industries such as medicine and supply chain finance.
More advanced companies have also built an internal "asset stress testing system". Simulate the risk performance of asset portfolios under macro shocks, and gradually guide resource allocation from high-risk and inefficient assets to stable return assets. For example, in the context of intensified energy price fluctuations, some companies have proactively reduced their reliance on traditional coal-fired power assets and turned to clean energy investment to cope with systemic risks.
Integration is a financial strategy and a corporate philosophy.
From the unification of the financial system to the reconstruction of asset allocation and then to the synergy at the organizational level, the improvement of asset utilization efficiency is not a one-time project, but a "way of operation" for continuous optimization. Goheal believes that enterprises must regard financial integration as the starting point of strategic upgrading, rather than just a means to deal with financial indicators.
Goheal Group
This process requires both technical empowerment and organizational resilience, and requires managers to have a deep understanding of the position of assets in the corporate ecosystem. We always emphasize a concept: assets are not cost centers, but value incubators. Whoever can identify opportunities, mobilize resources, and activate dormant assets in financial integration will win the first opportunity in the stock competition.
So, back to the question that entrepreneurs care about most: Are the assets on your account really your growth engine, or are they "honorary certificates" hanging on the wall?
In the future, Goheal will continue to pay attention to how financial integration can become an "invisible lever" to drive the endogenous growth of enterprises, and will analyze in depth in the next article-in the downward cycle of industry prosperity, which financial indicators can be used to identify the "sinking period" of assets in advance?
[About Goheal] Goheal is a leading investment holding company focusing on global mergers and acquisitions. It has deep roots in the three core business areas of acquisition of controlling rights of listed companies, mergers and acquisitions of listed companies, and capital operations of listed companies. With its profound professional strength and rich experience, it provides companies with full life cycle services from mergers and acquisitions to restructuring and capital operations, aiming to maximize corporate value and achieve long-term benefit growth.
