Hearing that he was affecting the normal commercial order, Su Yehao couldn't help but feel a little like he was being interrogated.

　　Hewlett-Packard was an established giant in the personal computer industry. In 2001, it had just acquired its competitor Compaq, firmly holding the position of the world's second-largest PC manufacturer. Its annual revenue was second only to Dell, reaching tens of billions of dollars.

　　As early as the 1980s, HP had entered the mainland market and developed a competitive relationship with Huang鑽 (Huang Zuan) Computers, making them rivals.

　　Despite being competitors, there was no need to tear each other apart if there was an opportunity to make money with a smile.

　　Huang鑽 (Huang Zuan) Computers' advantage was obvious: relying on integrating components from the market and selling products at low prices, its development path was actually somewhat similar to Dell's.

　　Saying it disrupted the market order didn't seem wrong.

　　Rather than saying Huang鑽 (Huang Zuan) Computers affected commercial order, it was more accurate to say that Su Yehao had driven down the profit margin of personal computers, delaying their tacit understanding of making money together.

　　For example, a certain computer manufacturer in the mainland had a very considerable net profit margin before Huang鑽 (Huang Zuan) Computers appeared.

　　After all, without the research and development investment环节(huanjie, link), just like Huang鑽 (Huang Zuan) Computers doing assembly business, the operating costs were mainly concentrated in marketing and assembly. Now, facing the aggressive Huang鑽 (Huang Zuan) Computers, they could no longer lie down and make money comfortably.

　　Actually.

　　Whether it was other computer companies in the mainland or his own Huang鑽 (Huang Zuan) Computers, Su Yehao didn't think much of them.

　　The reason was that they were only involved in procurement and assembly, not in the research and development of key components, which meant they could only continuously purchase from the outside, which didn't help much in the development of the local industrial chain.

　　In the end, they were just making hard-earned money, not much more advanced than processing toys or clothing. It was a low value-added business that couldn't promote industrial upgrading. It was equivalent to imported goods assembled locally, but with a domestic label. Calculating the proportion of imported parts in the total production cost, it might be as high as 80% or 90%.

　　Fortunately, more and more people were entering the Internet era, which indirectly had some positive impact.

　　Huang鑽 (Huang Zuan) Computers was also constantly trying to localize some replaceable supply chains. As for the remaining key components, they could be acquired externally when the time was right. After all, the competition in the international market was also quite fierce.

　　For example, Elpida, the Japanese DRAM memory chip giant, was being pushed to the brink by its Korean counterparts, with losses mounting.

　　While they were catching cicadas, Su Yehao, the oriole, had been patiently watching from the sidelines for three or four years.

　　When he had spare money and the time was right, he might try to bring back some good things from the Japanese semiconductor market.

　　As for starting research and development completely from scratch, the cost was a bit too high.

　　Moreover, even if it was really developed, it was hard to say whether competitors would buy it. Lack of customers meant that it couldn't form a scale, which in the semiconductor industry was equivalent to chronic suicide. Only with sufficient income could a virtuous cycle be achieved, such as Nvidia, Qualcomm, Microsoft, and so on, which had all developed in this way.

　　Ordinary consumers only came into contact with end products, while Su Yehao was concerned about the source, which was the high value-added semiconductor industry.

　　He said to the HP executive named Walter:

　　"Forget about personal computers. Even without my Huang鑽 (Huang Zuan) Computers, other brands would emerge, just like Dell took market share from you HP back then. I wonder if you are interested in financial investment? As one of the oldest technology companies in Silicon Valley, you really shouldn't miss the current good opportunity. Others may not be clear, but we computer sellers certainly know that the scale of netizens will continue to skyrocket. Many Internet companies are different from what they used to be and have found sustainable revenue models."

　　Walter was interrupted by him and forgot what he wanted to say. He asked in confusion, "What do you mean, are you planning to get financing from HP?"

　　"No, no, no, it's my SSSSSS Asset Management Company that can promise you a guaranteed principal of six percent, and the rest can be used to get higher returns. I remember HP has a lot of money in its account, and your major shareholders are also rich people. This is a product only for private equity clients."

　　Like a successful person, Su Yehao was elegant and calm, asking:

　　"Can HP's net profit reach six percent? I don't think it can. This is a product personally guaranteed by me, 100% safe. If you have ideas, maybe I can also help your company allocate some Internet company stocks, which will greatly help HP's stock price increase."

　　Established listed companies often have a common problem, that is, with the disappearance of topics that can be hyped up, the price-earnings ratio gradually returns to a reasonable level, which in turn affects the interests of shareholders.

　　Therefore, without affecting the main business, many companies will try to innovate and throw out bright enough gimmicks to make investors think that their company will be very promising.

　　In the stock market, earning more doesn't mean higher value.

　　Some old-brand bank stocks with stable performance and considerable income may only have a market value of several times their net profit. HP is facing the same dilemma. It has no presence in the market. Even if it swallowed Compaq Computer in 2001, it didn't cause much of a stir, and the stock price fell instead.

　　Therefore, Su Yehao emphasized that cooperation with him would help HP's stock price.

　　Now, in the eyes of those people, Su Yehao is synonymous with "high-tech," "investment expert," and "super money maker."

　　The *New York Times* even used an entire page to introduce in detail the Jade God of Wealth in the photos released by Su Yehao, which in turn set off a wave of God of Wealth craze in North America, named "moneygod," which can barely be regarded as cultural output.

　　The origin of this craze was, of all places, Wall Street, where countless elites were present. Many people placed statues of the God of Wealth at their workstations and muttered a few words of God of Wealth's blessing with their eyes closed before the market opened every day.

　　Fortunately, it was already the relatively enlightened 21st century. If it had been hundreds of years ago, Su Yehao might have been tied to a pillar and burned to ashes, or desperately cleared by devout knights.

　　Perhaps because too many people were short of money, in any case, the God of Wealth was particularly popular here, and was regarded as a mysterious power from the East.

　　A man's reputation, a tree's shadow.

　　Su Yehao's image was deeply rooted in people's hearts. Walter knew that once he reached a cooperation with him, the effect might be immediate, and the company's stock price could rise immediately. He asked with interest, "If you have time tomorrow, we can make an appointment to talk seriously. So, what good projects do you have on hand now?"

　　"This is a trade secret, but I value your HP company very much. I can only say that I am personally willing to guarantee the wealth management products I provide to you, a guaranteed principal of 6%, and the excess is divided according to the ratio, with a minimum investment of ten billion dollars."

　　When saying these words, Su Yehao admired himself.

　　In the blink of an eye, he turned a hostile competitive relationship into a potential ally with the opportunity to cooperate, help him make some money, and strengthen his personal influence.

　　To this, he could only say that his expertise was too charming. His greatest strength was to lead others to get rich. It was a proper钞能力(chao nengli, money power), who could resist this…